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Euro Fm Issue 7


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Euro Fm Issue 7

  1. 1. ISSN 1993-1980 Visible Change Jane Fenwick has visited Unilever to see how the organisation and the HQ it has occupied since the 1930's have changed to meet the demands of the 21st century workplace. Page 7 ISSUE 7 - SEPTEMBER 2008 A EuroFM Publication In Brief Energy Monitoring of Public Buildings The Projectquot; Intelligent Energy for Is a revolution Managementquot; said Luciani. Europequot; aims at gaining general This is a first for Australia, and in knowledge about energy characteristics of fact, Luciani is the first graduate of the buildings. Page 4 degree; and one of only a handful in about to take the world who hold such a Real Estate and FM: qualification. There is Plenty to Do Associate professor at the time, An interview with Prof. Hans de Jonge, place in Facility Craig Langston, a noted facility Professor of Real Estate Management and Development at the Faculty of management academic who currently Architecture of Delft University of is the frofessor of construction and Technology, about the relationship facilities management for the School Management between real estate and facility of Sustainable Development at Bond management. University, was instrumental in the Page 6 course design of Doctor of Facilities Procurement? Management at UTS, and the course Transforming Corporate provided the perfect environment to Real Estate into a Strategic study facility management Function procurement cycles. Jim Blaschke, Vice President for corporate By Dr. Paul Luciani quot;I remember sitting in Craig's office markets at VFA Inc writes about quot;Transforming Corporate Real Estate into explaining my hypothesis on According to Dr. Paul Luciani, a overall delivery of the facility a Strategic Functionquot;. degradation curves in cost and value holder of a Doctorate in Facility management function over internal Pages 8 & 9 over time. His initial reaction was that Management at UTS and resources. However there were times a simpler problem should be chosen! researcher on the topic, it's when it seemed that these external Small Facilities Grow Up But I was adamant that I wanted to already started. resources were adding unwanted (in Italy too) research this. To his credit, he costs. The latest IFMA Italia benchmarking Dr. Paul Luciani came to this supported the notion and he study highlights the rapid growth of FM in quot;I remember signing off an FM IT conclusion after years of research in supervised the development of the Italy. consultant's invoice thinking, wow, the way facility management hypothesis which was eventually Page 12 this much money for not much return, procurement cycles alter, in particular, accepted by the University,quot; said we could do this better and cheaper the interaction of cost and value with Luciani. Is an Outsourced Service ourselves! I had to remind myself that What transpired after this was an in-sourcing and outsourcing of facility the Better Service Provider? about 18 months prior to this he was intense study on 148 organisations, management in Australia. Lisa Johannson reports if there are any credited with revolutionary with data collected going back 50 After five years of research differences between in house and management of the organisation's years in some instances. undertaken at the University of outsourced services in terms of percieved communications infrastructure. What quality and econimic outcome? quot;I remember running regression Technology Sydney in the faculty of Page 12 had changed? It was then that I started analysis on the final data set and not Design Architecture and Building, he to think that maybe it was the getting the expected results! I started came to the conclusion that medium to Research organisation that shifted away from worrying that my hypothesis may not large size organisation's core business the service provider, and not the other be exactly correct. So I rang Dr David actually undertake micro shifts in their FM Processes: Mapping way around. Should the blame then Leifer, senior lecturer and coordinator operating environments, which has the the Path to Success for increased cost in service delivery of the Facilities Management Program effect of changing the optimal This article investigates how existing FM be shifted from the suppliers to at the University of Sydney, Faculty of environment in which facility services Process can be further optimised. something else, say the organisation Architecture for his advice. I sent him should be delivered to achieve Page 5 itself!quot; the graphed results hoping he could maximum value and minimum costs. That is when Luciani decided that shed some light on why the results Education quot;Outsourcing thrives best under he would seek to answer the question were not returning the expected different operating environments than A Strategy Model for of how to get the balance right trends.quot; in-sourcing and vice versa,quot; claims Facility Service Providers between insourcing and outsourcing of quot;Dr Leifer almost instantly Luciani. quot;Positioning in the Post recognised that I was using the wrong FM delivery. His search for a suitable Luciani had a feeling that this was Bolkestein Directive Agequot; type of regression analysis and avenue to research this question, lead the case. After spending the last 13 Drs. A.J. Simons, Ir. A.M. de Zeeuw suggested that I use Polynomial him to the University of Technology years in various large organisations as present a quot;Strategy Modelquot; for Facility regression to the 5th or 6th order. He Sydney. quot;After scanning the globe, an operations manager, he observed Service Providers examining the effects of was right. Once plugged in, the data UTS was the only institution willing to that there were times when external the Bolkestein Directive. Pages 10 & 11 resources would definitely benefit the offer a Doctorate in Facility continues on page 2 1
  2. 2. Is a revolution about to take place in Facility cost cuttingquot; or quot;major restructuringquot; timely and relevant. Firstly, the quot;one of the back office is now avoidable. size fits allquot; theory has been Management Procurement? The solution is to address these comprehensively disproved. No changes in the firm's core business longer can it be assumed that continued from page 1 operating environment by adapting outsourcing alone will deliver his suggestion and more importantly, I set returned almost perfect trend lines support services delivery to suit. This sustainable facility management past a am grateful that this sparked a long supporting the hypothesis!quot; said means that the business is pulling the five year period. lasting relationship, where he has Luciani. support services, and not being pushed Secondly, great efficiency gains, allowed me to progressively lecture on Luciani was looking for slow and by them. This way a balance is never before realised in a sustainable the findings of my thesis to his gradual decline in value and increase achieved, and Luciani's research way, could be realised by firms if they master's students. The feedback from in cost, and so all his statistical shows that this equates to decrease turn their attention to how facility the students has been very receptive. methods were around a straight line costs and increased value for the firm. management procurement is Many of the students claim to have trend. What was happening however, An interesting parallel that can be delivered, rather than solely known for some time that cycles was a slightly erratic up and down drawn is the way in which firms now concentrating on what services were to existed and that micro management of curve trend that culminated at its peak structure their property services be delivered or how much these external and internal resources about every five years. This, he functions. There is clearly an services were to cost. delivers optimal results in their learned, was best discovered using increasing tendency toward a merging Luciani maintains however, that working lives.quot; said Luciani. polynomial regression analysis, as the of procurement, property, facility, and putting this research to practical use is This news was also not surprising to up and down cycles fitted the model operational management in the one not as straight forward as one may Luciani. In fact many organisations better than a straight line method. function. Luciani believes this to be think. Firstly, there are ten major unknowingly are putting into practice What this was indicating was that the result of firms recognising the variables of the organisations core the findings of his research as they something was causing realised value importance of support services and the business operating environment that strive for survival as an entity in an and cost from FM delivery to change way they are delivered and interact must be quot;mappedquot;. Once mapped, increasingly competitive global over time in fairly regular 5 year with core business for the very each support service commodity must economy. intervals. Fortunately, the response survival of the organisation itself. be assessed to identify the extent of Luciani believes that this corporate rate from the data set was very good, The resurgence of the chief external or internal control that is devolution, in part, can be blamed on and as such it was easy to identify the operating officer within corporate currently utilised to deliver this the ignorance of firms to their own causes of these changes. It was in fact, management is another indicator that support to the core business. Then, this changes in core business operating organisations are recognising that the organisation's operating data is plotted on graphs to determine healthy below gross margin results is environment. These micro shifts alter environment itself changing in almost optimum alignment to the core largely a result of efficient support the way that support services actually precisely the same pattern as the value business requirements. Depending on services delivery. enhance or detract from the bottom and costs. quot;This was the driver I had the results, it's almost certain that re- So the ramifications of these line. He believes that attempts for been searching for!quot; said Luciani. findings could be considered both corporate survival through quot;massive quot;I am most grateful to Dr Leifer for continues on page 3 In summary 1. The blue line represents the optimum outsourcing level as dictated by the core business operating environment (which is mapped by the system) 2. The green line is the actual amount of outsourcing currently taking place (you will note that there is misalignment. The green line should follow the blue line to ensure maximum efficiency) 3. The red line is the predicted optimum amount of outsourcing for the future (in this case it is coming down) 4. The yellow line is the change in current outsourcing levels required to align to the predicted optimum outsourcing levels required in the future. NOTE: You will note that there is a curve here roughly taking place over a five year period. That is, from minimum outsourcing to maximum outsourcing over a five year period required to follow the core business operating environment. NOTE: Once realignment has taken place, the system will report in real time so micro shifts in outsourcing levels can take place to maintain alignment without the need for large scale changes. This will significantly reduce costs such as re-engineering, redundancies, contract termination penalties, low quality of support services, etc. The five year cycle will still take place, but without the need for large case re-organisation. 2
  3. 3. Is a revolution about to take place in Facility purchase order creation, to end to end business staff. With everything being commodity management lifecycle derived from the finance system, it has Management Procurement? systems. given us a natural platform from One interesting development, continued from page 2 which to produce results. One which is however, is the move towards life long familiar to senior executives! alignment of service delivery will be Examples of this prearrangement vendor partnerships enveloped within Dubbed the 'program office' the required. would be in the development of the systems. Increasingly these system will also be used as an Luciani believes that it is only at flexible contracts, allowing firms to systems are moving towards executive dashboard that will report this point, once realignment has been reduce or increase the scope of partnerships with vendors that allow on changes in the firms operating achieved, that the benefits of external management as required and scope increases and reductions to suit predictive modelling come into play. in advance. It is this quot;closing the gapquot; environment that affect support the client organisation without the quot;Once we know the optimum amount of service delivery and core business services the most. quot;We are tapping need to change vendors. of external resources required to needs that saves money, claims into the 'heart beat' of our firm to This could be further evidence that achieve maximum value for support Luciani. ensure we stay in-line with it,quot; stated not only are firms realising the services, then we can predict with a Furthermore, he maintains that due Luciani. importance of micro shifts in the way certain degree of confidence what to the complex nature of the formulas services are delivered, but that these Stated in balanced scorecard terms, changes in these external resource necessary to predict these shifts, the shifts could be best managed via this means that all the decisions made levels will be required to 'follow' use of technology seems like the intuitive and holistic quot;systemsquot;. It from the system would be based on changes in the firms core business logical solution to effectively deliver won't be too long, claims Luciani, lead indicators; namely, those operationsquot;. these benefits to large organisations. where these systems will evolve into indicators that impact (in real time) on This will allow practitioners and It's interesting to observe the the type of predictive modelling business performance right now, managers to quot;arrangequot; circumstances evolution of strategic procurement and discussed in this article. rather than having to rely on historical in advance to accommodate these procure to pay solutions. These Understanding this, Luciani is information such as the monthly inevitable changes in core business. systems have evolved from basic currently developing a system-based report. Luciani sees an FM model for direct application at his procurement future revolutionised workplace, Ernst & Young. quot;We are through the application of this currently focusing on below gross modelling - a revolution that has well margin costs and are confident that our and truly already started. system will identify large gaps in our support services delivery methods Dr Paul Luciani Graduated from which will allow us to make the the University of Technology necessary changes to reduce costsquot;. Sydney on the 6th May 2008 with One problem they faced was a Doctor of Facility Management. ensuring the data feeds were He holds a Masters Degree from consistent and did not require human the University of New South intervention that would bias results. Wales in Business & Technology, quot;We quickly realised that it was the accompanied by two associate organisation's finance system which Diplomas in Building Sciences. held both consistency and statistical He has been instrumental in integrity. So we translated the original restructuring support services variables to 'talk' with the native delivery for W.D & H.O Wills, language of the firm's finance system. Westpac Bank, Allianz Insurance, This gave us huge benefits. Firstly, David Jones, and is currently the reports could be run monthly, weekly, Oceania Area Property & or even daily in real time! Secondly, Procurement Director of Ernst & there was no requirement to 'consult' Young Australia. with either support services or core Dr. Paul Luciani 3
  4. 4. Energy Monitoring of Public Buildings The project quot;Intelligent Energy projects with the goal of creating a coordinated system for for Europequot; aims at gaining monitoring on national and general knowledge about energy European level characteristics of buildings. Creating a platform for realization G The absence of information for the of efficient and effective actual condition of the building about programs for increasing the the energy performance of the objects energy performance of buildings is an impediment to launch the most Creating a software instrument for G effective measures for reduction of practical analysis of the collected energy consumption in the buildings. data. The complete title of the project The expected results from the DATAMINE is quot;Monitoring of energy project are a good prerequisite for characteristic of new and already forming a harmonized system for existing buildings using the data from monitoring of buildings on local, their energy certificationquot;. It is part of national and European level. The data the program quot;Intelligent Energy for to be analyzed is divided in several Europequot; and aims to increase the categories - general information, general knowledge about the energy characteristics of the buildings' characteristics of buildings, using the insulations, the installations etc. The information from the process of their specific characteristics such as energy energy inquire and certification. consumption, heat conductivity etc., DATAMINE starts in the beginning assessed by calculation or testing in the of 2006 and continues three years. 12 process of energy audit, can be utilized EU country members participate in the in the database. The resulting analysis EU requires that the member states issue Energy monitoring certificates of the buildings project. The Energy agency of Sofia - is to be carried out mainly with the help located on the union's territory. SOFENA is the Bulgarian of an Analysis Tool, which is set up on representative. DATAMINE has a monitoring methods, estimation of the agency. SOFENA is collaborating and the basis of Excel. specific commitment with the Energy energy indicators, estimation of the being supported by the state, The national project, which is Performance of Buildings Directive, buildings condition, calculation and particularly by the National Agency for realized by the agency SOFENA, is which defines the necessity of emitting estimation of the green benefits, Energy Efficiency, the municipal aiming to collect, analyze and monitor certificates for the energy performance analysis of the energy saving measures authorities and others. the energy characteristics of public of buildings in the EU. The experience in buildings - by effectiveness, type, It is expected 12 models to be buildings in Bulgaria - schools, shows that the directive is not yet popularity, price etc. The fundamental fulfilled for collection of data and kindergartens, social homes, offices apprehended and adopted in some prerequisites for obtaining good results monitoring of buildings participating in etc. countries members. Bulgaria has are connected with the functioning the project. The range and the specific goals of significant advance with the energy legislation on energy efficiency, the big The estimated results from the the Bulgarian model are connected efficiency law and the adjoining orders. potential for conducting energy audits project are a good prerequisite for with an estimation of the energy 12 models are foreseen to be and monitoring of buildings in the forming a harmonized system for performance of as many public fulfilled for data collection and country, as well as the best practices, monitoring of buildings on the local, buildings in Bulgaria as possible, monitoring in the countries that analysis of the certification and know-how, experience and ideas of the national and European level. participate in the project. Every process for data collection and analysis will be Energy monitoring process tested in small scale in every country. Every model will have its own structure and specific features of the used certificates, data collection methods and the aims of the Construction data monitoring. Thus every participant in the project will represent his certification activities, as well as the key participants in the process. The unified scheme of the project for all participants is given. Data collection Some of the expected results from the project are associated with: Setting up of a general G harmonized European structure for data gathering and evaluation of the energy performance of the buildings Comparison of the methods for G data gathering and monitoring schemes Monitoring and evaluation: Databases setup Building certification Extracting conclusions from the G building stock details specific experience from different 4
  5. 5. RE SE A R C H FM Processes: as there was an insufficient number of They view FM as an intermediary FM reference process models available between internal requirements and which are generic and reusable between market conditions. Their work has organisations. Therefore, Redlein and studied the barriers to and benefits of Mapping the Path to Fleischmann developed a series of FM FM implementation and is developing Reference process models which serve an IT solution called FM Assist which to accelerate BPR activity within the guides users through the entire FM Success sector. They were derived and implementation process by supporting developed from extensive case study decision processes. Currently their research in Austria and Germany and are findings suggest FM implementation By Andrew Fleming, University of Salford aligned to GEFMA 100-2 standards. The involves many different groups and that processes are focussed at the operational it is often not perceived as an essential Rising energy prices and resource scarcity are just two of many level and are primarily building related. function. They also suggest that FM is contributory factors that are placing increasing pressure on Currently Redlein and Giller (2008) are often implemented without an organisations throughout the world to become more efficient and focussing on the importance of internal understanding of what it is supporting. control systems in organisations. effective. Organisational minds are focussed on the question how Application of FM Processes Another method of process can we do what we do better? The SPICE FM framework optimisation has been demonstrated by two objectives - to identify opportunities In answering this question, developed in the UK enables FM Wiesinger (2006) through the for research collaboration and to inform organisations must fully understand organisations to continuously monitor application of the process chain the development of a European standard what they do, when they do it, who they and improve their performance by approach (based on system theory and for FM processes. do it with and for what reason. To help providing a method for assessing cybernetics principles) which is a FM process work has been identified with this understanding many facilities management (FM) process process orientated development of an at academic centres in Germany, organisations model their processes to integrated FM system that enables 'as is' capabilities. It has been tested in a series Sweden, Netherlands, Austria, gain a current snapshot of how their process analysis by studying the flow of of case studies to ensure that its outputs Switzerland and the United Kingdom people, tools and procedures are FM processes through an organisational are appropriate to the facilities and encompasses a broad range of FM configured and interact. Once these unit and its supply chain. The process management sector and of real value to process initiatives that consider process process snapshots have been developed chain considers processes that are useful organisations. The SPICE FM work has development, innovation, mapping, organisations should be equipped to which directly create customer value, been applied to the health sector. implementation, application, assessment understand how their primary and supporting which support the useful Also in the health care sector and optimisation. These initiatives all secondary processes are enacted and processes and blind processes that Lennerts et al (2008) assembled a aim to help organisations do what they what improvements if any are required. detract from what is trying to be number of partners to study primary and do better! FM organisations and departments achieved. This holistic view is beneficial secondary processes in healthcare are well positioned to interface at this FM Development Processes as often it is only the outcome of support settings to see where optimisations point to further support these Atkin and Bjork (2008) in Sweden processes that is considered important as could be made. By using mind maps, organisations, as according to CEN the have taken a strategic perspective the support process provider is deemed focus groups and case studies they European Committee for towards FM Processes and have to be responsible for its process. developed 'as is' processes and then they Standardisation, 'FM is the integration developed a five stage process: Wiesinger suggests that 'increasing analysed a number of these in detail to of processes within an organisation to Formulating FM strategy; Analysing competition is causing firms to focus on see how they could be optimised. maintain and develop the agreed requirements; Developing solutions; core processes and is also causing them Processes have been field tested and services which support and improve the Implementing solutions; Monitoring to adopt tools and methods to remain evaluated in terms of interaction with effectiveness of its primary activities'. service provision. They stress that all of competitive.' This approach may serve the core process as well as determining Therefore, it is important that the actors within the process should as a basis for facilities management cost and quality factors. Finally work by processes are modelled in a standardised have a shared understanding and that the agreements and control of performance. Yusof (2008) seeks to understand the way. To this end, work is currently process they present portrays FM as a FM Innovation Processes application of facilities management ongoing under the umbrella of CEN to set of activities that combine to satisfy Innovativeness is an important processes in higher education business needs and shows how process develop, through agreement, basic terms success factor in modern organisations institutions in the UK focusing on models can provoke discussion and and the work of Mudrak et al (2005) in and definitions for a family of FM maintenance and operations in study and provide owners and managers the Netherlands has concentrated on standards, one of which is focussing on supporting the overall aims and of facilities with a means by which they innovation processes and the FM processes, which are seen as a key objectives of the organisation. can define decision-making and innovativeness of FM organisations. In to delivering innovative services to the determine improvements to their current house FM departments and FM main highest levels of excellence in the Summary procedures and practices. An IDEF 0 contractors were studied to consider developing market in Europe. The work These contrasting initiatives use a model accompanies the work to enable how they are innovative. The work is referencing existing ISO process process approach to improve its application to real life cases. adapted a well established process of management standards to ensure organisational understanding and as Developmental work is being carried innovation to gauge how innovative the synergies between the developing FM they become more developed and their out by Fleming et al, (2008) to create a firms were. The innovation process Process standard and legacy application to the FM sector matures, high-level protocol for generic facilities comprised five stages from how they organisational processes. increased organisational performance management processes to enable manage innovation to how they Organisations with a well defined should be enjoyed. Finally, it is worth organisations to manage activities and implement it whilst also considering management process can potentially remembering that when developing the phases of the ongoing programme to external linkages, strategy and improve short term and long term processes they should be tailored to and achieve business and strategic organisational context. The work found decision making, stakeholder accepted by those who use them, be objectives. The work draws from earlier that the sampled organisations were management, consistency in delivery, thoroughly tested and useable. work in the manufacturing and lacking in innovation management organisational coordination and construction sectors. Sigg (2007) capabilities, however, the contractor continuous improvement. With benefits Further information can be found describes Swiss work to create an organisations were more innovative than such as these there is considerable within the EuroFM Monograph, overall process-based model for the in house ones. interest in process modelling and Facilities Management Processes, commissioning facilities services. improvement and EURO FM FM Implementation Processes edited by Prof. K. Alexander. commissioned research to identify and FM Optimisation Processes May et al (2008) suggest that in order Andrew Fleming, University of review work in this field that is being Previous to work by Redlein and to survive, private and public sector Salford, School of the Built carried out in EuroFM member Fleischmann (2007) it was difficult to organisations need to improve their core Environment, Salford. UK. organisations and other related research undertake business process competencies and that FM must be institutions in Europe. This work had reengineering (BPR) in the FM Sector integrated into core business strategy. 5
  6. 6. Real Estate and FM: demolished. This will often involve office premises at the lower end of the market. When there is a surplus of office space, tenants will generally There is Plenty to do! move to better accommodation at a limited additional cost. If you look at the potential for redevelopment, it has By Koos Groenewoud CFM been seen time and again that the mono-functionality of an area is a An interview with Prof. Hans de Jonge, Professor of Real Estate socially oriented approach, we in major problem. At Delft we have been Europe are more of a role model for Management and Development at the Faculty of Architecture of carrying out research for more than the U.S. The field of Corporate Real ten years into the transformation of Delft University of Technology, about the relationship between real Estate Management, which I brought office buildings, and there are a lot estate and facility management. He believes that FM needs to be over to Europe in the early 90s and more possibilities than we are professionalized further in order for it to come into its own in expanded in Delft, is more advanced currently using. I believe that urban various fields. This will require an increase in knowledge about the over there.quot; planning should be much more relationship between productivity and working environment. The Brink Group does not focus concerned with the development of Combining two worlds In addition to being Professor of specifically on FM; De Jonge explains high-quality urban space than with the De Jonge combines teaching with a Real Estate Management and why this is the case: quot;The definition actual functions of the buildings. This job in the business world; he has clear Development at the Faculty of of FM that I subscribe to is: 'the will also mean that you are less reasons for this: quot;Working on new Architecture of Delft University of integrated management of housing, affected by the cycle of 'boom and issues in networks of different Technology, since 1997 Prof. Hans de services and resources'. According to bust' in the office space market. specialists, exchanging international Jonge has been Chairman of the that definition, housing is part of the Unfortunately, the players in the real experiences and working with Board at the Brink Group. This field. FM has primarily the character estate market are often neatly students - I've always found it to be organization is active in the field of of a general management discipline organized into different market particularly inspiring. It keeps you management, consultancy and and thus, in my opinion, belongs in segments, and introducing more sharp. But at the same time I'm too automation for the building, housing general management courses. In the integrated approaches is often impatient to work in a university full- and real estate sector. De Jonge says: areas in which the Brink Group is problematic. Nonetheless, there are time. In the business world I like the quot;I trained as an architect at Delft active, the focus is more on housing enormous opportunities.quot; dynamism of the market and the need University of Technology and have management than on the management Finally, we asked Prof. De Jonge to make decisions in unclear always been interested in science of services and resources. In order to what developments we can expect in situations based on incomplete combined with practical applications. have proper housing management you the facilities field: quot;We have just been information. The tension between I chose architecture because I thought need to have an understanding of the through a period in which there was a these two worlds gives me a lot of it was a pretty broad field of study strategic, tactical and operational great emphasis in FM on cost energy.quot; that integrated both 'hard and soft' aspects of housing. The relationship reduction. It seemed almost as if the De Jonge also teaches in the USA. areas of science. During my studies I between organization and building(s) main contribution of FM consisted in He is of the opinion that there are worked abroad a lot and also for a plays a key role in this, and a whole reducing facility costs. Now we have several differences there between the large firm of architects in Rotterdam. range of technical issues needs to be entered a new period of economic fields of Real Estate and Housing: After that, I was asked to set up a considered. In my view, the strategic growth combined with the ageing and quot;Thanks to the scale of organizations and financial impact of real estate and contract research team at Delft shrinking of the workforce, resulting and the size of the country, there is a housing decisions is many times University of Technology to carry out in increasing pressure on the labour degree of professionalism at the greater than those relating to research and consultancy for public market. We will see that providing highest level that you find much less resources and services, which are and private clients. Following that, I good facilities can make a distinctive often here in the Netherlands. The real more at a tactical or operational level. acted in various executive functions difference in the labour market. The estate market is seen predominantly The choice to focus on housing rather within the Dutch Government added value of FM will once again from the supply side, and buildings than the whole range of FM activities Buildings Agency, which was come into its own in several areas. are mainly considered as investment is connected with our firm's market undergoing a major transition from This requires increased products. You are very much aware profile.quot; building services to housing services professionalization, which includes there of the dominance of the private at that time. In 1991, I was asked to an increase in knowledge about the Office space market market. On the other hand, for real set up a new, more commercially relationship between productivity and The office space market is growing. estate development with a more oriented course in Delft. From that working environment. This is New offices and office parks are moment on, I've always combined precisely the area in which the Centre being built while vacancy rates are working in higher education with for People & Buildings is active. still high. What does De Jonge think There are also market segments in working in the business world. That about that, but also about the office which additional professionalization course experienced tremendous market in general? quot;A way of thinking is both possible and necessary. For growth and is still going strong under that involves clearly delimited market instance, the healthcare sector is one the name Real Estate & Housing. segments fits in perfectly with the of the last sectors in society to feel the There have been new initiatives in principle of the separation of impact of market forces. There is recent years, such as the creation of functions, which has dominated urban plenty to do.quot; two centres: the Centre for People & development for decades. But the Buildings ( and the essence of urban development now is Koos Groenewoud CFM is a Centre for Process Innovation in to have a mix of functions. Because of member of the FMI editorial team Building and Construction the unpredictability of future demand and the founder of the AAA (Triple ( Seven years ago, in and the fact that are no longer that A) Total Facility Management conjunction with Erasmus University many functions that cause an network organization. He is and the Rotterdam Development unacceptable nuisance, flexibility and recently appointed to Facility Agency, we set up a new postgraduate a mix of functions are possible and Manager at DELTA NV, the multi- Master's programme (Master City indeed necessary. Surplus office space utility company. Prof. Hans de Jonge must now be redeveloped or Developer).quot; 6
  7. 7. Visible Change By Jane Fenwick Few global organisations can claim such a strong association with a building. Jane Fenwick visits Unilever to see how the organisation and the HQ it has occupied since the 1930's have changed to meet the demands of the 21st century workplace. Sculpture in atrium. carpets' - part floors at levels five and security desk, workspace is through to eight 'floating' in the atrium generous, as is access to natural light, and linked by a spiral stairway. These informal meeting space and views 'flying carpets' serve to link the office across London. The main meeting spaces and provide informal meeting facilities are located at the top of the space. Glass floored walkways across building together with the staff the space provide ghostly footprints as restaurant and café, executive dining people walk from one side to the other. and a roof garden all affording views 'Transparency' was identified as key along the Thames. objective in developing its new The refurbishment was also an 100VE Side Final workplace. During the consultation opportunity to incorporate 21st century process it was discovered that feeling environmental ideals. Refurbished to About 150 million times a day leased back on a 20 year head lease connected to the business was directly British Council for Offices someone somewhere chooses a with an option for a further 20 year linked to the visibility of those who specification throughout, 100VE Unilever product. Unilever's food extension. By leasing three floors of lead it. To achieve improved achieved a BREEAM excellent rating. products range includes the Knorr the eight of the refurbished building, 'transparency', senior executives and Unilever's Service Delivery Manager, brand, Bertolli pasta sauces and Unilever occupies only the the boardroom are situated within the Johan Vanlook, expects that the dressings, Walls and Ben & Jerry's ice accommodation it needs but retains workspace on the sixth floor and not operational rating after the first year of creams and Lipton and Brooke Bond one floor for future expansion if tucked away on the top floor as had occupation will be as good. So far teas, while its cleaning products needed. been the case previously. Elsewhere, 100VE has achieved a 25 per cent include brands such as Cif, Comfort, The company moved out in the use of natural light and glass has reduction in carbon emissions over the Domestos and Persil. September 2004 to offices at No 5 been maximised, and bold branding old building. What is unusual in such a fast Tudor Street on an adjacent site part panels create a vibrant open plan Vanlook, who reports to the Vice changing and market sensitive occupied by JP Morgan. This workspace. President Human Resources for the business, is that Unilever is still temporary move was convenient and a Corporate Centre, oversees the FM Public cafe located in its original HQ built in the valuable transition for staff to test out operation at 100VE and another 55,000 Unusually in corporate offices, 1930's when the company was formed. open plan styles of working and the sq ft on a short lease at nearby Ludgate particularly in these days of heightened Over the past 70 years, the building at better use of meeting spaces which Hill accommodating 170 people IT and security, the ground floor of 100VE is 100 Embankment has become a were planned for the new building. finance staff. From later this year he open to the public from 7am - 8pm on Thames-side landmark on the north Many lessons were learned here that will also become the Facilities weekdays and there is a public café end of Blackfriars Bridge. Home to were taken into 100VE. Business Partner for Unilever's Global area with wi-fi installed. This offers Unilever's global HQ, '100VE'- as it is The company also took the Leadership Academy in Surrey not only a unique opportunity to view now called - has undergone a opportunity to undertake some comprising four acres with a golf a modern corporate office beyond the transformation behind its listed façade restructuring and the UK and Dutch course and residential facilities. He is front door, but also is an ideal respite and art deco entrance to bring the boards amalgamated with key also the 'landlord' for the tenants at from the roar of traffic the Victoria workplace into 21st century. executives located in 100VE. By the Embankment. Beyond the reception continues on page 8 100VE last had a major refit in the time the company moved back in last 1970s and since then both workplace year, the building interior was design and philosophy -and the unrecognisable. Architects Kohn company - have moved on. Pedersen Fox Associations had Recognising that a cellular office reconfigured the floor plates to create a environment was unsuitable for a central atrium that gives an impressive growing global business, Unilever 'wow' factor on entering but also faced the choice of relocating to provides transparency and links another site in London or beyond, or between the floors. Rising through the undertaking a major refurbishment of eight floors of the building, the atrium the existing building. Unilever chose space is dominated by Conrad the latter in part to retain this strong Shawcross's Space Trumpet, a massive link with its historic home. sculpture suspended overhead that Maintaining this link was important makes a small rotation on two planes not just for sentimental reasons but daily taking over 60 days to complete a also to retain its City on London full cycle. location. A sale and leaseback deal saw Looking up, visitors also see the the building sold to Sloane Capital and novel and visually interesting 'flying FM Team in atrium. 7