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Balancing Priorities

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 Contents SE PTE M B E R-O C TO B E R / VO L . 28 / N O. 5

Featured
022 IFMA Spotlight: 056 Putting Tracking ABOUT IFMAIFMA is the world’s
30 Years of FMJ Systems to Work largest and most widely recognized
international association for facility
BRUCE LITTLE management professionals, supporting
024 30 Years and Counting 24,000 members in more than 100

BILL CONLEY 060 Balancing Priorities countries. This diverse membership

participates in focused component
groups equipped to address their unique
MARC WETZELEAR
028 Inside IFMA: Meet the situations by region (136 chapters),
industry (16 councils) and areas of
IFMA 2018-19 Board 064 LEAN Clean, interest (six communities). Together
they manage more than 78 billion
of Directors Productive Machine square feet of property and annually
purchase more than US$526 billion in
MARTHA ISSA products and services. Formed in 1980,
031 The New Lease Standard IFMA certifies professionals in facility
management, conducts research,
How to prepare for 070 Ten Years of Workplace provides educational programs and
upcoming changes Analytics ... or Not produces World Workplace, the world’s
largest series of facility management
BRANDON YIP K AT E L I S T E R , C H R I S H O O D conferences and expositions. To join and
follow IFMA’s social media outlets online,
AND GABOR NAGY visit the association’s LinkedIn, Twitter,
036 Insights to Optimize Facebook, YouTube and Flickr pages. For

WELL Building 074 Smart Change more information, visit the IFMA press
room or www.ifma.org.
ERIC ROMANO AND M A R I TA S C H A R D T FMJ (ISSN 1059-3667) is published
MAGGIE PIPEK six times a year (January/February,

078 Decision-making Data March/April, May/June, July/August,

Three Tips for

September/October, November/
042 How analytics inform December) by the International Facility

Strengthening Business space usage and improve

Management Association, 800 Gessner
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Service Initiatives
Houston, Texas and at additional mailing
MIKE PETRUSKY offices. One electronic copy of each issue
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DON ROTH copies are available to members at an
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046 What is the Future of NANCY JOHNSON SANQUIST

can purchase a subscription for US$84
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Behind the Brand

call +1-281-974-5674 or email diana.
052 maldonado@ifma.org. FMJ is printed in
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Sections POSTMASTER Send address changes

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Editor’s Column . . . . . . . . . . . . . . . . . . . 008 Credential Recipients . . . . . . . . . . . . . . 068

Chair’s Column . . . . . . . . . . . . . . . . . . . . 010 Innovative Products & Services . . . . . . 089

Industry News . . . . . . . . . . . . . . . . . . . . .014
IFMA Foundation. . . . . . . . . . . . . . . . . . 018
Corporate Sustaining Partners . . . . . . . 054
C132124
Resources . . . . . . . . . . . . . . . . . . . . . . . . 092
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004 W W W. I F M A .O RG / F MJ PLEASE RECYCLE

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Online ON THE GO? FMJ can be viewed on your mobile device, so you
can get your FM content fi x anywhere, anytime.

FMJ Extras
The online version of FMJ features extra resources like videos, podcasts,
white papers and more to enhance your reading experience. Click on the FMJ
Extra icons that appear in the digital magazine to link to additional sources of
information to learn more about topics covered by articles in this issue.

VI DE O FMJ Celebrates 30 Years . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .022

FROM LAST ISSUE
A RTI CLE Forbes: The Five Elements of the Best CSR Programs . . . . . . . . . . . . . .043
The July/August 2018
issue of FMJ had a theme
VI DE O Workplace of the Future: How Will You Work in 2030? . . . . . . . . . . . . . . . 050
of Managing 21st Century
Spaces. Emergency
RE SOU RC E Global Workplace Analytics White Papers . . . . . . . . . . . . . . . . . . . . . .076 Preparedness: A Plan for
Failure was one of the issue’s C

top stories. Read it now at M

http://bit.ly/0418_emergency.
Y

FMJ Extended
CM

CONNECT WITH US MY

Check out the online issue of FMJ for a special section that follows the end of Follow FMJ on Twitter and CY

like us on Facebook
the print magazine and includes additional articles not available in the print CMY

for updates:
edition. Read the extra articles listed below for contributions from councils and K

communities, and other supplementary content.

@TheFMJ
098 Ask the Experts IFMA’s FMJ
C O N T R I B U T E D B Y I F M A’ S F A C I L I T Y M A N A G E M E N T
C O N S U LT A N T S C O U N C I L

101 Evolving Core Competencies

C O N T R I B U T E D B Y I F M A’ S E N V I R O N M E N T A L S T E W A R D S H I P,
U T I L I T I E S A N D S U S TA I N A B I L I T Y CO M M U N I T Y S T R AT E G I C
ADVISORY GROUP

105 Is Your Building Working for You?

S A N J AY RO Y

108 Components in Focus

110 Vendor Profiles

006 W W W. I FM A .O RG /F M J
 STAFF
Editor in Chief
Jocelyn Kerr / jocelyn.kerr@ifma.org

Editor’s Note Jocelyn Kerr

Senior Copywriter
Chablis Lindquist / chablis.lindquist@
ifma.org
Advertising Account Specialist
Diana Maldonado / diana.maldonado@
ifma.org
Marketing
Amanda Day / amanda.day@ifma.org

The first issue of IFMA Journal — the original name for Designer
Michelle Doe

this publication — was mailed to members thirty years

IFMA 2018-19
ago this fall. While many things have changed since BOARD OF DIRECTORS
CHAIR
1988, it’s remarkable how much of that first issue still Graham John Tier, CFM, FMP, MRICS
Head of Property Facilities Management,
The Hong Kong Jockey Club
rings true today. Hong Kong, Peoples Republic of China

FIRST VICE CHAIR

John Carrillo, CFM IFMA Fellow
The issue’s theme was “emergency preparedness” and featured many of the same topics Director of Planning, Design and
Construction, West Region, AT&T
FMs are dealing with today. A Houston-based FM laid out a hurricane preparedness checklist. San Francisco, California, USA

Appropriate for a city that handled Hurricane Harvey last year. An FM in Washington, D.C. SECOND VICE CHAIR
Peter Ankerstjerne, MBA, COP, FRICS,
wrote about keeping a printing press open during weather emergencies like snow storms. IFMA Fellow
Søborg, Denmark
And there was, of course, a requisite article on managing the budget.
PAST CHAIR
William M. O’Neill, CFM
There was even an article about how to manage workplace change — a subject that has Minneapolis, Minnesota, USA

always, and likely will always, be a thorn in many a manager’s side. We continue that
Keith A. Dias, P.E., CFM
perennial theme in this 30-year anniversary issue with an article on change management Executive, Real Estate and Projects
Division, Google India
Bangalore, India
(page 78) and managing efficient office space usage (page 82).
Beverley Farrington
However, some things have most definitely changed. Back in 1988, before the birth of Google, Senior Director, Global FM Center of
Excellence,
and even before the Internet was a household word, IFMA had a resident librarian (yes, an Johnson & Johnson
West Wycombe, United Kingdom
official IFMA Information Services Librarian!) who compiled a list of recommended readings
Laurie A. Gilmer P.E., CFM, SFP,
for inquisitive FMs looking for additional information. This list of recommended readings LEED AP, CxA
Vice President and COO,
was a regular part of the early magazine. Back then, to locate specialized FM knowledge, Facility Engineering Associates, P.C.
Santa Rosa, California, USA
members paid a discounted rate of US$40 per hour to have the information services team
Gordon Hicks, P.Eng., LEED AP
find and compile information from DIALOG, the world’s then-leading information database. President and CEO, Americas,
Brookfield Global Integrated Solutions
Now, IFMA maintains its own Knowledge Library with access to everything from videos to Markham, Ontario, Canada

podcasts to archived articles of this publication. How’s that for thirty years of change?
Kate North
Vice President, Workplace Innovation
Author and longtime IFMA leader, Nancy Sanquist, reflects on the birth of the industry and Advisory, Corporate Solutions (Americas)
Colliers International
Chicago, Illinois, USA
the contributions made by early FMs in her article about the history of FM (page 88). Bill
Conley also weighs in on how the workplace has evolved, and will continue to evolve, in his Louise Panneton
President/Managing Partner,
survey of workplace change on page 24. In the spirit of evolution, we also introduce the 2018- P3 Advisors Inc.
Ottawa, Ontario, Canada
19 IFMA Global Board of Directors (page 28), and we celebrate the return of our “Behind the
Michael Redding
Brand” Corporate Sustaining Partnership profiles (page 52). Managing Director, Agile OAK, LLC
New York, New York, USA

The world of facility management, and the world of IFMA’s FMJ, has come a long way in 30 Darrell D. Smith
Director of Central Services,
years. This publication, much like the organization and the industry, will continue to evolve Google Inc.
Mountain View, California, USA
to meet member needs and to bring useful, actionable information to your screen and
mailbox. I invite you to subscribe to the print edition and join us for the next 30 years! Dean Stanberry CFM, LEED AP
Director, FM Services, Abraxas Energy
Consulting
Denver, Colorado, USA

008 W W W. I FM A .O RG /F M J
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 From the Chair
There has never better time to be
involved with facility management,
as the profession is finally gaining the
GRAHAM global recognition it has long deserved.
TIER The variety and scope of the facilities
CFM under the care of IFMA’s members across
— the globe — from airports, hospitals and
Chair, Board of schools to zoos and major sporting venues
Directors — is difficult to fully appreciate. Our
councils, communities and chapters are
excelling at offering thriving networking
environments and learning opportunities
to help us remain the leading professional
association in this industry.
FM has come a long way since the ‘80s,
and we have worked hard to make it more
relevant now and into the future. Our
ability to change and adapt with the times
is critical to survival, particularly with the
rapid advances in the technology sectors
relating to the built environment.
I am proud of the passion our members
have shown by embracing and driving
innovative concepts to fulfill market
needs. The contributions of the
Workplace Evolutionaries (WE) and
Health Care Institute (HCI) are just two
examples. These are important sectors in
the FM world, and our ability to dominate
these areas is a real credit to those hard-
working members.
010 W W W. I FM A .ORG /F MJ
Our success, particularly in the field of
workplace strategy, means that others are
following in our footsteps.
IFMA’s regional strategy covers three
geographical zones: The Americas,
Europe and Asia. We are successfully
demonstrating our global footprint and
our evolution as a professional body. We
held World Workplace China in Beijing
in September and will co-host World
Workplace Europe in March next year with
Facility for Future, the annual conference
of Facility Management Netherlands, an
alliance partner of IFMA. Events like these
are exceptional opportunities for you to tap
into the latest trends in FM.
IFMA’s Global Board of Directors continues
to invest significant effort into our world-
class training programs — such as the
Essentials of Facility Management, FMP®,
SFP® and FM Learning System™ for the
CFM® — to ensure we have the best content
with international recognition to provide
value for professionals at all stages of their
career. You can find these and other courses
at fm.training.
I wish you all safe travels as you make your
way to North Carolina for World Workplace
this October. I look forward to our time
together in Charlotte.
The #1 Facility Pest Exclusion System
 Government Affairs Update
January 1, 2018 marked a milestone for
the FM industry in the United States. For
the first time, the U.S. Department of
JEFF Labor listed facility management (FM) as
JOHNSON a stand-alone profession in its Standard
Occupational Classification (SOC) system.
IFMA
Previously, FM had been grouped under
EXECUTIVE
administrative services.
DIRECTOR
—
This change, the culmination of years
EXTERNAL
of work by the IFMA Foundation and
AFFAIRS
the IFMA government affairs team, is a
game-changer. The federal government
will finally begin tracking industry trends
and recording workforce data for FM.
Educational curricula designers and
career guidance counselors will finally
have a formally recognized designation
to highlight the opportunity FM offers
students looking for exciting careers.
When the federal government is your
fulcrum, you can leverage small change into
significant advances.
To build on this success, IFMA’s 2018
Advocacy Day and Public Policy Forum will
be taking to Capitol Hill in Washington,
D.C., on September 12-13. The event,
which is free for IFMA members to attend,
includes unique behind-the-scenes tours,
advocacy training and policy insights
followed by a whirlwind day of meetings
with Senate and Congressional offices that
has to be experienced to be appreciated.
Key subjects on the agenda for this year
include continued improvements to the
Interested in participating?
Email jjohnson@ifma.org for details on how to get involved.
012 W W W. I FM A .ORG /F MJ
management and disposition of the federal
real estate property portfolio, securing
a place at the table for FM in workforce
development efforts and the effective
implementation of the Federal Buildings
Personnel Training Act (FBPTA).
At a time when many see dysfunction
in policy-making, IFMA has worked to
find common ground and offer workable
solutions. The goals of the FBPTA, a law
that was signed by President Obama, are
not that different from the Executive Order
Regarding Efficient Federal Operations
issued by President Trump on May 17. Both
seek to increase efficiency and optimize
performance in such a way that reduces
waste, cuts costs and promotes resiliency.
As federal agencies are looking for
solutions, IFMA is stepping up to provide
them, including work with government
agencies to deliver IFMA’s world-class
training products to save taxpayer money
and improve performance.
Although IFMA’s perennial Advocacy Day
in Washington, D.C., has enjoyed great
success, federal outreach in the U.S. is
only a small part of IFMA’s government
advocacy puzzle. The association is also
supporting efforts at the state and local
level to advance FM interests, while
building an advisory coalition in the
European Union. None of the progress
we’ve seen would be possible without the
support of IFMA’s global board of directors
or our activist membership.
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Industry News

CFM® exam updated based on the most recent GJTA UPCOMING EVENTS
The Certified Facility Manager® (CFM) certification exam measures candidates’ expertise,
skills and attributes in the competencies required to practice FM. The exam, including
the list of competencies and how each topic is weighted, is based on a Global Job Task
Analysis (GJTA) conducted every three to seven years.
The most recent GJTA determined the need for updates to the exam specification
outline. To ensure that the CFM is keeping pace with the industry, a revised CFM exam
went into effect Aug. 1. A global team of 77 CFMs served as subject matter experts World Workplace
(SMEs), working with psychometricians to ensure content quality. 2018 Conference &
The previous exam consisted of 180 questions, 15 of which were not scored. The Expo
updated exam has 160 scored items, with one set of 20 unscored pretest items. The Oct. 3-5
process to apply to sit for the CFM exam has not changed, and the testing time is still Charlotte, North Carolina, USA
four hours. worldworkplace.ifma.org
All preparatory/training courses such as the FM Learning System and CFM Exam Prep
Workshop are completely independent of the certification exam. These optional resources
support the recall, application and analysis of the competency-based exam — every question
requires a candidate to perform some mental activity to arrive at a correct response.

SAME-IFMA 2019
A new CFM Candidate Handbook with information applicable to those FM Workshop
sitting for the exam is available at bit.ly/cfmhandbook. Feb. 6-8
San Antonio, Texas, USA
fmworkshop.org

Ambius partners
with BRE on
groundbreaking
biophilic office
research
“The biophilic office
project will deepen the
evidence base for the
impact of interiors on
occupant health and
well-being.”
Ed Suttie
Project Director,
The Biophilic Office
Results are expected
to be available in
early 2020. For
more information,
visit bregroup.com/
biophilic.
IFMA Corporate Sustaining Partner Ambius has teamed with
BRE (Building Research Establishment), a world-leading
building science center, and Oliver Heath Design to conduct
a comprehensive study on the impact of biophilic design on
the office environment and workplace behaviors.
World Workplace
“The Biophilic Office” research project centers on a
Europe 2019
7,000-square-foot 1980s office building on the BRE campus
Conference and Expo
March 20-22
in Watford, a town northwest of London, UK, which will
Amsterdam, Netherlands
be refurbished based on biophilic design principles. The
worldworkplaceeurope.ifma.org
30-month project began with analysis of the building’s
current working conditions. The refurbishment is expected to
commence in 2019, after which the team will gather data on
the health, well-being and productivity of office occupants.
Occupants will be provided with wearable technology that
allows researchers to track key health metrics. They will
undergo confidential health evaluations and participate in a
series of online questionnaires and surveys.
Facility Fusion
In addition to Ambius, core project partners in lighting,
U.S. 2019
flooring, furniture, green walls, paints and acoustics are
Conference & Expo
using the refurbishment and test facilities to understand
April 8-10
their products’ role in the well-being of occupants and in
Atlanta, Georgia, USA
wider biophilic design. Products used will undergo laboratory
facilityfusion.ifma.org
evaluation to establish whether a health and well-being
potential can be quantified at a product level.

014 W W W. I F M A .O RG / F MJ
FM video courses
available at
fm.training
In addition to FMP® and SFP®
program courses and CFM® exam
preparation resources, fm.training
offers a full catalog of professional
development content from both
IFMA and RICS, such as portable
e-learning, distance learning and
video courses.
Video courses are short
presentations of FM topics from
leading experts, enabling learners
to learn on the go. Each course has
a five-question assessment that
the viewer must pass to achieve a
certificate of completion. Webinars,
webcasts and on-demand recordings
are available 24/7, and offer
continuing education units (CEUs)*.
The latest offerings in the video
course catalog include:
» Bombs, Suspicious Packages and
Active Shooters: How Do You
Respond at Your Workplace
» Annual and Capital Budgeting
» The Power of a Coaching Culture
in Facilities Management
» The Language of Metrics: How
FMs Measure Success
» A Total Life Cycle Approach
Enabling Efficient, Effective
and Economic Built Space
Functionality
» A Shark Tank Survival Guide
for the FM
*The IACET CEU assures you and your employer
that a learner has completed a quality training
program that meets the national standard
for continuing education and training. Look
under “Additional information” in each
course description for CEU credits and CFM
maintenance points offered.
Industry News
RICS Strategic FM Conference warns that
tomorrow’s opportunities come with risks
In collaboration with IFMA, the Royal Institution of Chartered Surveyors (RICS) held its
one-day Strategic FM Conference in London, UK, this past June. Entitled “FM: A Risky
Business?” the event sought to achieve consensus on best practice approaches to
identifying and mitigating risk, including financial, cyber and reputational.
Chair Rory Murphy, a member of the RICS FM Professional Group and a director
of the IFMA UK chapter, opened the conference, informing delegates that the
program would focus on the leading opportunities, threats and challenges facing
the FM sector. As one of the biggest disruptors in 2018, the collapse of UK-based
multinational FM and construction firm Carillion dominated the conversation. Trevor
Pijper, a senior analyst at credit ratings agency Moody’s, gave a detailed presentation
on Carillion’s accountancy practices, and how the service provider was able to
obfuscate its financial troubles for such a long period.
Following must-have discussions on low margins and irresponsible procurement
practices, the program turned its attention to the crucial concept of social value.
Panelist Charlotte Österman, Senior Sustainability Advisor at VINCI Facilities, said that
for many years, social value simply meant fundraising and other community work — but
that’s not enough. She recalled a famous quote on corporate social responsibility from
Professor Jeremy Moon, a Director of the International Centre for CSR at Nottingham
University Business School: “It is not what you do with your profits, it is how you make
your profits, how you actually do business at a day-to-day level.”
Throughout the course of the day, it became apparent that both the speakers
and the audience were receptive to the idea that social value should never be an
addendum to an organization’s activity or values, but ingrained within them.
Thanks to Jo Sutherland, Communications Director for the IFMA UK Chapter, for this report.
Aging Asian workforces average, Chinese workers are doing jobs
that are 76 percent automatable.
most vulnerable to
Canada (47 percent) and Australia
workplace automation
(42 percent) have the lowest rates of
The convergence of an aging global aging of the 15 markets analyzed and
population with workplace automation the lowest risk scores, making older
is expected to have significant economic workers in these countries relatively less
and societal consequences, particularly in susceptible to automation.
major Asian countries, where low-skilled In countries with high concentrations
workers between the ages of 50 and 64 of advanced-skill workers whose jobs are
are becoming an increasingly greater typically harder to automate — including
proportion of the active workforce. Singapore, Japan, South Korea, Germany
A new report from Marsh & McLennan and Italy — older worker jobs are still
Companies’ Global Risk Center, Mercer relatively susceptible to automation, and
and Oliver Wyman, “The Twin Threats worker displacement can occur across
of Aging and Automation,” found that occupations and age groups.
older workers in China are at the greatest In the United States, older workers
risk of displacement from increasing are doing jobs that are 52 percent
adoption of workplace automation. On automatable, on average.
To download the full report, please visit bit.ly/2LQcN98.
SEP TEMB ER / OCTOB ER 2018 015
Industry News

International WELL Building Japanese firms poised to elevate

health and wellness through
Institute launches WELL v2 WELL

In May of this year, the International
WELL Building Institute™ (IWBI™)
unveiled the WELL v2 pilot, the next
version of its pioneering WELL Building
Standard, the first rating system
to focus exclusively on the impacts
of buildings on human health and
wellness.
This second iteration includes a full
suite of enhancements that advance
IWBI’s global aim to build a healthier
future for all. WELL v2 is informed by
key lessons learned from the nearly
1,000 projects that are registered or
certified in 354 countries across the
world.
The WELL v2 pilot expands upon the
foundation created by WELL v1. WELL
v2 is comprised of 112 features within
10 concepts: Air, Water, Nourishment,
Light, Movement, Thermal Comfort,
Sound, Materials, Mind and Community.
In the v2 pilot, projects will need to
For more information about WELL v2, visit https://v2.wellcertified.com.
achieve at least 2 points per concept,
with a maximum of 12 per concept.
Some concepts have over 20 points
available, so keep this in mind when
deciding which ones best support the
project’s goals.
In the v2 pilot, the universal set of
preconditions can be achieved by all
project types, regardless of building
typology. This differs slightly from
v1, where the preconditions included
certain design or performance criteria
that could be a challenge for diverse
project types. If certain preconditions
were a barrier for your project in v1,
it may be useful to explore if the v2
pilot provides a more viable pathway.
Among the refinements and
enhancements to the rating system
is an optional early phase review for
projects wishing to earn a WELL D&O ™
designation that affirms and celebrates
progress toward WELL Certification.
As an island nation in which 94 percent of
the population lives in urban areas due to its
largely mountainous terrain, Japan has long
been efficient and creative in its approach to
providing homes and workplaces for its 120
million-plus inhabitants.
Select real estate, construction,
engineering, architecture and design
firms in Japan are now bringing human
health and wellbeing to the forefront of
development conversations that have
focused primarily on environmental
sustainability.
With nine projects in Japan
encompassing nearly 1.8 million square
feet and many more in the pipeline, it
will be the industry’s early leaders who
demonstrate the increasing importance
of focusing on both human and
environmental sustainability in buildings
and communities. Read the full story at
bit.ly/2w0a2bf.
The WELL Building Standard,
guidebooks, addenda and WELL AP
resources are available on the IWBI
website in Japanese.

Groundbreaking The International Safety Equipment Association (ISEA) and American National
Standards Institute (ANSI) have developed a first-in-the-industry standard aimed
standard guides at helping employers reduce the risk of dropped-object incidents in industrial and
employers on how occupational settings. ANSI/ISEA 121-2018, American National Standard for Dropped
Object Prevention Solutions establishes minimum design, performance and labeling
to prevent workers requirements for solutions and testing that mitigate this hazard.
from being struck by In 2016, the Bureau of Labor Statistics reports there were 255 fatalities and
47,920 reported injuries from dropped objects in the U.S., making this the third
falling objects leading cause of injuries on the jobsite, according to the Occupational Health and
Safety Administration. Industries where elevated work areas are common have
been especially susceptible to the risk of dropped objects, including the oil and gas,
construction, energy and telecommunications infrastructure, shipping operations and
aviation industries.

016 W W W. I F M A .O RG / F MJ
 Building the Future of FM

Ignite the way for the future of FM!

Meet the 2018 Student Scholarship Recipients

Alexander Young Brandon Wood Chantal Spruit Deniz Besiktepe-Karaman Devin Shackelford Duo Xu Elizabeth Sullivan Eva Buurma
Conestoga College Conestoga College Hanze University Colorado State University Kennesaw State Georgia Institute of Chaffey College Hanze University
University Technology

Jelani Barro Jessie Theisen Kevin Squadroni Lacie Wiggam Marielle Sand Mohammad Aldaaja Nguyen Le Rachel Armstrong
New York City College of Ferris State University Temple University IUPUI NHTV Breda University Arizona State University Arizona State University Iowa State University
Technology

Sungil Hong Trina Luiano Tyler Lukomski Varusha Venkatraj Wai-lam William Wong Xiu Hong E Ng Yutian Chen
Georgia Institute of Chaffey College Ferris State University Texas A&M University Hong Kong Polytechnic Temple University Arizona State University
Technology University

Join the charge to make FM a career The IFMA Foundation is dedicated to the mission of
of choice! The DIFFERENCE begins promoting education for the facility management
profession around the world and making FM a Career
with YOU. of Choice.

IFMA Foundation 2018 THANK YOU for igniting the future of FM!
Scholarship Sponsors
Atlanta Chapter of IFMA Greater Triangle Chapter of IFMA NYC Chapter of IFMA
Capital Chapter of IFMA Hong Kong Chapter of IFMA Philadelphia Chapter of IFMA
Dallas/Fort Worth Chapter of IFMA Houston Chapter of IFMA Seattle Chapter of IFMA
Denver Chapter of IFMA IFMA Airport Facilities Council Southeast Wisconsin Chapter of IFMA
East Bay Chapter of IFMA IFMA Utilities Council Suncoast Chapter of IFMA
Eastern Iowa Chapter of IFMA Indianapolis Chapter of IFMA West Michigan Chapter of IFMA

For more information www.ifmafoundation.org

ESTABLISHED IN 1990 AS A NONPROFIT 501(C)(3) CORPORATION AND SEPARATE ENTITY FROM THE INTERNATIONAL FACILITY MANAGEMENT ASSOCIATION, THE IFMA FOUNDATION HAS
ABOUT US

— FOR 20 YEARS — WORKED FOR THE PUBLIC GOOD BY PROMOTING PRIORITY RESEARCH AND EDUCATIONAL OPPORTUNITIES FOR THE ADVANCEMENT OF FACILITY MANAGEMENT. THE
IFMA FOUNDATION IS SUPPORTED BY THE GENEROSITY OF THE FACILITY MANAGEMENT COMMUNITY, INCLUDING IFMA MEMBERS, CHAPTERS, COUNCILS, CORPORATE SPONSORS AND
PRIVATE CONTRIBUTORS WHO ARE UNITED BY THE BELIEF THAT EDUCATION AND RESEARCH IMPROVE THE FACILITY MANAGEMENT PROFESSION. TO LEARN MORE ABOUT THE GOOD
WORKS OF THE IFMA FOUNDATION, VISIT WWW.IFMAFOUNDATION.ORG. FOR MORE INFORMATION ABOUT IFMA, VISIT WWW.IFMA.ORG.
 Are you hoping a safe, efficient
facility will “just happen”?

Create That’s a recipe for professional disaster

when it comes to: 

Your Own  Emergency preparedness

 Cyber-attack prevention

Success  Technology prediction

Success happens when you’re prepared.

That’s why thousands of FM professionals
converge to experience the educational
courses, keynote sessions and expo floor at
World Workplace every year.

World Workplace prepares you for success

as you learn to:
 Protect your facility
 Future-proof your technology
Want to succeed in facility  Reduce your costs
management? Then you can’t  Improve your operations
just wait for it to happen.   Build your career

Join your fellow FM professionals Oct. 3-5

IFMA’s World Workplace is where in Charlotte to create your own success.
you create your own success. Learn how at worldworkplace.org. 

Create your own success at World Workplace.

Learn more at worldworkplace.org
 Get the connections.
Get the scoop. Get the goods.
See new products in person. Visit existing suppliers and source
new partners. Learn how to apply the tools you’re interested in to
solve the problems you’re wrestling with. Shrink the purchasing
process from weeks to hours. Get ready for one-on-one
conversations with the leading names in FM solutions.

IFMA Corporate Sustaining

2018 Exhibitors & Sponsors (as of August 9, 2018) Partners are listed in bold.

2/90 Sign Systems D. C. Taylor Co. Loftwall Service Logic

2-D As-Built Floor Plans Davies Office Inc. LogCheck ServiceChannel
Able Services Delaware Elevator Carolinas LogiSon Acoustic Network ServiceMaster Restore &
ABM DFM Solutions Loos & Co. Inc ServiceMaster Clean
ACCO Brands DHS Office For Bombing Prevention Marathon Resource Management Servpro Industries
Accruent Digitrol, Incorporated Group Shields Facilities Maintenance, LLC
Add-On Products Directional Systems Marsden Signify
AdvantaClean Diversified Maintenance Master Manufacturing Company Skyfold
AERC | A Clean Earth Company DKI Commercial Solutions MasterCorp Commercial Services Skyline Design
AGF Manufacturing Inc. DMS Facility Services Mats, Inc. Sodexo Facilities Management
AHI Facility Services, Inc. Dor Mavin Construction Soft dB
Airthings Drawbase Software Max-R SOLID Surface Care, LLC
Alertus Technologies Dude Solutions MCS Solutions SOPREMA
Alpine Mechanical Services, LLC Duro-Last Roofing Metrans, LLC Sound Management Group, LLC
American Heart Association Easi File milliCare Floor & Textile Care SpaceIQ
American Technologies, Inc. EasyKeys.com Miracle Method Surface Refinishing Standing inOvation
AmpliVox Sound Systems Eaton Mobile-Shop Co. Staples Business Advantage
APCO Sign Systems Ecolab Modo Labs, Inc. State Industrial Products
Apogee Enterprises, Inc. Ecotech Office Environments MRB CONTRACTORS StructureTec
AQUIS EDF Renewables NaceCare Solutions Stuart Dean Company Inc.
Aramark EDI National Fire Protection Association Sunbelt Rentals, Inc.
ARC Eighth Day Design, Inc National Gypsum Sunline Office, LLC
ARCHIBUS, Inc. ElectroCell Systems National Heat Exchange Cleaning Corp Sunstates Security
Arizona State University EMCOR Facilities Services National Janitorial Solutions Syantek Solutions
AssetWorks Emerson Electric NEBB Takeform Architectural Graphics
Asure Software Envoy Network Thermostat Tango
Avian Flyaway, Inc. ESCFederal New Pig Corporation Targus
Barco EthoSource, LLC NFS Technology, Workplace Fabric, Tarkett
Bear River Associates EVAC+CHAIR North America, LLC. Evoko, PMC Commercial Interiors TaskEasy
BELFOR Property Restoration Excel Dryer Northstar Recycling Tecta America Corporation
Bevi Facility Engineering Associates, PC NTT Training Teem
BGA Energy Optimization Facility Executive Nuvolo Tegrete
Solutions Inc. Facility Vendor Services Powered by Office Moving Alliance Teknion
BGIS The Blue Book Network OfficeSpace Software Teleco
Big John Products, Inc. Farnsworth Group, Inc. Oracle Corporation Terracon Consultants, Inc.
Blackmon Service, Inc. FieldFLEX Mobile ORR Protection Systems The Budd Group
Bland Landscaping Company FilterBuy Owens Realty Services The Garland Company, Inc.
BlueScope Construction Fischer & Kerrn Ltd. Paintzen The Global Display Solution
Government Services Flagship Facility Services, Inc. Paratus Service Group The Home Depot
Bobrick Washroom Equipment, Inc. FlexCart Parcel Pending The LifeDesk
BodyBilt by ErgoGenesis FM360 Consulting Patcraft The Millennium Group
Bonitz Flooring Group, Inc. FM:Systems PenBay Solutions, LLC TMA Systems LLC
Brady Family of Companies Follett LLC Penn Fusion Engineering LLC Tork, and Essity brand
BRAVO! Group Services Fooda PMC/EcoDomus Tradition Energy
BRE America Forbo Flooring Systems Polar Leasing Company, Inc. Transcendent
Busch Systems International Inc. FreeAxez LLC Pop-A-Lock & TempPro Tremco Roofing & Building
Building Clarity Freeman Precision Concrete Cutting Maintenance
Building Operating Management Geospatial Analytics, Inc. Prime Communications, Inc Trimble (IWMS & CAFM Software)
Building Technology Associates GE Silicones ProGroup Contracting TuffWrap Installations, Inc.
Bush Business Furniture GOJO Industries Projetech Tyga-Box Systems, Inc.
Cadapult FM GoldenWolf ProLease IWMS TZ Smart Lockers
C&W Services Gordian Quench USA Ultra-Aire
Cambridge Sound Management GP PRO Ready America Inc. Unified AV Systems
Camelot Facility Management Grainger Regal Beloit Corporation U.S. Department of State
Solutions Greater Phoenix Chapter of IFMA Regan Scientific Instruments U.S. Lawns
Carrier Corporation Grubhub Holdings Inc REI Engineers, Inc. VARIDESK, LLC
Caterpillar Inc Guy Roofing Rentacrate Enterprises LLC Veritiv Corp
CBRE Haws ResourceXpress Inc. Versico Roofing Systems
CertaPro Painters HD Supply Facilities Maintenance Ricoh USA, Inc. Versteel
Charlotte Central Herc Rentals Royal Cup Viega LLC
Chetu Inc. High Maintenance Rusoh Inc. VIVREAU Advanced Water Systems
Clarus Glassboards IA Interior Architects SafePro L.P. VS America
Cleaning Services Group Innovative Hospitality Solutions, Inc. SALTO SYSTEMS Waterblasting Technologies
Clune Construction Company Inpro San Jamar Watson Electrical Construction
COIT Cleaning & Restoration InstaKey Security Systems Sanvic, Inc. Co LLC
Services Interstate Restoration Samsung Electronics America WellBeing Hygiene, a division of Rochester
Condeco Invicara Sapling Company, Inc Midland Corp
Connectrac iOFFICE, Inc. SCLogic WhosOnLocation
Consolidated Fire Protection Jacobs Scotties/EDS Wizard Software Solutions
Construction Specialties Inc. Kastle Systems Securitas Security Services Workrite Ergonomics
Controlled Release Technologies KBS Commercial | Varsity Facility USA, Inc. Yardi Systems
CORPORATE CARE Services Seagrave Coatings Corp.
CORT KONE SemaConnect
Cotton Commercial USA Inc. Lencore SEOKYOUNG SYSTEMS
Current, Powered by GE Loctek Ergonomic Serraview

Registration is open at worldworkplace.org

 Our sponsors are an integral part of your World Workplace
experience — they're invested in your professional development.
Join us in thanking these industry leaders for supporting
the activities, services and special features at IFMA's World
Workplace 2018.

2018 Premier Sponsors (as of August 9, 2018)

IFMA Corporate Sustaining

2018 Sponsors (as of August 9, 2018) Partners are listed in Bold Red.

ABM FM:Systems Master Manufacturing Company

Attendee Bags Sponsorship Solutions Arena Presentation Expo Prize Card Sponsor
Expo Aisle Sign Expo Prize Donation
FREEMAN
Accruent Expo Aisle Sign Marsden
Solutions Arena Presentation Expo Prize Card Sponsor
Grainger
AECOM Expo Prize Card Sponsor milliCare Floor & Textile Care
Closing Keynote Speaker First Time Attendee Orientation Breakfast
Expo Aisle Sign Greater Phoenix Chapter of IFMA
Expo Prize Donation
Expo Prize Card Sponsor
ARC Technology Solutions New Pig Corporation
Attendee Lanyards IFMA Foundation
Expo Prize Card Sponsor
Expo Aisle Sign Expo Aisle Sign
Deeper Dive Session Expo Prize Card Sponsor Oracle
Solutions Arena Presentation Solutions Arena Presentations
ARCHIBUS
Solutions Arena Presentation Inpro Corporation Ricoh USA Inc.
Solutions Arena Sponsor Expo Prize Card Sponsor Expo Hologram

BELFOR Invicara SCLogic

Expo Prize Donation Expo Prize Donation Expo Prize Card Sponsor
Solutions Arena Presentation Expo Prize Donation
BGIS
Pre-Conference Courses Interstate Restoration Servpro Industries
Expo Aisle Sign Expo Prize Card Sponsor
Cambridge Sound Management
Expo Prize Card Sponsor iOffice Inc. Shaw Contract
Expo Aisle Sign Solutions Arena Presentation Cell Phone Charging Lounge Sponsor
Solutions Arena Sponsor
Caterpillar Inc. SOPREMA
Welcome Reception Sponsor JLL Expo Aisle Sign
Expo Aisle Sign Mobile App Sponsor
TaskEasy
Charlotte Chapter of IFMA Kastle Systems Expo Prize Card Sponsor
Expo Prize Card Sponsor Expo Prize Card Sponsor Solutions Arena Presentation
KBS Commercial | Varsity Facility Services Tecta America Corporation
Davies Office
Opening General Session Expo Prize Card Sponsor Expo Prize Card Sponsor
Expo Aisle Sign Kimberly-Clark Professional™, Trimble
the makers of Scott® brand Expo Prize Card Sponsor
D. C. Taylor Co.
Expo Prize Card Sponsor Professional Headshots VIVREAU Advanced Water Systems
Lencore Acoustics Corp. Expo Aisle Sign
EDI Expo Prize Card Sponsor
Expo Prize Card Sponsor Expo Aisle Sign
Expo Prize Donation Expo Prize Card Sponsor VS America
Loctek Inc. Attendee Update Email Sponsor
EMCOR Facilities Services Expo Aisle Sign
Expo Prize Card Sponsor Expo Prize Card Sponsor
LogiSon Acoustic Network Yardi Systems
Flagship Facility Services Educational Program Sponsor
Expo Aisle Sign Expo Aisle Sign
Educational Grid Sponsor
Expo Aisle Sign
 thirty FMJ EXTRA Video

years
FMJ Celebrates 30 Years

Eight years after the International Facility Management Association was founded, the organization launched
a flagship magazine to share industry knowledge that would help members develop and maintain productive
workplaces. The name of the magazine has changed over the years, but the magazine’s purpose has not. FMJ
remains a magazine written “by workplace professionals, for workplace professionals.” Industry technology
and best practices in the field may have evolved since IFMA launched its first official magazine in 1988,
but FMJ continues to draw on the collective knowledge of IFMA’s highly connected global network of FM
practitioners to bring actionable FM advice to readers six times per year. As IFMA has evolved, so has the
magazine, and many of FMJ’s milestones occurred alongside the organization’s growth.

1988
The magazine launches as a quarterly publication called IFMA Journal. // Susan de
Blanc is the magazine’s first editor. // IFMA has more than 6,000 members and 17
chapters in the U.S. and Canada. // IFMA headquarters employs 11 staff members.

1989
IFMA Journal moves from a quarterly to a bimonthly publication. //
Membership and magazine subscribers surpass 8,000 .

1990 1998
IFMA Journal is renamed Facility Management Journal Deborah Quinn Hensel is named
(FMJ). // Membership and magazine subscriptions editor. // IFMA JOBnet launches
surpass 9,600. // IFMA employs 26 staff members. as a job referral service. // 41
staff members are employed at
headquarters. // Membership
1992 surpasses 16,000.
Suzanne M. Pearson becomes editor of
the magazine. // Five initial CFMs are
granted by application process.

1991 1993
Kathy Reynolds and Heather The first 32 CFM certifications are
McLean Wiederhoeft serve awarded after IFMA’s inaugural
as editors. // Membership CFM examination. // Headquarters
surges past 10,000. grows to 32 staff members.
R E A D ER S C H IME IN In April 2018, FMJ conducted a reader survey with the assistance of the FM Research and
Benchmarking Institute (RBI). The goal was to learn more about our readers and discover what types of content are
most useful to their career goals and professional development.

42% 33% 53%

Of readers are Of readers have an Of readers have
exclusive decision FM budget between “Faciliy Director”
makers for FM $1 to $5 million as part of their
purchases U.S. dollars job title

Top three sectors Top three challenges

Manufacturing/ Nonprofit Banking/ Cost Staffing/ Occupant
Industrial Finance management Personnel relations

2017
Emily Bennett takes over as interim editor. // Jocelyn Kerr becomes
editor-in-chief. // IFMA launches the Knowledge Library’s FM
Pulse blog and the Engage member discussion platform.

2016
Erin Sevitz takes the helm as editor-in-chief. //
IFMA enters landmark collaboration with the Royal
Institution of Chartered Surveyors (RICS). // IFMA’s
Global Job Task Analysis (GJTA) survey opens.

2007
Andrea Sanchez becomes editor-in-chief of Facility Management
Journal (FMJ). // Membership nears 19,000 and the Young Professional
category is approved. // IFMA joins the U.S. Environmental Protection
Agency’s ENERGY STAR® program as a partner. // IFMA and the
U.S. Green Buildings Council sign a memorandum of intent outlining
collaborative effort.

2005 2014
Stephanie Johnson takes over as Facility Management
editor. // The magazine becomes Journal is rebranded as
perfect bound with a flat spine. // IFMA’s FMJ. // Membership
Membership reaches 18,317. tops 24,000.

SEP TEMB ER / OCTOB ER 2018 023

 FMs and FMJ:
30 Years and
counting

024 W W W. I F M A .O RG / F MJ
BY BILL CONLEY
Time has two distinct impacts on
processes and intentions. Functions
can either erode from neglect or grow
through persistence of effort. IFMA’s
FMJ magazine has tracked the bur-
geoning evolution of facility manage-
ment for 30 years now, reporting the
progress of the profession. It is testi-
mony to the FMs who have developed
this industry and to the authors that
contribute their thoughts on facility
management that has allowed profes-
sionals to prosper.
Things have changed over the last
three decades … more than can be
documented in a single article. How-
ever, from a holistic view, three major
areas can be discussed that capture
significant developments in facility
management: notably the change in
philosophy over time, the impact of
technology in the workplace and the
perception and understanding of what
facility management really entails.
— the workplace. Before then, offices
PHILOSOPHICAL BENTS
In 1988, facility management as a
self-pronounced profession was still
in its infancy — barely six years old.
Its roots lay in the custodial role of
a building superintendent charged
with the operational issues of mainte-
nance, janitorial and tenant security.
FMs were usually “stop-gap” firefight-
ers struggling to determine their roles
and responsibilities while trying to
keep their buildings operating. Still,
not too far removed from the anecdot-
al “replace a light bulb” request, facil-
ity managers were continuously dis-
covering or creating ways to achieve
equipment efficiency.
Most of the employees who were
assigned FM responsibilities were se-
lected by default. At that point, there
wasn’t a clearly defined career path,
nor was there a clearly defined set of
skills. The need for someone to as-
sume this role arose from the continu-
ing complexity of mechanical systems
and societal change. Many organiza-
tions were expanding their workforc-
es, encouraged by the large portion of
baby boomers entering the workforce
during the 1970s and ‘80s. The num-
ber of white collar workers were sur-
passing blue collar workers and office
space was becoming more necessary
for the workforce, leading most or-
ganizations to expand their facilities.
This created a need for someone to
manage those facilities, enabling pro-
ductivity from the other skillsets res-
ident in the company.
As the workplace became more
fluid, churn and employee turnover
started to play a larger role within
business. It became more import-
ant to stay on top of organizational
and technological changes. This in-
creased the workload and the value
of FM to organizations. The year 1988
also marked the explosion of the per-
sonal computer and its adoption in
hadn’t changed much. Most comput-
er systems in use were mainframes
with time sharing option (TSO) ter-
minals. The integration of PCs into
the office altered space planning and
space usage. Implementation de-
manded the exploration of different
ways needs could be accommodated
and, consequently, of how space was
handled. The FM role started to be-
come increasingly necessary in or-
ganizations, with tasks assigned to
these professionals growing in scope
and design.
In this expansion phase, buildings
were designed for maintainability.
The link between equipment opera-
tions and profitability was stressed.
Poor performance and loss of money
was highlighted and led to the poor
perception of an FM’s abilities. The
goals in this period were connected
to reducing operational costs and en-
suring effective maintenance. As fa-
SEP TEMB ER
It was 30 years ago today
That the FMJ came into play
Documenting the FM style
Guaranteed to thrive and last a while
So may we highlight for you
The role you’ve known for all
these years
FACILIT Y MANAGEMENT ’S
LONELY HEARTS’ CLUB STAND
cility management was perceived as a
pure operating expense with minimal
impact on the bottom line, it became
extremely important that FMs toed the
line and focused on the cost of opera-
tions above anything else. The overall
objectives were connected to reducing
operational costs and ensuring effec-
tive maintenance. FMs were tasked to
justify themselves and their operations
continually. Equipment mattered. Al-
though people were important, they
seemed to play a secondary role to the
efficient operations of the equipment.
The underlying directive, with no real
baseline established, was to do more
with less. The situation is still the same
today, although additional pressures
arise with surprising regularity.
Sustainability, not a major concern
in 1988, is now the key to efficiency and
cost savings. However, more than ever,
FMs need to assume a strong leadership
role. They have to show how a sustain-
able approach to operations and building
efficiencies contribute to a company’s
Corporate Social Responsibility (CSR)
and bottom line. Facility stakeholders are
placing more value on employees’ quality
of life, resource conservation and the en-
vironmental responsiveness of their or-
ganizations. An FMs job today is to lead
that charge and report success back to
concerned or interested parties.
/ OCTOB ER 2018 025
— by immediate gratification. With the
TECHNOLOGICAL ADVANCES
The pace of society has increased ex-
ponentially over time and so has the
speed at which FMs are required to act
to meet their goals. The complexities
of today’s world demand that FMs ful-
fill their traditional role while reacting
to the organizational, budgetary and
regulatory changes that affect facili-
ties. Having more responsibilities, and
the immediacy with which they are
often expected to be accomplished,
has changed the dynamic of facility
management. Technology has played
a prevalent role in amplifying the de-
mands on FMs, but it has also provid-
ed tools to assist them in their jobs.
A lot of things happened in the mid-
1980s that changed the way FMs were
viewed and how their scope of work
was impacted by advances in technol-
ogy. For instance, typical office equip-
ment at the time consisted of word
processors, automatic typewriters,
dictating machines, adding machines
and calculators, microfiche readers and
printers, mimeograph machines and
facsimile machines — to name a few.
These machines needed constant
attention and maintenance, leading
to the perception of an FM as “the
tool-belt” guy. Today, although fax
machines are still around, almost all
of the functions of this equipment
have been replaced by computers and
photocopiers linked to a network, and
repair and maintenance now falls to
the IT department. Additionally, the
minimization of the need for desktop
space led to the integration of cubicle
furniture, creating more space with
which to play and significantly altering
workplace design and function.
— Building Automation Systems (BAS),
The Speed of Light
Thirty years ago, most communica-
tions consisted of hardcopy memos.
An FM would get instructions or re-
quests via inter-office mail or dropped
into an “in-box.” It would be read,
the matter would be researched and
investigated, and a response would
be generated. The pace in the office
was a little more sedate than current
times, and employees weren’t driven
026 W W W. I F M A .O RG / F MJ
assistance of technology, times have
changed. Emails demand prompt re-
sponses; texts even more so. As com-
munication has assumed so many
different deliveries in such immediate
manners, so has the speed at which
many FMs are required to act to meet
their goals. Not only do FMs hear
about issues faster, customers expect
resolution just as quickly. Until FMs
master being in more than one place
at a time, or develop Flash-like pow-
ers, there will always things that need
doing … most of them by yesterday.
— the role facility management holds in
Automation & Familiarization
Technology over the last three de-
cades has also enabled FMs to better
control resources such as energy and
water. Measuring and monitoring con-
sumption has always been a challenge
in facilities. As the focus has shifted to
designing and operating for sustainabil-
ity instead of maintainability, software
tools have been developed to better
manage buildings. Environmental issues
such as energy trends, water availability
and usage and the management of other
resources have become central areas of
focus. Developments in IT that support
these efforts are crucial. FMs who run a
department are faced with the ongoing
challenge of training staff. Mechanical
systems are becoming more and more
technologically advanced. An addition-
al level of complexity to the building
control systems is added with every
renovation or new construction proj-
ect. Facility management teams need
to be conversant with the technical, in-
tegration and energy issues that impact
their buildings. They must be familiar
with, and be able to use, tools such as
Energy Management Systems (EMS),
Integrated Workplace Management Sys-
tems (IWMS) and Building Information
Modeling (BIM). Such programs did not
exist in 1988, and they have moved FMs
out of the tactical space into a more hy-
brid approach that involves strategy. It
has empowered FMs with the knowl-
edge and abilities to become part of the
strategic planning process for more and
more organizations.
—
PERCEPTION & UNDERSTANDING
It is not often that a profession rises
out of nowhere and becomes such a
significant force in the business world.
Not only is facility management rec-
ognized globally, but educational re-
sources have sprouted up in a number
of venues, evincing the type of impact
this once unknown role has had in the
workplace. There are now dozens of
Accredited Degree Programs  at high-
er education institutions around the
world devoted to facility manage-
ment. This type of education further
highlights the appeal and importance
the workplace.
Thirty years ago, there was no Cer-
tified Facility Manager (CFM) desig-
nation, yet it is now one of the most
widely recognized certifications in
the industry. Neither were the Facil-
ity Management Professional (FMP)
or the Sustainability Facility Pro-
fessional (SFP) certificates in place,
yet today thousands of professionals
have earned these titles. Education
in the FM world was unheard of in
1988, yet the critical role and positive
impact that FM has had on the world
has led people from all industries to
want to learn more. Such education
is raising the profile of the discipline
as a multi-functional benefit to orga-
nizations and should be considered
alongside other support functions
such as Human Resources and Infor-
mation Technology.
The evolution of FM has developed
from just looking at “hardware” such
as mechanical units and equipment
to the more sophisticated viewpoint
of considering processes and peo-
ple. Facility managers continually
prove their worth through resource
management and cost savings as well
as contributing to the health and
well-being of employees. Areas that
now fall within an FM’s bailiwick
include the conservation of natural
resources, financial resources, phys-
ical resources, human resources and
the management of information and
knowledge resources.
The practice of FM is a holistic de-
livery of a workplace environment
that engenders productivity: providing
optimal space that will support both
personnel and the business process. In
fact, the definition of FM as stated by
the International Facility Management
Association (IFMA) is: “A profession
that encompasses multiple disciplines
to ensure functionality of the built en-
vironment by integrating people, place,
process, and technology.” As such,
their value to the organization is being
recognized at both the strategic and
operational level.
The latest in a long run of suc-
cesses and recognitions of facility
management is the 2018 inclusion of
the profession into the Bureau of La-
bor Statistics, Standard Occupational
Classification System. While the defi-
nition may not be perfect, it is nice to
be recognized by the U.S. Federal Gov-
ernment as a “real” job. This further
legitimizes FM as a force in business.
The SOC is as follows: 11-3013  Facil-
ities Managers — Plan, direct, or coor-
dinate operations and functionalities
of facilities and buildings. May include
surrounding grounds or multiple fa-
cilities of an organization’s campus.
Excludes “Administrative Services
Managers” (11-3012), “Property, Real
Estate, and Community Association
Managers” (11-9141), “First-Line Su-
pervisors of Building and Grounds
Cleaning and Maintenance Workers”
(37-1010), “First-Line Supervisors of
Mechanics and Repairers” (49-1011),
and “Maintenance and Repair Work-
ers, General” (49-9071).
One of the more interesting facets
of the growth in this industry is that
most of the pioneers—the profession-
als who have shaped and developed
this profession—are still active in the
facility management arena. Today,
as tracked and documented through
vehicles like FMJ magazine, the per-
formances of these FMs have demon-
strated that they possess the knowl-
edge and expertise, along with a strict
code of ethics, that has earned them
the permanence and status as valued
professionals. The position of the fa-
cility manager has been elevated from
the “tool-belt” person of thirty years
ago to a strategic advisor within orga-
nizations. From the seat of their pants
to a seat at the table, they’ve come a
long way, baby! FMJ
Bill Conley, CFM, SFP, FMP,
LEED AP, IFMA Fellow, is
facility manager at Yamaha
Motor Corp. in Cypress, California,
USA. Prior to that, he served as owner
and chief sustainability officer of CFM2,
a facility management and sustainability
consulting company. Conley has more
than 40 years of experience in the facility
management profession and has been a
proponent of sustainable operations for
more than 20 years. Conley has served
on the IFMA board of directors, is a
recipient of IFMA’s distinguished
member of the year award and has
received the association’s distinguished
author award three times. He has been a
regular contributor to FMJ for more
than 20 years and has authored more
than 60 FMJ articles.

IFMA’s FLAGSHIP
th
1 9 88 - 20 18 MAGAZINE, FMJ,
CELEBRATES
30 YEARS
ANNIVERSARY
IN 2018.
Since it was launched in 1988, FMJ has been
written by, and for, facility management
professionals who maintain productive
workplaces while shaping the future of
the built environment.

SEP TEMB ER / OCTOB ER 2018 027

Inside IFMA

Meet the
The IFMA Global Board of Directors
met with the IFMA Foundation Board of
Trustees in Houston this July to induct

IFMA 2018-19 new board members and to discuss the

association’s priorities for the coming
year. During the meeting, the board par-

Board of ticipated in a workshop with IFMA staff

to review the organization’s goals.

Directors
ABOVE, LEFT TO RIGHT
Standing Laurie Gilmer, Keith Dias,
Michael Redding, William O’Neill,
Louise Panneton, Dean Stanberry, Kate North
Seated John Carrillo, Graham Tier, Peter Ankerstjerne
Not pictured Beverly Farrington,
Gordon Hicks, Darrell D. Smith
On July 1, Graham J. Tier, CFM, FMP,
MRICS, took office as chair of IFMA’s
2018-19 global board of directors. The
member-elected executive committee
includes John Carrillo, CFM, IFMA
Fellow, as first vice chair, and Peter
Ankerstjerne, MBA, COP, FRICS, IFMA
Fellow as second vice chair. William
O’Neill, CFM, remains on this year’s ex-
ecutive committee as past chair.
New board members Michael Red-
ding, Dean Stanberry, CFM, LEED AP,
Kate North and Beverly Farrington
joined the global board of directors this
year. John Carrillo, CFM, IFMA Fellow,
also joined the board as an executive
committee member.

028 W W W. I F M A .O RG / F MJ
 CH A I R FI R ST VI C E C HAI R S ECO N D VI C E C HAI R PA S T C H A IR

Graham John Tier John Carrillo Peter Ankerstjerne William M. O’Neill

CFM, FMP, MRICS CFM, IFMA Fellow MBA, COP, FRICS, CFM
— — IFMA Fellow —
Head of Property Facilities Director of Planning, — Minneapolis,
Management, The Hong Design and Construction, Søborg, Minnesota, USA
Kong Jockey Club West Region, AT&T Denmark
Hong Kong, San Francisco,
Peoples Republic of China California, USA

Keith A. Dias Kate North Michael Redding Darrell D. Smith

P.E., CFM — — —
— Vice President, Workplace Managing Director, Director of Central
Executive, Real Estate and Innovation Advisory, Agile OAK, LLC Services,
Projects Division, Google Corporate Solutions New York, New York, USA Google Inc.
India (Americas), Colliers Mountain View,
Bangalore, International California, USA
India Chicago,
Illinois, USA

Beverley
Farrington
—
Senior Director, Laurie A. Gilmer Gordon Hicks Louise Panneton Dean Stanberry
Global FM Center P.E., CFM, SFP, P.Eng., LEED AP — CFM, LEED AP
of Excellence LEED AP, CxA — President/Managing Director, FM
Johnson & Johnson — President and CEO, Partner, P3 Advisors Services, Abraxas
Vice President Americas, Brookfield Inc. Energy Consulting
West Wycombe,
United Kingdom and COO, Facility Global Integrated Ottawa, Denver,
Engineering Solutions Ontario, Canada Colorado, USA
Associates, P.C.
Markham,
Santa Rosa, Ontario, Canada
California, USA

SEP TEMB ER / OCTOB ER 2018 029

 THE ORACLE OF FM
Most Innovative Content

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OF THE Cyber Threats & Data Science & Work-

KNOWLEDGE the FM Solution

PAUL DJURIC
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The new lease standard:
how to prepare for
upcoming changes

SEP TEMB ER / OCTOB ER 2018 031

BY BRANDON YIP

On February 25, 2016, the Financial Accounting or units with expiring leases and it is
their responsibility to find new ten-
Standards Board (FASB) issued a new lease standard, ants to lease them. As lessees, they
may enter into agreements to lease
ASU 2016-02, which requires lessees to record the equipment necessary for building op-
assets and liabilities of all leases, including operating erations. The new lease standard is
not just a challenge for a company’s
leases, on its balance sheet. The new guidance is accounting team. The challenge in-
cludes anyone involved in the leasing
effective for public companies with annual periods process, especially facility managers.
after December 15, 2018 (calendar periods beginning On the lessor side, facility manag-
ers will need to be prepared to deal
after January 1, 2019). For private companies, and all with how tenants may want to struc-
ture their leases. While the account-
other entities, it is effective for annual periods after ing standards won’t impact lessors
December 15, 2019 (calendar periods beginning on as greatly, as discussed above, the
changes will have an impact on new
January 1, 2020). Early adoption is permitted for all tenants and how they may operate.
Some companies report earnings to
entities regardless of whether such entities elect to investors on a metric known as EBIT-
adopt the new revenue standard. DA (earnings before interest, taxes,
depreciation and amortization). As
such, they may find it more benefi-
The assets of a lease represent a est expense component leading to a cial to classify their lease as a finance
“right to use” of a lease property while larger liability compared to the oper- lease versus an operating lease since
the liabilities represent the lease pay- ating leases. The lease liabilities will part of the lease expense on a finance
ments. Leased property can include, typically be repaid on a straight-lined lease relates to interest expense.
but is not limited to, facility spac- basis over the lease term. Some companies could look to struc-
es, warehouse machinery and office Lessors will also see an impact in ture their current or future lease to
equipment. Lessees can make a poli- how they account for leases, though qualify as a finance lease.
cy decision to exclude any short-term not as robust as lessees. The new On the other hand, with the addition
leases with a period of twelve months changes mainly help align the lessor of new lease liabilities on a company’s
or less from its balance sheet. There accounting with the new revenue rec- balance sheet, it could represent a
is no balance sheet impact under the ognition standards that became ef- significant increase in the company’s
current operating lease accounting fective in 2018 for public companies. overall liabilities and lead to challeng-
guidance. Instead, lessees include a Lessors will continue to assess wheth- es like potentially impacting the com-
disclosure in the footnotes to their er their lease qualifies as a sales-type pany’s ability to borrow from lenders.
financial statements. Additionally, as lease, direct financing or operating. Companies looking to be acquired
the new lease amendment is adopted, Accounting for these leases remains may also be hesitant putting such a
existing leases are not exempt and similar under the current and new large liability on their balance sheet.
will also need to come on to the bal- guidance. For leases to qualify as a The lease liabilities could also impact
ance sheet. sales-type lease, the agreement must certain debt covenants on existing
In analyzing their leases, lessees meet the criteria of a sale under the debt. As a result, lessors will also need
will determine if their leases are clas- new revenue recognition guidance. to be prepared to discuss any poten-
sified as a finance or operating lease. Leases that do not meet the criteria tial lease amendment requests from
Financing leases use similar criteria to will be accounted for as either a direct existing tenants so they can meet any
current accounting guidance for capi- financing lease or operating lease. debt covenant requirements they may
tal leases. Leases that do not fall un- For many facility managers, they have. Future tenants could look to
der the finance lease guidance will be end up taking on the role of both les- new ways to structure leases to avoid
classified as operating leases. Finance sor and lessee. As lessors, they may putting the lease liabilities on their
lease accounting will include an inter- manage properties with vacant units balance sheet, including opting to en-

032 W W W. I F M A .O RG / F MJ
 ter into a shorter lease period. With
the rise of shared workspaces where
companies or individuals can rent
space on a short-term monthly basis,
some companies may look to see if
that is a viable option to avoid put-
ting the leases on the balance sheet.
Facility managers may look to see if
that is a viable option to meet the
needs of its existing and future ten-
ants. As further guidance comes out,
it remains to be seen if the FASB will
determine if these shared workspace
arrangements should fall under the
new lease guidance.
On the lessee side, facility manag-
ers will face many challenges when it
comes to implementing the new lease
standard. While the accounting de-
partment will be mostly responsible
for implementing the new lease stan-
dard, facility managers should have an
understanding of the changes, so they
are prepared for any policy or process
changes once the standard is adopted.
Accounting departments may look
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to their facility mangers to identify all
leases the facility has entered into to
ensure completeness of the account-
ing records as the accounting depart-
ment adopts and implements the new
lease standard. These leases can in-
clude anything from office equipment
like copy machines to building gener-
ators to vehicles. Facility managers
may want to start the process now of
identifying all leases and ensure cop-
ies of the leases and amendments are
readily available. It can be a painful
process to track down a missing lease
during the implementation period.
Going forward, facility managers may
also need to discuss internally wheth-
er it makes sense for their company
to lease equipment or buy it out right
to avoid putting certain liabilities on
the balance sheet for reasons dis-
cussed above.
Facility managers may need to as-
sess their lease database and how leas-
es are maintained. Many companies
use spreadsheets to track and manage
Extraordinary employees
require exceptional design
SEP TEMB ER
their leases. While spreadsheets can
be easy to use, they are also more
prone to errors, especially if a com-
pany has multiple lease arrangements
spread across various subsidiaries.
Spreadsheets are often accessible by
anyone and there are few controls to
minimize input errors. Companies
with multiple leases may want look
into lease software that help track,
manage and analyze leases. Many of
these lease software solutions are
also compatible with a company’s
existing accounting software, making
implementation smoother. If com-
panies do decide to migrate towards
lease software, facility managers
should get involved in the process of
choosing a lease software as they may
be involved in updating and main-
taining the new database after adop-
tion of the standard.
The effective date for this new
pronouncement is just around the
corner and companies should begin
the process of planning how it will
/
IFMA.ambius.com
OCTOB ER
2018 033
Additionally, facility managers should start the
conversation now with their accounting departments
to discuss what is needed from their end to assist in the
implementation of the new lease standard.

it will implement the new standard
and analyze its leases, especially
for those companies with multiple
lease agreements. Facility managers
should take the time to read through
the appropriate literature to ensure
they have an adequate understand-
ing of the new standard. Addition-
ally, facility managers should start
the conversation now with their
accounting departments to discuss
what is needed from their end to
assist in the implementation of the
new lease standard. It should also
be discussed early on in the plan-
ning process if there is a need for
third party consultants to assist in
any part of the implementation pro-
cess, whether it is assisting in the
setup of new software or develop-
ing new policies and procedures. If
the need for third party consultants
is deemed necessary, it can be cost
effective to involve them earlier in
process as opposed to a few months
before adoption is required. Addi-
tionally, looking for consultants ear-
ly on gives companies the advantage
of comparative shopping. Adoption
of the new lease standard isn’t just
knowing what accounting rules are
changing. It’s also ensuring that the
Company is prepared to analyze and
record its leases in accordance with
the new lease standard on the date
of adoption and going forward.
If the implementation of a new
revenue recognition standard has
taught us anything, companies that
adopt new accounting guidance
must plan on a timeline with the
expectation that there will be some
bumps along the way. Companies
should reach out to an external con-
sultant if needed to ensure the com-
pany is prepared when the standard
becomes effective. Many times com-
panies underestimate the amount of
time and manpower, as well as the
cost it takes to implement a new ac-
counting standard. FMJ
Brandon Yip is a manager,
assurance and advisory
services, at OUM & Co. LLP, a
CPA firm with offices in San Francisco
and San Diego County. He can be
reached at byip@oumcpa.com.

034 W W W. I F M A .O RG / F MJ
BY ERIC ROMANO AND MAGGIE PIPEK
Insights to
optimize
WELL building
For decades, a prevailing trend in design and
construction has been sustainability. With
LEED and other rating systems at the
forefront, a series of criteria have been well
established that focus on the health of the
environment. Today, that is evolving.
What about the health, wellness and
productivity of the people who occupy
the building?
A new standard known as WELL Building
(WELL) is gaining momentum in the market.
WELL views sustainability through the lens of
employee health and comfort.  companies interested in pursuing certi-
WELL is an expansion on successful
sustainability concepts that have changed
the face of the industry over the past
quarter century and presents a host of new
opportunities to improve performance and
occupant satisfaction of the buildings that
espouse its principles.
While pursuing the WELL certification
process, stakeholders and decision makers
find ways to leverage WELL to enhance
corporate workplace design, as well as unique
ways to optimize design and opportunities to
impact policy and improve employee well-
being and productivity.
036 W W W. I F M A .O RG / F MJ
context & change
The people-centric focus of the WELL
rating system is informing changes to
both policy and design.  Leaders ex-
amine their current policies and oper-
ations through the WELL lens with a
goal of integrating operational and de-
sign decisions.
The challenge is that leaders must look
closely at operational and human re-
source policies. Since the rating system
touches on so many emerging concepts,
even companies with more progressive
employee benefits and operations are
seeing the rating system push policies in
new directions, creating a need to make
changes to align with WELL.
The standard is newly emerging, and
fication are still working to fully grasp
the new requirements, including exten-
sive initial and continued testing and re-
cord keeping, such as maintenance and
cleaning logs, to achieve and maintain
certification. The certification costs are
higher than other rating systems, but
on-site testing and verification, which
is included in the certification process,
adds value in ensuring optimal perfor-
mance of the building in a similar way
that commissioning does.
The rating system is gaining mar-
ket acceptance not only because it is
complementary to traditional sustain-
ability efforts that focus on conserving
resources and the reduction of energy,
but because the emphasis is on improv-
ing the quality of people’s lives by mak-
ing changes to where people spend 90
percent of their time: indoors. In this
competitive marketplace for talent,
it sets a company apart when they show
they are looking out for their employ-
ees’ well-being.
 + + + T H E D E S I G N O F T H E S PA C E C A N R E F L E C T
T H E P H I L O S O P H Y & AT M O S P H E R E O F T H E
C O M P A N Y, S U C H A S T H I S E N T R Y A T T H E
MENASHA CORPORATION . THE LEED GOLD
P R O J E C T R E P U R P O S E D N AT U R A L W O O D
M AT E R I A L S F R O M T H E I R P R E V I O U S FA C I L I T Y
I N T O T H E N E W H E A D Q U A R T E R S T O PAY
HOMAGE TO THEIR ROOTS.

Eppstein Uhen Architects via C&N Photography

Madison, WI, USA

providing + choice
What are design strategies and policy
considerations leaders can consider
when designing work spaces?
Employers can allow their staff to
have a free workspace address — to
choose their ideal work location, rather
than being assigned a static work sta-
tion. Free movement throughout the
space gives an occupant the choice to
find a work environment that is tuned
to their needs.  It gives the employee
the opportunity to find a space with
the right light levels for the task they
are working on and a temperature that
aligns with their idea of comfort.  To
optimize design, free address should
offer not only a choice in location, but
alternative seating, levels of privacy,
temperature options, and noise.
Large, open spaces with multiple
seating options offer the opportunity
for independent or collaborative work.
The synthesis of providing spaces that
work this way and developing policies
that allow free address offers a prime
example of how design and policy sup-
port each other through WELL.
Another opportunity to enhance user
experience is through acoustical de-
sign. WELL is holistic, as both exterior
noise intrusion and internally gener-
ated noise — both named WELL Fea-
tures in the standard — are addressed.
Grouping like spaces creates a gradi-
ent of sound between spaces, distanc-
ing noisier and quieter spaces from
one another. Flexible floorplans that
have ample breakout spaces for indi-
viduals and groups fulfill the need for
quiet when a main office area is louder.
On the flip side, having ample meeting
space moves noise generating activities
out of the open office and into rooms
designed for acoustic separation.   lowing employees to experience nature
+++
RECHARGE
Break rooms and eating spaces are an-
other major factor in the experiential
quality of a building.
Cafeterias that are inviting — with
enjoyable views and flexible seating
options — encourage “mindful eating,”
another WELL Feature, where em-
ployees take a real break from work to
enjoy a meal alone or with colleagues.
To promote this idea, cafeterias can be
centrally located, ideally near high-traf-
fic areas with existing activity. Space
planning that factors an understanding
of occupant circulation patterns pro-
motes use of the area and makes such
places destinations for employee relax-
ation and decompression. An appeal-
ing, versatile design with various seat-
ing arrangements that allow people to
congregate encourages people to linger
and enjoy the space.
The design of a space can reflect the
philosophy and atmosphere of a com-
pany. Incorporating natural elements
in the finishes and textiles and having
access to the outdoors contributes to
the biophilic qualities of a space by al-
during their mealtimes and breaks. Ac-
cording to the 14 patterns of Biophilic
Design, incorporating biophilic princi-
ples of design or patterns can “reduce
stress, enhance creativity and clarity of
thought, improve our well-being and
expedite healing.” As the world popula-
tion continues to urbanize, these quali-
ties are ever more important.
+++
A I R + WAT E R
The paradigm shift beyond environ-
mental sustainability to a human
wellness focus means that there are
sometimes tradeoffs that deprioritize
traditional sustainability goals, such
as energy conservation, water conser-
vation and carbon offset of materials,
and these tradeoffs potentially in-
crease operational expenses.
One way to justify the potential
added expense is to think about what
these spaces can become and how
they can add value through employee
interaction and collaboration. For ex-
ample, when thinking about the design
of drinking stations these can become
more than just scattered drinking foun-
tains to active spaces where people can
not only get water, but also have im-
promptu interactions with colleagues.
With the addition of seating and white
boards, screens and other tools for
discussion it can feel more like a desti-
nation than a quick pit-stop. Although
per WELL, drinking stations are re-
quired to be placed every 100 feet for
ready access, features like these can be
purposely designed to help strike the
balance between convenience and en-
couraging people to be active.
A component of air quality to consid-
er is the impact that materials have on
the space and reviewing materials used
against the “red list” of materials that
contain harmful chemicals. Designers
might have to cast the net wider to find
“red list free” materials and campaign
for more manufacturers to be transpar-
ent about the ingredients they use for
their products. This may lead to explor-
ing new products that haven’t typically
been on clients’ preferred products lists.
WELL Features dealing with ven-
tilation effectiveness and outdoor
air systems seek to ensure adequate
ventilation and high indoor air qual-
ity for occupants. For example, in-
creased ventilation and airflow im-
proves focus and concentration for
employees, but these environmental
conditions can require more energy
and additional dedicated equipment.
The same is true for some water
filtration methods, such as reverse
osmosis, that “wastes” water during
the filtration process. It is a balance
between providing high quality drink-
ing water that tastes good, and that
people want to drink, and conserving
water use in the building.
The key is informed decision making:
balancing goals of budget and sustainabili-
ty through the lens of occupant health.
038 W W W. I F M A .O RG / F MJ
+ + + T H E L E E D G O L D M E N A S H A C O R P O R AT I O N C A F É P R O V I D E S
VISUAL AND PHYSIC AL OUTDOOR ACCESS TO ALLOW EMPLOYEES
T O E X P E R I E N C E N AT U R E D U R I N G T H E M E A LT I M E S A N D B R E A K S .
Eppstein Uhen Architects via C&N Photography
Madison, WI, USA
+++
N AT U R E C O N N E C T I O N
While emphasis on providing
employees access to the outdoors
is gaining ground, how does WELL
factor in access to the outdoors and
the integration of natural materials?
Designs that provide views to nature
are favored, as well as indoor design fea-
tures such as surfaces that are finished
with materials that have patterns and
textures reminiscent of natural ele-
ments, as indicated in the WELL Fea-
ture Biophilia I — a quantitative review
of biophilic materials. The intent of
this feature is to nurture the innate hu-
man-nature connection. This includes
materials such as wood and stone, car-
pet and textile patterns that reflect
patterns in nature and balancing earth
tones with vibrant colors.
The next level of biophilia is bring-
ing live plants into the space on a large
scale. This goes beyond the typical scat-
tered potted plants in elevator lobbies
to really making a statement with plants
that can be seen by most of the occu-
pants throughout the day. The mani-
festation could be small plants at work
stations, a living wall, or large plants in
hallways and along windows. Another
approach is to incorporate water fea-
tures into the space which along with
other benefits provide a natural ap-
proach to sound masking in the space.
Gardening on site — either as a roof-
top garden, or on the grounds — is gain-
ing momentum. Gardening represents
several aspects of WELL, including
physical activity, relaxation and men-
tal well-being, good nutrition and local
food production. When surplus crops
are donated to food pantries, there is
an altruistic element as well. Gardening
provides a reason to be outdoors, and a
greater sense of well-being and higher
productivity for participants.
+++
TESTING
For WELL certification, a series of tests
must be conducted on the space and
components of the building. Many com-
panies choose to conduct pre-testing, so
they feel confident systems are perform-
ing as designed before the site assessor
comes to test at the end of the project.
Test criteria guides early planning
and design because continued testing
guidelines and recertification require-
ments mean that the facility must per-
form to the standard long-term.
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insight
As WELL building gains momentum in
the industry and the second version is
released, the insights of early adopters
will form the basis of practice for those
seeking certification with an integrated
design/policy approach as the driving
force. The following highlights insights
from these early adopters who have al-
ready been through certification.
+++
SURVEY
As employee wellness is key, soliciting
their opinions via surveys – both pre- and
post-occupancy — about what does and
doesn’t work for them is useful for de-
signing a space as well as for continuous
improvement of the building post-con-
struction for occupant satisfaction.
Observing employee behaviors helps
companies implement protocols that
can increase productivity and hopeful-
ly improve work-life balance.  GOOD NUTRITION AND
+++
I N T E G R AT E D P R O J E C T P R O C E S S
An integrated, collaborative process
brings all the involved parties to the
table through a design charrette. This
approach opens inclusive conversa-
tions with representatives from all ar-
eas of a company’s business.
The keys to effective integration
are to study and implement the data
gathered from pre-occupancy sur-
040 W W W. I F M A .O RG / F MJ
veys, gather input on the current state
and solicit suggestions for improve-
ment.  The data will help set priori-
ties as the design moves forward. In
addition to employee surveys, it can
be helpful to borrow successful ideas
from other industries, such as hospi-
tality for the cafeteria design.
The more effort put toward vision-
ing and mapping out the sustainable
and health goals for a project, the eas-
ier it is to have guidance for decision
making throughout the process to
keep the project on track. More input
+++ GARDENING ON SITE
REPRESENTS SEVERAL
ASPECTS OF WELL,
INCLUDING PHYSIC AL
A C T I V I T Y, R E L A X AT I O N ,
LOCAL FOOD PRODUCTION.
GARDENING PROVIDES A
REASON TO BE OUTDOORS,
A N D A G R E AT E R S E N S E O F
WELLBEING AND HIGHER
PRODUCTIVIT Y FOR
PA RT I C I PA N T S .
Eppstein Uhen Architects via C&N
Photography
Madison, WI, USA
only broadens the potential pool of
solutions and allows companies to in-
novate, finding the right solutions for
their staff culture.
With the guiding principles of
WELL and input from occupants
leading to a thoroughly defined vi-
sion, buildings that emphasize the
health and well-being of the employ-
ees within will become more numer-
ous. Occupant comfort in a corporate
environment results in happier work-
ers with better physical and mental
health, as well as the validation that
comes from knowing that their em-
ployers assign value to their happi-
ness and comfort. Companies that
view their space through this lens
will also be in the lead when it comes
to attracting, retaining and engaging
top talent, positioning them to be
successful in the future. FMJ
Eric Romano, AIA, EIT, LEED AP, is
Workplace Studio Director: Principal
with Eppstein Uhen Architects (EUA).
He can be reached at ericm@eua.com.
Maggie Pipek, NCARB, LEED AP
BD+C, WELL AP, is Sustainability
Specialist: Architect with Eppstein Uhen
Architects (EUA). She can be reached at
maggiep@eua.com.
Three tips for
strengthening
business and
community
through
service
042
initiatives
W W W. I F M A .O RG / F MJ
 FMJ EXTRA Article
Forbes: The Five Elements
of the Best CSR Programs

BY DON ROTH

F
or work to be satisfying, it can’t company employees to be involved INVE ST ING IN P RO DU C T S
just be about profit. Facility and recognized as important contrib- One of AmpliVox’s largest outreach
management, like any other utors to the community efforts. efforts came from a very personal in-
profession, has been greatly enhanced Participation in community out- terest. As owner and CEO, I wanted
by factors that aren’t obvious contrib- reach is not always about making a to get involved in breast cancer fund-
utors to the bottom line. The people financial donation. Facility managers raising and education. I was inspired
in an organization need to feel pride may find themselves in a position by my cousin who was a survivor and
in what they accomplish, individually to contribute valuable space and re- advocate. Since there are a plethora of
and as a team. That pride extends be- sources to an initiative. breast cancer walks, meetings and oth-
yond the door of a facility and into the Here are a few examples of ways that er events across the country, we saw
community at large, through the busi- outreach initiatives have successfully an opportunity to support the cause
ness’s reputation as a good neighbor helped the company increase its role using our unique products. We man-
and a participant in a city’s well-being. as a corporate citizen while helping ufactured a durable plastic lectern in
Community outreach efforts build important community causes. The les- the distinctive pink color of the breast
the relationships that personalize a sons learned through these examples cancer awareness movement, one that
company. Connections to local orga- can certainly apply to other types of could be used indoors or outdoors for
nizations, as well as visible support for companies, including the facilities and a wide range of purposes.
regional and national causes, develop facility managers who are involved in Then we offered the lecterns free
an organization’s reputation as a true community outreach initiatives. of charge to any organization holding
member of the community. These ef-
forts are especially meaningful when
they involve the unique strengths of
the organization: the people, the fa-
cilities and the facility’s partnerships
with tenants and vendors.
In one example of long-term com-
munity outreach, AmpliVox Sound
Systems has participated in a wide
variety of charitable activities that
have contributed to participation in
the community as a corporate citizen.
Many of the most meaningful efforts
have involved donations of targeted
products that serve the specific needs
of groups. Not only do these gifts help
the organizations receiving the equip-
ment, but there is the cause marketing
benefit of products being successfully
used in visible ways. The company also
provides tech support for local charity Officials of the Susan B. Komen for the Cure Foundation with a “Pink Podium Promise”
events using sound products, allowing custom lectern.

SEP TEMB ER / OCTOB ER 2018 043

a fundraising event. Our grassroots
efforts caught the attention of the
Susan G. Komen Foundation, which
asked for a lectern for each of its local
chapters. Over time, we placed more
than 1,000 lecterns with organizations
around the country and overseas, and
we expanded the program to include
pink megaphones used in walks and
other fundraisers.
The success of the Pink Podium
Promise inspired us to match other
charities with products that would
meet their particular needs to help
spread their message. We provided
megaphones to the American Red
Cross for use in emergency responses
and powerful Hailer portable sound
systems to Special Olympics Illinois
for their public events. We mounted
mobile sound systems to a “monster
truck” used to raise money for families
of fallen law enforcement officers, and
we provided a portable public address
(PA) system for a motivational speaker
who works with schools. In each case,
the use of the right product benefited
the recipient, and it also demonstrat-
ed the strength of the sound systems
in different circumstances.
The investment made in these spe-
cialized products was completely
worthwhile — the products had a pos-
itive impact on fundraising efforts that
American Red Cross staff members with Mity-Meg Megaphones donated by AmpliVox.
044 W W W. I F M A .O RG / F MJ
company employees cared about, and
the program generated positive atten-
tion for the company for both our val-
ues and the quality of our products.
Tip #1
The creative use of your best
resources, products and
services captures attention
while helping others.
EMPLOYE E INVO LVE ME NT
The North Suburban YMCA in North-
brook, Illinois, USA, is a very active
community center that hosts large
public events every year. For years,
AmpliVox employees have stepped up
to assist the North Suburban Y on doz-
ens of occasions to set up and maintain
sound systems that enhance fundrais-
ers, parties and festivals for audiences
of all sizes and ages. From spooky Hal-
loween haunted houses to gala auctions
to live music performances, employee
volunteers have met the unique chal-
lenges of every situation. The Y com-
munity knows that they can depend on
team members to solve problems and
provide great support.
This personal involvement has a
host of built-in benefits. Company
employees build relationships with
community leaders, and they take
pride in the products and their own
expertise. The sound systems them-
selves are showcased for their quality
and versatility, and the company is
recognized for its commitment.
PUBLICIT Y HE LPS E VE RYO NE
A rising tide lifts all boats, and posi-
tive buzz lifts the profile of everyone
involved in a community cause. When
a company gets involved with a chari-
ty or an event, it should make sure to
share the news through press releases,
social media and the company blog.
This gives an opportunity to draw
added attention to the important work
being done by the charity, while it also
lets people know about the ways com-
pany resources and products can be
used to support similar events. Many
smaller organizations appreciate the
extra boost that these marketing ef-
forts give to their causes. Their posi-
tive feedback can also lead to referrals,
testimonials and other goodwill that
generates benefits for years to come.
In short, a company’s community
outreach programs have positive ef-
fects that fully justify the cost and ef-
fort involved. Through involvement in
outreach programs like these, a com-
pany can help a wide variety of chari-
ties and organizations in tangible ways
and gain public recognition for both
the company’s values and the quality
products or other resources a compa-
ny provides.
Just as importantly, employees feel
proud to be part of a business that
cares. They enjoy the appreciation of
the community groups they help. To
form your own community outreach
strategy, look inward first. Identify the
Tip #2
A team approach strengthens
bonds within the company, and
it builds connections to the
larger community.
 strengths that the company or facility
can share with outside organizations
and bring the entire team on board to Tip #3 Share the spotlight and everyone shines.
participate. Finally, don’t be shy about
letting the world know about the good
work that’s done — publicity about
your involvement will also help the
causes in which you’re involved. FMJ

Don Roth is owner and CEO

of AmpliVox Sound Systems in
Northbrook, Illinois. His
company is involved in a wide variety of
local, state and national causes through
its Community Cares program.
AmpliVox was named Business of the
Year by the Northbrook Chamber of
Commerce in recognition of its company
success and community involvement,
and Don has been honored with a Hero
Award from Special Olympics Illinois as
well as Lifetime Achievement and
Regional Spirit Awards from the Daily
Herald Business Ledger. AmpliVox technicians providing audio support for a charity fundraiser for the North Suburban YMCA.

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046 W W W. I F M A .O RG / F MJ
BY MAUREEN EHRENBERG
What is the future of
facility management?
Transformational change in the FM
profession is coming from every di-
rection, resulting in a paradigm shift.
How and where work is performed,
and even the nature of employment it-
self, are being transformed. As the fu-
ture of work takes shape, the future of
FM continues to emerge. How will FM
teams tackle tomorrow’s demands?
Several major trends are converging
to transform the nature of FM. The war
for talent is a major one. C-suite lead-
ers increasingly view the workplace
as a strategic driver of organizational
transformation and a tool for talent re-
cruitment, retention and engagement.
Workplace is no longer viewed simply
as an overhead expense.
Technology, of course, is another
change driver. Advances in mobile
devices, the Internet of Things (IoT),
artificial intelligence (AI) and smart
building technologies have created
new ways of working and managing
end-to-end platform FM processes
and workspaces. Widespread adop-
tion of the web and mobile working
has led to the emergence of the “shar-
ing economy,” the “gig economy” and
the “virtual company,” disrupting tra-
ditional modes of working, managing
talent and obtaining services.
No wonder the need for agility is
among our new FM mandates. In the
pre-Internet era, the typical company
revisited its workplace strategy every
decade or so. Today, an organization
might need to evaluate its workplace
strategy every six months as business
strategies can change quickly to re-
spond to external demands.
In today’s fast-moving business re-
ality, organizations need workplaces
that are agile in response to business
change and that engage and empow-
er people to perform at their best.
And, given the growing prevalence
of mobile working and the desire
for workspace options, many orga-
nizations need more than a singular
workplace — they need an ecosystem
of multiple productive workplaces.
Agile networks of on- and off-prem-
ise workspaces are also becoming a
hallmark of the new enterprise work-
place standard.
All these changes present new
challenges for the FM profession.
The future of work and the growing
emphasis on the human experience
require us to redesign the FM func-
tion around the demands of the 21st
century workplace.
What kind of workplace experience
do you need to deliver?
As organizations adopt new approach-
es, FM professionals need to look be-
yond the old physical workplace and
embrace the concepts of agility, digi-
tization, the employee experience and
productivity. That means becoming
SEP TEMB ER
adept at using technology and data to
deliver advice, insights and new ser-
vices to the workplace.
IoT innovations, in particular, are
coming to the forefront. Initially used
to power smart building systems that
self-adjust, save energy and reduce
operating costs, the IoT is increasing-
ly being used to drive workplace strat-
egy and services. JLL and IFMA’s 2017
research on the IoT found that many
IFMA members recognize its value
for improving the human experience
in the workplace — value that goes
far beyond the operational efficiency
and better capital planning associated
with smart buildings.
New IoT technologies — including
intelligent lighting systems — have
created access to vast amounts of
real-time data. Connected devices
generate data in response to building
occupants’ behaviors, and can coordi-
nate with circadian rhythms, therefore
helping manage workplace productiv-
ity. With the application of analytics,
facilities and workplace data can ad-
vise the business on creating an en-
vironment that fosters collaboration,
creativity and engagement. In fact,
data-driven insights are why around
40 percent of JLL clients are provid-
ing task-based workplaces with unas-
signed seating, incubators, concierge
desks, cafes, meditation spaces, hud-
dle booths and other innovative al-
ternatives to the traditional assigned
cubicles and private offices.
The IoT can also help you deliver
valuable services that remove pro-
ductivity obstacles, or “friction,” in
the workplace. Some companies are
providing mobile apps and touch-
screen kiosks that interact with build-
ing systems to help workers reserve a
conference room, a workspace or even
parking spots. Some apps enable you
to locate a colleague, provide a secu-
rity credential or request a workplace
service or repair. Newer customizable
IoT-driven heating and cooling sys-
tems even allow workers to control
the climate in a specific work area.
/ OCTOB ER 2018 047
 In addition, digital signage, wayfin-
ding tools, wireless audio-visual sys-
tems, collaboration tools and other
connected devices can go a long way
toward creating a more engaging and

Time Warner embraces

empowering experience for employ-
ees. Even something as simple as a

printer that orders its own toner ink
refills can make an office more pro-
ductive and less frustrating.
Digitizing end-to-end FM
The IoT, along with myriad other
building, workplace and FM technolo-
gies, can help FM rise to the challenge
of the future of work. Just as many
organizations are undergoing digital
transformation, FM is undergoing dig-
ital transformation, too. When agility
and productivity are the goals, yester-
day’s FM spreadsheets and workflows
no longer apply. FM teams must be-
come proficient at using technological
tools to help the rest of the business
respond quickly to changing condi-
tions and be comfortable with using
predictive analytics and business in-
telligence to inform decision-making.
However, it’s not enough to add
technology on top of workflows that
don’t support the new demands of
FM roles. Instead, the entire end-to-
end lifecycle of FM services will need
to be revamped.
The digitization of the facilities
management function is playing
out across four dimensions: digital-
ly enabled FM services; employee
productivity and retention; energy
and sustainability management; and
compliance. In all these areas, lead-
ing companies are using computers,
sensors, networks and the data these
systems generate to streamline FM
functions and extend the bounds of
FM into higher value-added activities.
The shift to “digital FM” involves
automating FM business processes —
everything from move-ins, service re-
quests and maintenance to energy man-
agement and workspace customization.
Through digitization, an FM can col-
lect and analyze data on activities and
systems performance to inform better
decision making and capital planning,
automated FM
Time Warner’s FM automation journey began nearly 30 years ago.
Following the 1989 merger of Warner Communications and Time
Inc., Time Warner evolved into a media and entertainment goliath
comprising Home Box Office, Inc., Turner Broadcasting and Warner Bros.
Entertainment, Inc. Each had its own FM team, and each had adopted
distinct technology platforms over time with little overall integration.
When the company decided to sell its New York City headquarters
building and consolidate all its local sites into a single tower
currently under construction in Hudson Yards, automation was the
next logical step. The well-trained FM team had deep knowledge of
Time Warner’s unique businesses. What it lacked was an integrated
platform for holistically managing the global CRE portfolio and
leveraging corporate spend for cost savings and efficiency.
Time Warner partnered with JLL to transition its disparate and,
in some cases, paper-based work-order processes to Corrigo, a
cloud-based FM technology platform. Today, Time Warner’s FM
professionals access Corrigo through any web browser or mobile
device to create, assign, and complete work orders, check on
status and track on-site activities. Dashboards, data and analytics,
and specialized reports provide insights into cost drivers, vendor
effectiveness and new cost-savings opportunities.
Implementing change in the rapidly evolving and complex Time Warner
organization required no small amount of business savvy. Time Warner
drew upon JLL to share best practices in change management and help
the FM team communicate a strong business case.
A technical challenge was that some building areas lack wireless
network access, so alternate communication channels are necessary
at times. Another challenge is Time Warner’s unique high-touch
businesses. Where a leaky faucet might be a low priority in a
traditional office, it becomes a high priority when the faucet happens
to be in a celebrity’s dressing room.
Already, automation is paying off. “Unifying all of our FM teams
on one platform was a huge accomplishment in itself,” says Steve
Lefkowitz, vice president of Global Facilities Management for Time
Warner. “How we work today is far more efficient and transparent
than it was before. Our FM teams are saving time and money, and the
overall end-user experience has improved significantly.”

048 W W W. I F M A .O RG / F MJ

The work of FM is no longer just
about managing the facilities
— it’s about how FM is creating
organizational and strategic value
and support strategies to improve the
workplace experience for workers and
visitors alike.
Armed with data, FM teams are no
longer simply processing orders for
desk moves or responding to com-
plaints about burned-out lights or
heating and cooling. Instead, data and
analytics are used to predict space
demand, save energy and keep equip-
ment running optimally.
Digitization can also help improve
FM transparency and compliance
with operating standards and building
structure, fire, safety and zoning reg-
ulations. Digitization not only makes
compliance vastly more efficient than
with error-prone, labor-intensive, pa-
per-based processes, but also makes it
more visible to management. Today’s
automated FM technologies can auto-
matically track when required inspec-
tions are due and capture data about
the results.
Integrate FM into facility design and
workplace strategy
Traditionally, FM implementation fol-
lowed the construction or renovation
of a facility. That approach is quickly
becoming obsolete — or it should be
— as the employee experience comes
to forefront. If an organization wants
to deliver on workplace expectations,
FM should be front and center from
the start of a new facility project or
even improving upon the custom-
er experience of current move-add-
change processes.
Of the major investment of capital
050 W W W. I F M A .O RG / F MJ
that a new facility requires, a signifi-
cant amount goes toward smart build-
ing systems, workplace technologies
and other technologies that enable
workers to be more productive. In-
creasingly, FM professionals are held
accountable for a major portion of the
return on facilities investments.
So why should FM be an after-
thought? Instead, the FM team should
be involved in designing the work-
place experience from the start, en-
suring that the design ensures that
employees are empowered with a
comfortable environment, a degree of
control over their workspaces and the
right tools for the work.
Measuring value rather
than costs alone
Whether an organization is redesign-
ing its current workplace or moving to
a new facility, involving the FM team
in the preplanning stages will allow
them to demonstrate how and where
workplace investments are paying off
in terms of productivity. That data, in
turn, can inform a key measurement
for the future of work: the total cost of
ownership (TCO).
Once considered to refer to the
cost of rent or mortgage payments,
plus operating expenses, TCO has
acquired new meaning. The con-
vergence of FM, technology and the
growing stature of the workplace as
a business driver give TCO a broader
meaning in today’s world. The focus
of work and workplace is no longer
about square-footage per person, but
FMJ EXTRA
Video
Workplace of the
Future: How Will You
Work in 2030?
about revenue per person and the
employee experience.
While a CFO might focus strictly on
the cost of facilities, a better measure
of TCO is in the value produced by the
human experience in the workplace.
When you compare the combined cost
of a facility, the cost of workplace im-
provements, building systems and FM
technologies to the value produced by
an effective and engaging workplace,
TCO looks quite different. Rather than
being an overhead cost, facilities and
workplaces can generate material value
for the business — the return on invest-
ment that is music to the CFO’s ears.
For the FM profession, value is the
end game too. In an environment of
high-velocity business change, FM
teams need to help their companies
balance agility with the provision of
workspaces that inspire and motivate
and provide all the technological tools
employees need to be productive. The
work of FM is no longer just about
managing the facilities — it’s about
how FM is creating organizational and
strategic value. FMJ
RESOURCES
1. IFMA-JLL IoT white paper
2. IFMA Internet of Things portal
3. IFMA Engage
4. White paper: Reinventing Facilities Man-
agement for the Digital World
Maureen Ehrenberg, FRICS,
CRE, is President of Global
Integrated Facilities Manage-
ment (IFM) at JLL and is a former Chair
of IFMA’s Global Board of Directors.
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 Behind the Brand
As IFMA’s FMJ magazine celebrates 30 years of
publication, we recognize the IFMA Corporate Sustaining
Partners (CSPs) who have worked with us to bring quality
content to our members and readers.
Who are CSPs and how do they
help you succeed? Much of the
change we see in our facilities is
driven by the cutting-edge prod-
ucts and services that make our
facilities smarter, more efficient,
healthier and safer. To be pre-
pared for what’s next, we have to
know what’s coming. Who better
to provide insight into the tools
that transform and support our
spaces than the companies devel-
oping them?
  As leaders in their respective
industries, IFMA Corporate Sus-
taining Partners (CSPs) are con-
stantly innovating. They share our
desire to build and maintain a bet-
ter built environment.
CSPs are dedicated to the goals
and work of the association, sup-
porting every resource IFMA offers.
These best-in-class organizations
make a substantial investment in
the facility management commu-
nity with no guarantee of a tangible
return. As advisers, topic experts
052 W W W. I F M A .O RG / F MJ
and change leaders, they are com-
mitted to the success of the profes-
sionals they support.
CSPs depend on information
To help us make
informed decisions about
our facilities, CSPs:
Share survey and
research results
Share information
on new methods and
groundbreaking products
Contribute industry
white papers and case
studies to IFMA’s
Knowledge Library
Contribute articles to
FMJ magazine
Partner with IFMA
to fund research,
benchmarking and
educational projects
from IFMA members. Tapping
into our insights on present and
future needs and hands-on knowl-
edge of workplace strategies,
CSPs create better, more sustain-
able and resourceful solutions to
managing our people, places, pro-
cesses and technologies.
With the generous support of
our CSPs, we have the means to
deliver the quality, cutting-edge
information that you’ve come to
expect from your association. A
company bearing the CSP logo
has made an investment in the
continued advancement of the
FM profession — they have made
an investment in you.
We’re proud to work with
our CSPs to bring our members
FM-related content through FMJ
magazine, the Knowledge Li-
brary, across our expo floors and
through Solutions Arena sessions
at World Workplace. Thank you to
our CSPs, listed here in order of
partnership seniority.
3 0+ Y E A R S 10+ YEARS < 5 YE A R S

CORT Jacobs HD Supply Tremco Roofing

Sika Corporation - Cambridge Sound & Building
Roofing Management Maintenance
25 + Y E A R S Planon ARC Technology SpaceIQ
Solutions Canadian Base
Forbo Flooring
C&W Services Systems Connectrac Operators
Versteel Facility Engineering Astec Re-Ply Roofing Confipetrol Andina
Associates PC S.A.
ARCHIBUS, Inc. Rentokil Steritech
Securitas Security Pure Water
FreeAxez LLC Technology - PHSI
Services USA, Inc.
2 0+ Y E A R S Kimberly Clark New Pig Corporation
Ambius Professional
Belfor USA Qopper
ABM Infor (US), Inc.
iOffice Veritiv Corp.
EMCOR Facilities VARIDESK
Excel Dryer Inc. J Reynolds & Co., Inc.
Services BGIS
ISS World Services Xcluder® Rodent and
milliCare Floor & Massimo Zanetti Pest Defense
Textile Care CORPORATE CARE Beverage
Geospatial Analytics
FM:Systems, Inc. Sunbelt Rentals Inc. Inc.
Bader Al Mulla and Nemetschek Group
5+ YEARS Brothers Company
15 + Y E A R S W.L.L. Armstrong Flooring,
Inc.
Lencore Acoustics HID Global Corp
Armstrong Ceilings Corp. SCLogic
Kastle Systems
LogiSon Acoustic EMCO Qatar Facility Management
MasterCorp Services dooel
Network Al Shirawi Facilities
Management LLC United Facilities The LifeDesk
Tarkett Management
FBG Service Staples Business AECOM
Advantage Kimball Office
Corporation
Trimble Redlee/SCS Inc

ARAMARK COIT Services, Inc.

Sodexo Facilities
Management
“FACILIT Y MANAGEMENT IS INTEGRAL TO PROVISIONING AN EFFECTIVE WORK—
JLL
ENVIRONMENT, MAKING THE RESOURCES AND COMMUNIT Y PROVIDED BY IFMA—
ServiceMaster Clean INVALUABLE TO OUR TEAM. OUR REL ATIONSHIP WITH IFMA HAS NOW SPANNED—
Davies Office Inc. MORE THAN THREE DECADES, AND WE LOOK FORWARD TO WORKING WITH OUR—
FACILIT Y MANAGEMENT PARTNERS FOR MANY MORE YEARS TO COME.”—
– Peggy Moore, CORT Senior Vice President of Corporate Sales

SEP TEMB ER / OCTOB ER 2018 053

IFMA’s
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arededicated
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profession ——
they have
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you.
you.

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ACOUSTICAL/SOUND MASKING FM SOFTWARE
Cambridge Sound Management | www.cambridgesound.com ARCHIBUS Inc. | www.archibus.com
Lencore Sound Masking & Acoustics | www. lencore.com FM:Systems Inc. | www.fmsystems.com
LogiSon Acoustic Network | www.logison.com Geospatial Analytics, Inc. | www.geospatialanalytics.com
Infor | www.infor.com
BEVERAGE COMPANIES/COFFEE/VENDING iOFFICE | www.iofficecorp.com
Massimo Zanetti Beverage | www.mzb-usa.com Planon | www.planonsoftware.com
Qopper | www.qopper.com
BUILDING MAINTENANCE/SUPPLIES SpaceIQ | www.spaceiq.com
Sunbelt | www.sunbeltrentals.com Trimble | www.trimble.com

CARPET/FLOORING/TEXTILES FURNITURE
MasterCorp | www.mastercorp.com CORT | www.cort.com
milliCare Floor & Textile Care | www.millicare.com Davies Office Inc. | www.daviesoffice.com
Kimball Office | www.kimballoffice.com
CEILINGS/CEILING CARE The LifeDesk | thelifedesk.com
Armstrong World Industries | www.armstrong.com VARIDESK | www.varidesk.com
Versteel | www.versteel.com
DISASTER RECOVERY/EMERGENCY RESPONSE
BELFOR USA Group Inc. | www.belforusa.com INTEGRATED FACILITIES MANAGEMENT
AECOM | www.aecom.com
ELECTRICAL/WIRE MANAGEMENT United Facilities Management | www.ufm.com.kw
Connectrac | www.connectrac.com
FreeAxez LLC | www.freeaxez.com JANITORIAL SERVICES/CLEANING PRODUCTS
Excel Dryer | www.exceldryer.com
FLOORING INSTALLATION/MAINTENANCE Redlee/SCS Inc. | www.redleescs.com
Armstrong Flooring | www.armstrongflooring.com/commercial/en-us ServiceMaster Clean | www.servicemasterclean.com
Corporate Care | www.corporatecare.com
Forbo Flooring | www.forbo.com LANDSCAPE/MAINTENANCE/PLANTS/
Tarkett | www.tarkettna.com SERVICES/SUPPLIES
Ambius | www.ifma.ambius.com
FM CONSULTANTS/SERVICES/PROVIDERS
ABM | www.abm.com PEST CONTROL
AECOM | www.aecom.com Rentokil Steritech | www.rentokil-steritech.com
Al Shirawi Facilities Management | www.alshirawifm.com Xcluder | www.xcluder.com
ARAMARK | www.aramarkfacilities.com
Bader Al Mulla and Brothers Co. W.L.L | www.almullagroup.com RESTROOM PRODUCTS
BGIS | www.bgis.com Kimberly-Clark Professional* | www.IFMAandChess.com
Canadian Base Operators | www.canadianbaseoperators.com
C&W Services | www.cwservices.com ROOFING
EMCO Qatar | www.emcoqatar.com Astec Re-Ply Roofing Systems | www.whyreplace.com
EMCOR Facilities Services | www.emcorfacilities.com J Reynolds & Co. | www.jreynolds.com
Facility Management Services dooel | www.fms.mk Sika Sarnafil Inc. | www.usa.saranfil.sika.com
FEA | FEApc.com Tremco Roofing & Building Maintenance | www.tremcoroofing.com
FBG Service Corp. | www.fbgservices.com
HD Supply Facilities Maintenance | www.hdsupply.com SECURITY
ISS Facility Services | www.us.issworld.com HID Global | www.hidglobal.com
Jacobs | www.jacobs.com Kastle Systems | security.kastle.com
JLL | www.us.jll.com Securitas Security Services USA | www.securitasinc.com
New PIG Corporation | www.newpig.com
Sodexo | www.sodexousa.com TECHNOLOGY SOFTWARE TOOLS
Veritiv | www.veritiv.com ARC Technology Solutions | www.e-arc.com
Nemetschek Group | www.nemetschek.com
SCLogic | www.SCLogic.com

WATER & FIRE RESTORATION

COIT Cleaning & Restoration Services | www.coit.com

Learn moreatatwww.ifma.org/marketplace
Learnmore www.ifma.org/marketplace
BY BRUCE E. LITTLE

Putting Tracking
Systems to Work

Most facility managers are aware of, if not actively using, a tracking
system to obtain visibility over white mail, packages and other
physical assets that move throughout a campus. The concept is
straightforward and yields a helpful outcome: stick a barcode
on something, scan it at specified checkpoints, notify recipients
with automated email/text notifications and ultimately close the
accountability gap with a signature upon delivery and a handy
report or two to seal the deal. A beneficial tool to be sure, but
what if the core idea of this functionality is expanded to address
the needs of multiple departments and business processes in a
facility, elevating the work done and broadening an FM’s sphere of
influence within the organization?

056 W W W. I F M A .O RG / F MJ
 Logistical Growth
An in-building logistics software platform enters the facility with the wisdom of
hindsight combined with built-in resources that can be used to build an exciting
future. Not only can an FM improve their individual department, they can support
companywide initiatives by increasing business service transparency and mak-
ing better use of valuable resources by improving service-level agreement (SLA)
standards, addressing demands for environmental sustainability and introducing
insightful metrics that are forecast-worthy. Sounds like a giant, one-size-fits-all
IWMS solution, right? Think again — here’s how:
The handy tangible item tracking tool has blossomed into
an all-seeing spider web with the ability to track workplace
Track services, requests and processes across every department.
anything In short, not only can rollercoaster parts and gas cylinders
be tracked, but also the workflows they’re a part of.
We’re not talking about Rosie the Maid robot from
The Jetsons (yet), but in-building logistics platforms
now allow FMs to fully manage workplace services,
requests and workflows from one place. Create the
Next-level request forms,approve or deny requestors, assign tasks
technology and requests to staff from a customized fulfillment
dashboard and report on any status, item variable or
location. The options are becoming endless with the help
of background advanced logic and automation.
API integrations connect with other technologies like
intelligent locker systems, the United States Postal
build out a Service, human resources/enterprise resource planning
spider web applications and Internet of Things devices to further
extend the reach of insights.
It’s no secret that a centralized database means all
data points are funneled back to a single location. An
in-building logistics platform takes advantage of this
Enviable with in-app analytics that can be used to measure and
analytics compare everything from the most granular metrics to
high-level business initiatives, giving FMs the insight to
become experts on utilization, performance and trends.
Who hasn’t experienced the agony of getting accustomed
to an application’s layout only to have an unexpected
software update trample carefully laid framework? Cloud-
Isolated based software solutions are great — until they’re not.
databases An in-building logistics platform should have the right
combination of out-of-the-box ease and customization to
make working on it as comfortable and reliable as slipping
into a favorite pair of shoes.
SEP TEMB ER
These generalities are all fine and
well, but how might they apply to a
specific facility? Let’s break down
some of the specific services, requests
and workflows a facility manager
might manage and how the in-build-
ing logistics platform plays a role in
securing their rock stardom.
Print/Copy Services
It can be a juggling act trying to keep
tabs on all the moving parts in a print
shop. Quality control, angry calls
about lost orders, dealing with incor-
rectly entered orders and last minute
changes, getting lost in long (or even
worse, non-existent) paper trails, lack
of storage space, prioritizing urgent
orders, ensuring efficient deliveries
of completed orders, managing and
maintaining a quoting and payment
system, properly recycling wasted
materials, assigning print/copy/scan
jobs to staff and ensuring they get
done quickly to meet the ever-rising
demand for faster turnaround times
... these are only a few of the daily
tasks and challenges facility managers
in the print services group must not
only face, but streamline, optimize,
speed up and provide performance
and utilization reports on as well as
future planning on how they intend to
make improvements moving forward
with fewer resources. An in-building
logistics platform consolidates the vast
majority of these tasks and workflows.
Step I: How the department and
offerings are presented to clients
—
A web portal homepage directs users
to the digital request form that has
been built and customized, complete
with auto-filling contact and recipient
information, date/time calendar pick-
ers to conform to SLA standards, high
resolution graphics to eliminate confu-
sion, drag and drop attachments, a live
price quote calculator to let users know
/ OCTOB ER 2018 057
exactly how much their job will cost
(broken down by option) and cascad-
ing logic that allows users to combine
print, copy and scan forms into one
seamless request.
Once users have submitted their
request, they can simply check on
the status in the web portal, which is
far more efficient for them as well as
for the print shop’s employees. Once
a job is completed, the customer will
receive an automatic email/text notifi-
cation in which the company has com-
pletely customized the messaging.
Step II: How the request process works
its way through the department
— or missed.
Real-time managerial and staff-focused
dashboards are available that allow
managers and staff to view requests as
they come in, approve/deny if necessary
and assign based on priority to specific
staff members. From there, manage-
ment or staff can keep an eye on the sta-
tus of each project with color-coded ur-
gencies to let staff know if a job is close
or missed an urgency-tagged status.
Failsafe automation processes should
be an important part of any in-building
logistics platform to ensure a smooth
and efficient job production workflow is
in place with the ability to pinpoint and
address exceptions.
Step III: What to make of all the data
points collected
— entries and eliminate user error, and
Take advantage of data by setting up
an analytics/reporting dashboard with
timely completion reports and cost
metrics by region or department. An
in-building logistics platform will con-
solidate most of these tasks and work-
flows. A web portal homepage directs
users to the comparative weekly/month-
ly/quarterly/years job volume statistics.
This helps set the precedent for deter-
mining budgetary, staffing and material
trends. Decision makers then have ac-
cess to both current and future insights.
Workplace Services
This is an amorphous category that
can include a variety of facility-relat-
058 W W W. I F M A .O RG / F MJ
ed workflows, including workspace
reservations for flex workplace en-
vironments, concierge tasks such as
conference room setups and visitor
access protocols, file/record retriev-
al/archival/disposal requests and in-
teroffice package pickup requests.
Whether managing one or all of
these functions, common variables
include resource utilization, storage
considerations, supplies ordering,
organizing and assigning task lists,
adhering to SLA-based performance
standards, visibility over each job’s
status through its journey and abil-
ity to put failsafe measures in place
in the event that a step is skipped
An in-building logistics platform
will prove indispensable in bringing
all these workflows together under
one application roof, so managers
can properly oversee workflow status
through to completion.
Step I: Making sure users have an
easy and fast way to access the relevant
request forms
—
A web portal homepage should be
aesthetically pleasing with consum-
er-grade interfaces and intuitive,
quick access to pertinent informa-
tion. Request forms should have
conditional field formatting that ac-
curately auto-fills information from
connected databases to speed form
it should have the ability to prioritize
tasks and set urgencies due to time
constraints, refrigeration needs or
security protocols.
Step II: Ability to follow and manage
that request through to completion
— es reach a new level of organization
Build multiple reports on a dashboard
to track workspace preparation, em-
ployee move in/out status, time spent
on conference room tasks, time of
visitor entrance/exit, package pickup
sweeps and much more depending on
the facility’s processes.
Employees can see when a new task
is assigned to them via automated up-
dates on their handheld device or a
dashboard designed for them situated
in their workspace. Using tried-and-
true barcode scanning technology,
staff can scan as they complete steps
along the way, which automatically
updates the status and is displayed
in a dashboard in real-time. Again,
failsafe automation processes that
deny further action should be put
in place in the event a staff member
tries to skip a step, reinforcing the
SLA standards and compliance mea-
sures the organization has worked
hard to implement.
Step III: Brings the workflow full circle
by pulling all the data together into
actionable metrics
—
Response time exceptions, route vol-
ume benchmarks, quarter volume
comparisons, file movement status
changes and workspace reservation
trends based on location, frequency
and department are but a few exam-
ples managers will have at their fin-
gertips to prove the department is on
point, reward high performance and
address areas that need improvement.
Facility Services
The inner workings of a facility are
multi-faceted. Employees have a
plethora of needs as they go about
their day, and the services that facil-
ity managers must provide is wide
ranging. Office moves, new supplies,
recycle/shredding, light bulb replace-
ments, key card resets, equipment
and tech repairs are just a few of the
requests made on a regular basis.
As has become evident, there’s a
trend to how an in-building logistics
platform can assist in making process-
and optimization.
Step I: Making sure users have a quick
and easy way to submit their requests
—
Since most facilities requests are time
sensitive, a mobile friendly applica-
tion is key. The mobile application
should contain quick reference tools
for quick access to the most popular
request forms as well as a live chat
function to allow users to instant-
ly connect to the facility manager or
someone on the team.

Step II: Receive requests and take

necessary steps to ensure it is completed
in a timely manner
—
Real-time dashboards that are dis-
played in the facility allow manage-
ment to view requests as they are re-
ceived, and assign based on priority
to specific staff members. From there,
they can make sure all the facility
tasks are completed within their al-
lotted time by using color-coded ur-
gencies to let team members know if a
task is close to or meets an exception.
An in-building logistics platform will
help ensure that all tasks are complet-
ed on time and up to the standards the
facility has outlined.

Step III: What to make of the data

that is collected
—
Create reports and dashboards to
keep track of response time excep-
tions, request volumes, and compli-
ance and SLA exceptions. Analyzing
this data will allow management to
staff the facility properly to avoid
exceptions as well as reduce costs.
Regardless of the workflow a facil-
ity manager is tasked with manag-
ing, an in-building logistics platform
can surely assist with managing and
completing the tasks, collecting the
data and making recommendations
for the department to be more effi-
cient and sustainable. FMJ

Bruce E. Little is SCLogic

Vice President of Emerging
Markets. Founded in 1996,
SCLogic is a leading provider of
innovative campus logistics software
systems that leverage the latest barcode
scanning, printing, mobile computing
and wireless technologies. The company
has thousands of enterprise, government
and university users around the world.
For more information about SCLogic,
please visit SCLogic.com. Bruce can be
reached at blittle@sclogic.com.

SEP TEMB ER / OCTOB ER 2018 059

 Balancing BY MARC WETZELAER

Last year, Planon partnered with Panorama,

a consultancy firm dedicated to the facility
management ecosystem, to better understand the
trends disrupting the facility management service
provider industry. Over coffees and across board
rooms, Panorama discussed with CEOs, CIOs and
COOs the issues most relevant to business leaders
at multinational, integrated facility management
service providers.

This information was then consolidated into a

white paper. While the white paper focuses on the
technology trends affecting facility management
service providers, there are many business factors
disrupting the industry. In line with the theme of this
issue, “Evolution of FM,” this article looks at three of
the more recently developing market trends impacting
service providers and their clients.

060 W W W. I F M A .O RG / F MJ
Priorities
DYNAMIC WORKFORCE
It is well-known that the facility man-
agement industry has a dynamic work-
force: current staff are getting older,
fewer skilled professionals are enter-
ing the industry and employees are
leaving for higher wages. This creates
the risk of knowledge loss.
In 2017, the Royal Institution of Char-
tered Surveyors (RICS) released a re-
port1 in collaboration with IFMA titled
“Raising the Bar: From Operational
Excellence to Strategic Impact in FM.”
The dramatic numbers put forth by the
report emphasize this market develop-
ment. More of RICS’ facility manage-
ment professional members are over the
age of 70 than under the age of 30. IFMA
reported similar numbers with the aver-
age age of members being over 50.
This age gap creates an even larger
knowledge gap that is changing the
way service providers onboard and
train new employees, manage custom-
er relationships and schedule limited
human resources. Consider the chal-
lenge that appears when a client’s
primary contact — the employee who
knew the most about their preferences
and most frequent requests — leaves
the service provider on short notice. If
the volume of requests is not record-
ed, if the customer requirements are
not built into the contract, this can
cause problems with the account and
potentially risk losing business.
Also consider the challenge in planning
limited technical resources. As the num-
ber of certified, skilled staff goes down,
the challenge in scheduling staff goes up.
Some services can be automated, and
others can be executed remotely. For
the remaining jobs, technicians need
the right tools to support them. As the
research with Panorama shows, up to
90 percent of a service provider’s ex-
penses are labor costs, ranging greatly
between hard and soft services. Suc-
cessful service providers use informa-
tion technology tools to make sure the
right people are doing the right work at
the right time, whether those people
are their own staff or subcontractors.
Using the right resource planning tools
and digitalizing business processes im-
proves business scalability and enables
a fast, secure and sustainable business
growth while reducing the risks that
come from such a dynamic workforce.
By eliminating redundant steps, au-
tomating workflows and communica-
tion and unifying all stakeholders such
as customers, managers, planners, field
engineers and subcontractors in one
SEP TEMB ER / OCTOB ER 2018 061
integrated solution platform, providers
gain more efficiency and effectiveness
in planning and execution of services.
BEING GREEN
Another focus of many service provid-
ers is reducing their environmental im-
pact. This is closely connected to the
topic of resource planning and energy
consumption, especially when you con-
sider the energy used in transportation
between locations. For example, trans-
port currently makes up 22 percent of
total CO2 emissions in London, and 72
percent of this is from road traffic, ac-
cording to a sustainable business travel
report2 released by the city of London.
Concerns with reducing a carbon
footprint encompass reducing CO2
emissions — to stem the rate of global
warming — as well as improving qual-
ity of life elements affected by road
noise and long commutes.
This is another area where an ERP
specific to facility management service
providers can help. Almost two-thirds
of the reference customers that per-
formed a formal ROI analysis with Gart-
ner regarding these technologies indi-
cated improved technician utilization
and dispatcher efficiency was a major
contributor to ROI. These efforts can
reduce costs as well as CO2 emissions
and help create a “green” brand that can
attract and retain new clients.
From the client perspective, facili-
ty management service providers can
play a huge role in reducing energy
consumption. As T. Rowe Price Facil-
ities and Services Manager Kelli Cos-
ta said in a Planon press release, “T.
Rowe Price has a corporate goal of at-
taining a minimum of LEED Silver on
all renovation and new construction
projects. We strive to make continu-
ous improvements, and the best way
to do that is to precisely monitor what
and how we are doing.”
They were looking to analyze per-
formance and make sound recommen-
dations to the organization regarding
new strategies across consumption,
carbon and cost categories. By linking
these functionalities, service provid-
ers can support their clients in a con-
tinuous cycle of improvement. This
results in significant opportunities for
062 W W W. I F M A .O RG / F MJ
The need to reduce
an organization’s
carbon footprint
creates the challenge
of reducing travel:
How can you ensure
the route driven is
the shortest possible?
How can you ensure
you get a job done
correctly the first
time to reduce the
need to visit twice?
For example, using
the right tools,
having the needed
asset information
and bringing all the
required materials?
How can you
optimize the number
of people per vehicle?
energy, refrigerant and waste reduc-
tions — and financial savings. For T.
Rowe Price specifically, this also plays
a role in employee satisfaction.
“People at all levels are excited
about our new capabilities,” said Brian
Dean, Head of Facilities Management
at T. Rowe Price.
EMERGING TECHNOLOGIES
The rate at which new technologies
enter the market is alarmingly fast.
But even more surprising is the rate at
which these technologies are adopted
by consumers. For example, the adop-
tion of smart speakers, such as Ama-
zon Echo and Google Home, doubled
to 21 percent in 2018 according to the
Jacobs Media Tech Survey 2018.
And before a technology becomes
ubiquitous in the consumer market, it is
expected to be common in the business
to business market as well. Facility man-
agement service providers face the chal-
lenge of evaluating, adopting and profit-
ing from new technologies such as the
Internet of Things (IoT), social media,
robotics and artificial intelligence (AI).
Sensor data is currently used to
trigger processes — such as creating
a maintenance order if temperature
falls below a certain value — but
what if service providers transform
this data into intelligent information
to make certain processes better and
more efficient? By adding machine
learning or business intelligence, the
raw data can be transformed to en-
hance process efficiency.
For facility management service
providers, this intelligent information
has the added benefit of supporting
new business models, creating new
services and increasing revenue. For
example, here are three main business
models that can help service providers
profit from IoT:
Predictive scenarios. The data
from internet-connected assets allows
service providers to shift from activ-
ity-based contracts to quality based
contracts. This saves the service pro-
vider money while the client gets the
same, or even better, quality level of
service at the same price.
Operational services. Service
providers can more easily identify the
extra projects that truly benefit their
clients. This can either be additional
work on top of an existing contract
or an arrangement where the service
provider receives a bonus for projects
that save the client money in the long-
term. In both scenarios, the service
provider increases profit and the cli-
ent sees cost savings.
Additional services for the end
user. The Internet of Things allows
service providers to adjust services
based on individual preferences and
behavior to ensure customer retention
and expansion. Business to Business
(B2B) transitions to Business to Busi-
ness to Consumer (B2B2C).
The use of IoT, big data and analytics
is particularly strong in public private
partnership projects as the business
case for investment is significant. For
 example, one service provider that was
interviewed by Panorama is using an-
alytics tools to read public tweets and
automatically generate work orders
when enough people complain about
the same thing. The collaboration be-
tween city services, service provider,
public and subcontractors is made pos-
sible through these technology tools.
“Innovation is crucial to Bouygues
Energies & Services, at the heart of our
strategy and even our motto: ‘Shared
innovation’,” said Christophe Carlier,
Head of Business Solution Department
at Bouygues Energies & Services.
Most providers rely on specialized
systems to support different emerging
technologies. These systems, called
“bricks,” include functionality, intel-
ligence and methods that make them
unique for that specific provider.
In search of system consolidation
and process integration, all service
providers involved in the research
note the importance of a core soft-
ware platform rather than addition-
al individual software tools. Such a
World Workplace
China 2018
FM Conference & Exhibition
Sept. 13-14, 2018 || Beijing, China
software platform should include rich
functionality and the ability to sup-
port core business processes by seam-
lessly integrating with legacy systems,
IoT platforms, data lakes, business
intelligence tools, mobility, customer
portals and much more.
GETTING IN SYNC
Have you ever watched relay races care-
fully? The balanced teamwork and pre-
cision that is needed to win such a race
is impressive. Handing over the baton
is the most crucial and exciting part. If
that fails, speed doesn’t matter anymore.
Everything needs to be in perfect sync:
speed, distance, direction and timing.
Service providers are in a constant
relay race. They face enormous inter-
national competition, they need con-
stant innovation to improve the quali-
ty and scope of their services, and they
need efficient processing to retain fi-
nancial margins and benefits. To win
this race, all stakeholders — including
customers, contract managers, front
offices, back offices, subcontractors,
“Motivate Innovation”
at the most respected event
for facility management and
related professions.
Learn more at bit.ly/wwchina_2018
SEP TEMB ER
field engineers and administration
staff — need to be in perfect sync. FMJ
RESOURCES
1. Raising the Bar: From Operational Excel-
lence to Strategic Impact in FM
www.rics.org/Documents/Raising_the_
Bar_3_Exec_Summary_130317_IC.PDF
2. Sustainable business travel report
www.eltis.org/sites/default/files/training-
materials/sustainable-business-travel.pdf
Marc Wetzelaer has more
than two decades of experience
as a manager and consultant
with IT organizations. For the last
fifteen years, he has advised multination-
al organizations on technology to
support their real estate and facility
management processes. Using this
knowledge of the facility management
market, Marc is now the General
Manager of Planon’s business unit
advising FM service providers in
realizing their desired process improve-
ments and business goals.
/ OCTOB ER 2018 063
Lean
Clean,
Productive
Machine

BY MARTHA ISSA

064 W W W. I F M A .O RG / F MJ

T
he cleaning trade has been around
for more than 7,000 years, but
some of the most impressive ad-
vancements in facility management
have happened in the last three to four
decades. The pace of change continues
to accelerate, and to maintain a com-
petitive edge, facility managers must
stay in tune with their stakeholders and
evolve to meet their needs.
No doubt, some exciting indus-
try innovations have emerged in the
last three years. From green cleaning
products and dispensing systems, to
touchless restrooms and operations
software, there are more strategies
than ever for facility managers to meet
their cleaning KPIs. Implementing
better cleaning strategies is import-
ant because it helps facilities main-
tain a positive image and healthy en-
vironment. Completing cleaning and
maintenance tasks more efficiently
also saves time and reduces labor ex-
penses. Process and product upgrades
from better cleaning can decrease en-
ergy, waste and costs.
Facility managers are on the hunt
for ways to streamline the cleaning
and maintenance process, given that
labor represents 55 to 80 percent of a
cleaning company’s total costs — and
25 to 30 percent of a building’s total
maintenance and operations budget.1
To reduce these costs, multiple new
products, product upgrades and new
standard operating procedures are
emerging to increase efficiency.
There’s one strategy, in particular,
that’s rising above the rest. While near-
ly every industry is aware of Six Sigma
and Process Excellence and how they
reduce costs, boost productivity and
increase efficiency, most industries ar-
en’t aware of LEAN cleaning. LEAN is
one of the most important facility in-
novations in decades. It takes cleaning
beyond housekeeping and produces re-
sults that impact an organization’s bot-
tom line and even corporate culture.
How does
LEAN work?
LEAN identifies and
eliminates specific types of
waste. These wastes include:
Defects. A substrate, such
as an area of tile, that
simply won’t get clean or
is damaged. For example,
a cleaning shortcut may be
leading to deterioration.
Space/Inventory. Products
or tasks are not given
enough space which causes
congestion and inefficiency.
Processing/Complexity. The
cleaning process suffers from
interruptions or excessive,
complex steps.
Effort/Labor. Employees
are performing unnecessary
tasks or must redo a task
because of a poor process,
application or product.
Transportation. Employees
must cross the same path
multiple times. For instance,
item storage may be too far
from the point of use.
Product. Most organizations
have too many products
or the cleaning staff uses
the wrong product for a
particular substrate. It’s
also not uncommon to
choose the right product but
use it incorrectly.
Energy. The facility uses
too much power instead of
alternative methods, and
employees are misusing and
wasting energy.
Safety. The facility may
have trip and fall hazards,
improper chemical mixing
and/or labeling and
disorganization and clutter in
traffic lanes.
SEP TEMB ER
In fact, research reveals that LEAN
cleaning cuts costs by 10 to 40 percent
and increases productivity by 12 to
52 percent.2 In fact, it can even boost
morale. LEAN works by examining the
facility and processes and identifying
eight areas of hidden waste — from
effort to energy. Certified LEAN advi-
sors help organizations develop new
processes to eliminate that waste. But
the most important waste assessment
they make is ensuring that every cent
of every dollar an organization spends
moves their business forward.
LEAN is the answer to efficiency
and the timeless question, “Could this
task be completed more quickly?”
As Thomas Edison once said, “There
is a way to do it better. Find it!2” Mul-
tiple industries have found a better
way with LEAN. Innovators are intro-
ducing better, easier ways to complete
cleaning tasks that have been done the
same way for decades — in some cas-
es, even centuries.
Whether organizations are having
problems with grease on unsafe walk-
ways, restrooms that won’t stay clean,
clutter that distracts employees and
repels customers, or cleaning process-
es that are interfering with productiv-
ity, LEAN has the processes, products
and training to solve it.
Research reveals
that LEAN cleaning
cuts costs by
10 to 40 percent
and increases
productivity by
12 to 52 percent.
/ OCTOB ER 2018 065

The 5S Methodology
After identifying key areas of
waste in a facility, LEAN applies
the 5S Methodology to reduce that
waste. This includes five steps:
Sort. Lose the clutter.
Set in place. Make products and
equipment easy to find, easy to
reach and easy to return.
Shine. Clean and preserve assets.
Without the right cleaning
products and procedures, even
the newest building can start
deteriorating in as little as one
year. This leads to expensive
repair and asset replacement
costs. LEAN protects those assets
and makes them last longer.
Standardize processes. Eliminate
the guess work. Workers shouldn’t
be guessing how to clean.
Sustain. Organizations should
remain vigilant and make sure the
LEAN processes they implement
are followed daily.
LEAN benefits
Regardless of industry, organizations
have experienced long-term results by
implementing LEAN.3
A food processing manufacturer
eliminated three hours from the daily
cleaning process, leading to US$1.3 mil-
lion in additional revenue generation.
A chemical manufacturer reduced
consumption of paper-based products
by 26 percent and reduced monthly
expenses by 70 percent.
A hospital realized that 20 percent
of their cleaning staff time was wasted
and was able to reduce transportation
waste by 75 percent. Morale improved.
A food processor realized that 79
percent of the energy they were using
was waste. As a result, they produced
annual savings of US$718,300 tied
to revenue with a lifetime savings of
US$6,808,241 in revenue.
066 W W W. I F M A .O RG / F MJ
A major university had considerable
supply chain disruptions. Their LEAN
solution eliminated operational in-
efficiencies, lost orders and product
waste, increasing value-added clean-
ing time by 15 percent.
More customers
LEAN ensures a facility is thorough-
ly clean and improves an organiza-
tion’s image. For instance, a prop-
erty’s two “first-impression” spots
are the lobby and restrooms. What
organizations might not know is 94
percent of surveyed people in the
United States have said they would
avoid a business altogether if its
restrooms were dirty.4 “Dirty” can
mean anything from paper towels
on the floor to water on the coun-
tertops. Whether it’s an automated
warning that you’re out of a product,
or a standard operating procedure of
constant vigilance, LEAN processes
and products help ensure that re-
strooms stay clean.
Increased productivity
Multiple studies have shown that
building clutter can clutter employ-
ees’ minds. In fact, neuroscientists
at Princeton University found that a
cluttered office pulls your attention
away from your work, so less work
gets done. MRIs revealed a reduced
ability to focus and process informa-
tion in a cluttered space.5
According to a study of 400 man-
agers and employees, clean offices
yielded a 5 percent productivity in-
crease that translated into an addi-
tional US$125,000 a year in revenue.6
Enhanced sustainability
Cleaning services originally stemmed
from concerns about health. As busi-
nesses evolved during the Industrial
Revolution, health became an expec-
tation and the focus turned to safety.
Over the past 30 to 40 years, compa-
nies have prioritized sustainability as
they discovered the social, environ-
mental and bottom-line benefits of
going green. LEAN can help achieve
greater sustainability through green
cleaning programs, the reduction of
resources and energy and more effi-
cient processes.
The facility solutions industry has
evolved by leaps and bounds in re-
cent years, and more innovations are
right around the corner. For instance,
the Internet of Things (embedding
software and connectivity into phys-
ical devices) is beginning to perme-
ate cleaning equipment, and soon,
replenishing will likely be completely
automated and controllable from a
smartphone. While we may not know
exactly what the next generation of
cleaning looks like, one thing is cer-
tain: Change is the new normal and
LEAN is the new clean. FMJ
RESOURCES
1. “Building Operating Costs.” BOMA EER
Report. 2015
2. “Using Lean Manufacturing to Reduce
Costs and Improve Quality.” BusinessK-
nowledgeSource.com
3. Available upon request.
4. “The Importance of Restaurant Hygiene to
Your Bottom Line.” SCA and Harris. 2011.
5. McMains, S., Kastner, S. ”Interactions of
top-down and bottom-up mechanisms in
human visual cortex.” Journal of Neurosci-
ence. Jan 12, 2011 V31.
6. HLW International LLP. Buildings, Novem-
ber 1, 1999 V93.
Martha Issa is the Director of
Facility Solutions Strategy &
Marketing at Veritiv. A
chemical engineer and brand marketer
with more than 20 years of extensive
experience in the fast-moving consumer
goods industry. For the past 10 years
Martha’s focus has been to research and
translate customer insights into
actionable go-to-market strategies. Most
recently at Veritiv, where she has been
certified as a Facility Maintenance Lean
Advisor by the Pyzdek Institute to help
transform and communicate the
advantage of maintaining Lean
principles in facilities.
Bring on the crowds

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 Credentials
®

The following people were awarded the Certified Facility Manager® (CFM®) certification in
Mark LaRue, CFM
Ch2M Hill
Houston, TX
Sean O’Donnell, CFM
Las Vegas, Nevada
Mark Lasslett, FMP, CFM
Bechtel Corporation
Reston, Virginia
Christina Limata, CFM
Workday
Pleasanton, California
Jon Rosiska, CFM
AECOM
Kennedy Space Center, Florida
Seth Johnson, CFM
U.S. Bank
Fairview Heights, Illinois
®
Jeff Wagenmann, CFM
C3i
Horsham, Pennsylvania
Eric Hale, CFM
LYNX
Orlando, Florida
Eugene Foval, CFM, FMP
City of South Jordan
South Jordan, Utah
Christopher Krajewski, CFM
King of Prussia, Pennsylvania
John Waters, CFM
U.S. Coast Guard
San Pedro, California
Rich Grudman, CFM
County of San Diego
San Diego, California
MAY 2018:
Brian Nell, CFM, FMP, SFP
Cypress, Texas
Aida Velasquez, CFM
El Paso, Texas
Austin Parkison, CFM
Oak Ridge National Laboratory
Oak Ridge, Tennessee
Rex Wilson, CFM, FMP
John’s Island Club
Indian River Shores, Florida
Travis Murphy, CFM
TOMS Shoes LLC
Los Angeles, California

The following people were awarded the Sustainability Facility Professional® (SFP®) designation:
John Plaza, FMP, SFP Nathalie Robertson, FMP, SFP Greg Calia, FMP, SFP Amber Gratkowski, FMP, SFP John Broyles, FMP, SFP Simon Shi, FMP, SFP
Gemini Observatory HSBC Arvene, New York Pennsylvania Turnpike Fiserv Beijing, China
Tucson, Arizona New York, New York Commission Troy, Michigan
Middletown, Pennsylvania

The following people were awarded the Facility Management Professional (FMP®) designation:
Randall Kirby, FMP
DMK Services
San Lorenzo, California
Pamela Alford, FMP
Raytheon Company
Tucson, Arizona
Roland Singleton, FMP
Aviation in Port of Portland
Portland, Oregon
Anthony Criddle, FMP
McKinstry
Seattle, Washington
Brandon Lee, FMP
IA Interior Architects
Washington, DC
Priyanka Agrawala, FMP
Mancini Duffy
Jersey City, New Jersey
David Ash, FMP
PICA Group
Franklin, Tennessee
Bryan Dyer, FMP
Hyatt Hotels & Resorts
Washington, DC
Gregory Klug, FMP
Web.com
Drums, Pennsylvania
Kathleen Grenz, FMP
Cambia Health Solutions
Lakebay, Washington
Michael Hebert, FMP
Cambia Health Solutions
Anacortes, Washington
Charles Alkerton, FMP
City of Hamilton
Hamilton, ON, Canada
Viji Prasad, FMP
Los Angeles World Airports
Los Angeles, California
Thomas Quinlan, FMP
Vera Bradley
Roanoke, Indiana
Lemoyne Blackshear, FMP
U.S. Government
Washington, DC
Nicholas Holzworth, FMP
Saltmine
San Francisco, California
Kesa Fair, FMP
KIPP NYC
Ossining, New York
Jackie Rivera, FMP
Alliance Construction
Services Inc.
Winnetka, California
Kehinde Gibson-
Ejakpovi, FMP
LBIC Plc
Lagos State, Nigeria
Love Izunnaka, FMP Sam Ciardullo, FMP Gareth Grayson, FMP Raymond Estrada, FMP Alicia Hubert, FMP
Pkendy Beacon Services Ltd City of Hamilton Santa Clara, California Washington University
Surulere, Nigeria Stoney Creek, ON, Canada Dorothy Johnson, FMP in St. Louis
Internet Testing Systems Tommiah Walker, FMP St. Louis, Missouri
Todd Baker, FMP Jamie Soderberg, FMP Baltimore, Maryland AECOM
URS Federal Services Xsport Fitness Cocoa, Florida Shonda McDaniel, FMP
Merrittisland, Florida Buffalo Grove, Illinois Paul Morrison, FMP Washington University
City of Barrie Bandar Faden, FMP in St. Louis
Douglas Wegg, FMP Roger Austin, FMP Barrie, ON, Canada MASIC Logistics St. Louis, Missouri
CBRE Colorado Springs, Colorado Riyadh, Saudi Arabia
Mississauga, ON, Canada Timothy Magalis, FMP Mariah Harris, FMP
Stephen Burns, FMP US GOVERNMENT Mark Phillips, FMP
Shannon Broco, FMP Burnaby, BC, Canada Alexandria, Virginia The Elocen Group, LLC Fares Alnasser, FMP
Temple University Lanham, Maryland
Norristown, Pennsylvania Tami Crosslin, FMP Frank Moniz, FMP Meer Ulla, FMP
Farmers insurance Mindgeek Alfonso Castro-Pena, FMP Johnson Controls
Malgorzata Leonarczyk, FMP Austin, Texas Montreal, QC, Canada Equinix Inc. Jeddah, Saudi Arabia
Logistics Management Seattle, Washington
Institute Sherree Draughn, FMP Ahmed Aleisa, FMP Omran Saleh, FMP
Tysons, Virginia Bethesda, Maryland Dhahran, Saudi Arabia Mohammad Al-Shathri, FMP DiaverumAB
Public Investment Fund Jeddah, Saudi Arabia
John Wagnon, FMP John Hallett, FMP Alfredo Lopez, FMP Riyadh, Saudi Arabia
International Facility DND Poway, California Mahmood Farhan, FMP
Management Association Toronto, ON, Canada Josh Leidig, FMP Al Mahamal Facilities
Rodney Mirabal, FMP Services Company
Houston, Texas Chris Plummer, FMP Georgia Tech Professional Abdelghafour Madi, FMP
Jeddah, Saudi Arabia
Farhan Khan, FMP MSAD #6 Education
Buxton, Maine Atlanta, Georgia Starla Bond, FMP Rachel Oestmann, FMP
Standard Chartered Bank Bureau of Alcohol, Tobacco,
Karachi, SIN, Pakistan National Park Service
Cindy Jollotta, FMP Joseph Clemente, FMP Firearms and Explosives Omaha, Nebraska
Pamela Dawson, FMP SCI-Arc Delaware River & Bay Authority Huntsville, Alabama
Hallmark Cards Inc. Los Angeles, California New Castle, Delaware Todd Theissen, FMP
John Oswald, FMP Washington University
Kansas City, Missouri Goran Pavic, FMP Jacob Emberson, FMP 4M Building Solutions
St. Louis, Missouri
Wayne Greaves, FMP Zagreb, Croatia (Hrvatska) City of Hamilton St. Louis, Missouri
Public Health Management Hamilton, ON, Canada Rob Ruzicka, FMP
John Clarence Alindayo, FMP Adnan Rahma, FMP Washington University
Corporations Northwestern University Steve Passino, FMP Bahrain
Philadelphia, Pennsylvania St Louis, Missouri
in Qatar Fairfax County Public Schools
Doha, Qatar Alexandria, Virginia William Barba, FMP Ian Rogers, FMP
Aileen Sargent, FMP The Elocen Group
Dart Enterprises Ltd. Toronto, ON, Canada
Jesly Quimbo, FMP Pat Di Leonardo , FMP Lanham, Maryland
Grand Cayman, Cayman Islands Northwestern University City of Hamilton Shahid Ikhlaq, FMP
Dennis Dent, FMP
Franca Orebajo, FMP Doha, Qatar Hamilton, ON, Canada Emirates NBD
The Elocen Group Dubai, United Arab Emirates
Cushman and Wakefield Timothy Clouser, FMP Dan Penix, FMP Lanham, Maryland
Lagos, Nigeria
Heard Museum Dragos Onciul, FMP
Phoenix, Arizona Steven Kutrick, FMP Franschon Patterson, FMP Northwestern University
TJ Gresko, FMP Parlin, New Jersey The Elocen Group
JLL in Qatar
Renata Wiecek, FMP Lanham, Maryland Doha, Qatar
Washington, DC Mississauga, ON, Canada Jordan Sparks, FMP
Hopewell, New Jersey Jolie Chandler, FMP
Cristian Beian, FMP Fawaz Mutairi, FMP
Christian Forget, FMP The Elocen Group Ras Tanura, Saudi Arabia
Docler Holding Luxembourg The County of Simcoe John Skahill, FMP Lanham , Maryland
Luxembourg Kavod Senior Life
Midhurst, ON, Canada Randall Hill, FMP
Denver, Colorado Marko Zdravkovic, FMP San Luis Obispo, California
Ashraf Ali Khowaja, FMP Bradley Garvey, FMP Fimare doo
Standard Chartered Bank Anne Ogboka, FMP
Algonquin Students’ Abu Dhabi, United William Kroncke, FMP
Karachi, Pakistan Association Seven Exploration & Arab Emirates Best Western International
Production Limited
Kristopher Lunn, FMP Ottawa, ON, Canada Phoenix, Arizona
Lagos, Nigeria Carl Vimmerstedt, FMP
Centennial, Colorado Chris Goodwin, FMP Michael O’Connell, FMP
Norman Pendergraft, FMP Stephenie Palmer, FMP
Kevin Weybright, FMP Los Angeles Unified MPO Chicago Management
School District Bellingham, Washington Sigmatech Inc. Glen Ellyn, Illinois
EMCOR Huntsville, Alabama
Norwalk, Connecticut Los Angeles, California Robert Hughes, FMP
Comcast Abdulaziz Alqahtani, FMP
Rommel Solicar, FMP Jokyeong Kong, FMP
Nawah Moorestown, New Jersey Saudi Aramco
Northwestern University Dhahran, Saudi Arabia
in Qatar Ruwais, United Arab Emirates Thomas Biel, FMP
Education City, Qatar Exact Sciences Bridget Stevens FMP
Dawn Calderone, FMP
Chicago, Illinois Madison, Wisconsin Washington University
Genus Salas, FMP School of Medicine
Al Rayyan, Qatar Michael Howard, FMP Scott Handler, FMP St. Louis, Missouri
Blue Apron, LLC
Lynn Hammond, FMP Los Angeles Unified
School District Linden, New Jersey
Exactech
Gainesville, Florida Los Angeles, California
Credentials

®
The following people were awarded the Certified Facility Manager® (CFM®) certification in JUNE 2018:
Brian Reekie, CFM Steven Spinazzola, CFM Jason Luther, FMP, CFM Nathaniel Prichard, CFM Nichelle Dickinson, CFM Kurt Kreutz, CFM Darron Mcclain, CFM
Airpro Polycom Progressive Insurance Forsyth County Amazon US Bank University of the
Santa Barbara, California Andover, Massachusetts Austin, Texas Government Herndon, Virginia Ellisville, Missouri District of Columbia
Cumming, Georgia Washington, DC
James Roethke, CFM Marvin Arinuelo, CFM Doug Enoch, CFM Ronald Allan Uy , CFM Lloyd Austin, CFM
One Elevation LLC The Qatari Modern Consultant Janet Firth, CFM Ayala Property Salk Institute for
Poynette, Wisconsin Maintenance Company Hummelstown, Logistics Management Management Biological Studies
Doha, Qatar Pennsylvania Institute Corporation La Jolla, California
McLean, Virginia Cebu City, Philippines

The following people were awarded the Sustainability Facility Professional® (SFP®) designation:
Luis Walters, FMP, SFP Lena Thompson, FMP, SFP Sandell Snyder, FMP, SFP Eric Christopher, SFP Mohammad Ridzuan
Department of Veterans Affairs American Psychological Erie, Pennsylvania The Atlanta Mission Haji Besar, FMP, SFP
Wilmington, Delaware Association Atlanta, Georgia HBY Property Management
Washington, DC Muara, Brunei Darussalem

The following people were awarded the Facility Management Professional (FMP®) designation:
Momen Naser, FMP Robb Brawn, FMP Bader Alsaleh, FMP Marcelito Pagulong, FMP Mark Scalise, FMP Andrew Keirn, FMP Danny Strus, FMP
Emcor Facilities Services City of Hamilton Saudi Aramco Saudi Aramco Las Vegas Convention U.S. Department of Southern Oklahoma
Riyadh, Saudi Arabia Hamilton, ON, Canada Dhahran, Saudi ArabiaAbqaiq, Saudi Arabia Center Veteran Affairs Technology Center
Las Vegas, Nevada Silver Spring, Maryland Ardmore, Oklahoma
Jeffrey Sullivan, FMP Cristina Arolla, FMP Ahmed Alnazawi, FMP Chivarin Khus, FMP
Mgma Realty Corp. Stanford Health Care Saudi Aramco Quantlab Financial LLC Rashmi Ramaswamy, Bruce Cheesman, FMP Matthew Winn, FMP
Englewood, Colorado Stanford, California Yanbu, Saudi Arabia Houston, Texas FMP Remodel U Now BGIS
Samsung Lakewood Ranch, Florida Montreal, QC, Canada
Jeff Hanson, FMP Adam Colopy, FMP Mohammed Dana Mohammed, FMP Semiconductor Inc
GEICO Tidewater Inc. AlSawad, FMP Unicomer (Trinidad) San Jose, California Samer Yaman, FMP Mohammed
Poway, California Powell, Ohio Ras Tanura, Saudi Arabia Limited Modern Architecture Aljuhani, FMP
Freeport, Trinidad Nedal Aldarweesh, FMP Contracting Company King Fahad Armed
David Moore, FMP Timothy McDaniel, FMP Adnan Simsim, FMP And Tobago Diaverum AB Thuwal, Saudi Arabia Forces Hospital
Tokyo American Club AECOM Saudi Aramco Jeddah, Saudi Arabia Jeddah, Saudi Arabia
Minato-Ku, Japan Kennedy Space Dhahran, Saudi Arabia Fawaz Almozayen, FMP George Herlth Iii, FMP
Center, Florida Saudi Aramco Omar Alshammari, FMP Toll Brothers Hashem Modir, FMP
Jeffrey Ramsey-EL, FMP Mohammed Dhahran, Saudi Arabia Saudi Aramco Apartment Living Almaddahia Holding
Borden Dairy Company Thomas Chrominski, AlFalah, FMP Dhahran, Saudi Arabia Washington, DC Company
Dallas, Texas FMP Saudi Aramco Kevin Phoenix, FMP Jeddah, Saudi Arabia
CR Bard Inc. Dhahran, Saudi Arabia CR Bard Inc. Abdulrahman Waleed Bin Dukhi, FMP
Faihan Alfahani, FMP Murray Hill, New Jersey Murray Hill, New Jersey Hejaili, FMP Al Atheer Glenn Hightree, FMP
Saudi Aramco Tyrece Lewis, FMP Saudi Aramco Riyadh, Saudi Arabia AT&T
Dhahran, Saudi Arabia Andrew Renkert, FMP Kennedy Space Kim Mackey, FMP Khobar, Saudi Arabia San Luis Obispo, California
Partners Pharmacy Center, Florida Sargent & Lundy Ishak Japar, FMP
Michael Miller, FMP Springfield Township, Chicago, Illinois Heidi Tse, FMP Los Angeles Unified Karen Rossilli-
Lake Stevens, Washington New Jersey Alaudeen Alamoudi, FMP City of Austin School District Kiefer, FMP
Saudi Aramco Sandra Bos, FMP Austin, Texas Los Angeles, California TeamPAR Inc.
Ben Yetman, FMP Gabriel Medina FMP Dharan, Saudi Arabia Huron Design Group
BGIS Flanders, New Jersey
Kearny, New Jersey Chicago, Illinois Feras Alhumam, FMP Pete Ardry, FMP
Saint John, NB, Canada Feras Altouki, FMP Westin Maui Resort Craig Olsen, FMP
Sam Spence, FMP Saudi Aramco Brad Clark, FMP Amal Al Yami, FMP and Spa The Church of Jesus Christ
Ahmed AlGhamdi, FMP AECOM Dhahran, Saudi Arabia Ontario Lottery and
King Abdullah Tiffanie Whitworth, FMP Haiku, Hawaii of Latter Day Saints
Orlando, Florida Gaming Corporation Salt Lake City, Utah
University of Science Luigi Niolu, FMP London, ON, Canada Young Brothers Ltd. Kelly Lashley-Mc
and Technology Terri Hudson, FMP Saudi Aramco Honolulu, Hawaii Lean, FMP Christopher Drew, FMP
Thuwal, Saudi Arabia AECOM Dhahran, Saudi Arabia Audra Lowe, FMP Terra Caribbean CBRE Inc.
Germantown, Maryland Projekt202 Amber Strong, FMP
Matthew DeWitt, FMP Diane Botson, FMP Great Expressions Christ Church
Addison, Texas Barbados Evan Pohl, FMP
CBRE Grand Rapids Trevin Green, FMP Vanguard Dental Centers
Grand Rapids, Michigan Valley Forge, Pennsylvania Deborah Cook, FMP Southfield, Michigan Raphael Plante, FMP Sergio Coletta, FMP
Fares Al Shnaif, FMP BGIS SCI
Ayla Gooding, FMP Mohammed Aston Shaw, FMP BGIS
Yahya Al Ashwan, FMP Toronto, ON, Canada Montréal, QC, Canada Milano, Italy
St. Mary’s University Khusheim, FMP
Calgary, AB, Canada Saudi Aramco Saudi Aramco Julia Ivkina, FMP Doug Covert, FMP Chris Sherman, FMP
Dhahran Douglas Moore, FMP
Dhahran, Saudi Arabia BGIS Geoffrey Allen, FMP American Family Aramark
Steve Jones, FMP SAUDI ARABIA Markham, ON, Canada San Antonio, Texas
Capilano Suspension Stacey Eaton, FMP Newmark Knight Frank Insurance
Bridge Park Mohammad NeighborWorks America Ian Mahar, FMP St Louis, Missouri Saint Joseph, Missouri Jeffrey Fano, FMP
North Vancouver, Almaramhi, FMP Washington, DC Mount Hope, ON, Canada Kathy Garcia, FMP Pratt Institute
Saudi Aramco Adrian Richards, FMP
BC, Canada Terra Caribbean Rego Park, New York
Jeddah Jess Baidwan, FMP Brad Merritt, FMP Valentin Velikov, FMP
Zack Chia, FMP SAUDI ARABIA Southern Ute Indian Tribe City of Hamilton Bridgetown Delorean Ingram, FMP
Toronto, ON, Canada Ignacio, Colorado Hamilton, ON, Canada Rachel Krull, FMP Barbados Equinix Inc.
Mohammed Alqarni, FMP The Siegfried Group LLP Plano, Texas
Quinn Johnson, FMP Saudi Aramco Desiree Day, FMP Vince Guetter, FMP Rodney Jessamy, FMP
Wilmington, Deleware
Nebo School District Alhasa, Saudi Arabia HSBC City of Hamilton Brandon Pennington, Mark Meyers, FMP
Spanish Fork, Utah New York, New York Hamilton, ON, Canada Edan Krueger, FMP FMP City of Largo
Amani Haikal, FMP Novo Nordisk Largo, Florida
Dean Urciuoli, FMP Saudi Aramco Ronald Ogbu Krystopher Brown, FMP Plainsboro, New Jersey Corporate Realty
City of Hamilton Dhahran, Saudi Arabia Amara, FMP University of Colorado Management Aaronessa Sanchez, FMP
Hamilton, ON, Canada Stanbic IBTC Anschutz Tom Ireland, FMP Birmingham, Alabama Oracle
Danah Al Kubaisy, FMP Abuja, Nigeria Aurora, Colorado Enovity San Antonio, Texas
Jeff Drummond, FMP Saudi Aramco Anda Bewhite, FMP
Alameda, California
City of Hamilton Dhahran, Saudi Arabia Antonio Mignone, FMP Mark Beall, FMP Alisha Fields, FMP
Hamilton, ON, Canada Anschutz Medical Bradford Botkin , FMP
Ahmed Albardwi, FMP Nanette Andersson, FMP Campus at University Booz Allen Hamilton Miharu Warner, FMP
David Price, FMP Saudi Aramco Purdue University of Colorado in Denver San Antonio, Texas
AECOM Dhahran, Saudi Arabia West Lafayette, Indiana Aurora, Colorado Alex LeGare, FMP
Kennedy Space Ramona Clayton, FMP
Center, Florida Tameem Qurashi, FMP Ryan Kidd, FMP Brian Krlin, FMP RTI International John Ludwig, FMP
Saudi Aramco U.S. Army Hamilton, ON, Canada Durham, North Carolina Sodexo
Dhahran, Saudi Arabia West End, North Carolina New Berlin, Wisconsin

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Ten years of
workplace
progress

070 W W W. I F M A .O RG / F MJ
BY K AT E L I S T E R , C H R I S H O O D A N D G A B O R N AG Y
…or not
As you’ve no doubt heard and read, we
are in the midst of a dramatic transfor-
mation in the where, when and how
of work. Have technology,  globaliza-
tion and societal shifts really brought
about big changes in the workplace? Ac-
cording to a recent report, “eh, not so
much.” We still have a long way to go.
That’s depressing news for the cor-
porate real estate executives, facility
managers and workplace consultants
who have seen what workplaces de-
signed for people can do for organi-
zational performance and witnessed
what “cost-cutting above all” strate-
gies can do to human performance.
Happily, the report also offers reason
to believe that while workplace change
has been slow in coming, many of the
attitudes that have impeded progress
are beginning to shift.
For example, in 2009, when asked to
rate the value of their workplace change
programs from a list of organizational
and people outcomes, 71 percent chose
reduced costs, 62 percent chose in-
creased real estate flexibility, and 61
percent chose increased employee pro-
ductivity. When the same question was
asked in 2017, employee work-life bal-
ance was the top choice (selected by 61
percent of respondents), attraction and
retention was second (selected by 58
percent of respondents), and employee
satisfaction was third (selected by 57
percent of respondents). Saving money
and reducing space had fallen to sixth
and seventh place on the list.
The long-term shift toward the im-
pact on people as the primary value of
workplace change is clearly demon-
strated in Figure 2: The Value of Alter-
native Workplace Programs — 2009 to
2017. Importantly, this shift suggests
that organizations are finally starting
to understand that workplace pro-
grams are a strategic imperative rath-
er than just a tactical solution to the
problem du jour.
Saving money may kick-start change
programs, but once implemented, or-
ganizations are clearly seeing the more
important role well-designed workplac-
es and modern work practices can have
on organizational outcomes.
This shift in attitudes is also evident
in how organizations now measure the
results of their initiatives. After a pe-
riod dominated by efficiency metrics,
the latest survey finds success is now
being measured by a balance of both
human and efficiency metrics. Orga-
nizations now understand that what’s
good for people is good for business
and are acting on it.
Other positive signs include a sig-
nificant reduction in the barriers to
change, a big swing toward the formal-
SEP TEMB ER
Based on the results of a
survey fielded biennially from
2008 to 2017, employees now
work in, well, pretty much
the same places they were a
decade ago. In fact, what most
surprised the researchers
(which includes the authors of
this article) was not how much
things have changed, but how
much they haven’t:1
53/100
Employees that had an assigned
office space in 2009.
48/100
Employees were still tethered
to a desk in 2017.
15%
Employees that were externally
mobile and had no assigned seat
in 2009.
16%
Percentage of employees that
had no assigned seat eight years.
These nomads either worked at
home, a client location, a satellite
office, a co-working space, or on
the road between one and five
days a week.
Saving money
& Business
Agility
Both categories tied as the
number one driver of workplace
change in 2011. But by 2013, the
two categories had dropped to
number six and number two,
respectively. By 2017, they
swapped places. “Saving money”
was once again a top driver (at
number two on the list), and
“agility” had plummeted to
number six.
/ OCTOB ER 2018 071
ization of programs and a dramatic in-
crease in internal mobility.
The latest survey shows that while
obstacles to change remain, significant
progress has been made. For example,
while organizational culture issues are
still a top-five concern, the category
fell 16 percentage points from 2008
(cited by 59 percent in 2017). Similar-
ly, manager concerns remain second
from the top of the list, but fell 24
points from 2008 (cited by 57 percent
in 2017). Security issues, which ranked
as number four in top barriers in
2008, fell 19 points from 2008 (cited
by only 22 percent in 2017), and is now
in ninth place on the list. Finally, fund-
ing — the number six concern in 2008
— was not even mentioned in 2017.
Alternative workplace programs
Formal programs were defined by the
survey as ones that were supported by
policies, tools and technologies. In-
formal programs were described as a
collection of ad-hoc practices not sup-
ported by one or more of the above.
“Informal programs can’t yield
the kind of organizational benefits
that formal programs can produce,”
says Kate North, Founder and Global
Chair of IFMA’s Workplace Evolution-
aries, IFMA Board member, and VP
of Workplace Innovation at Colliers
International. “With formalization
comes better space utilization, im-
proved attraction and retention, and
greater engagement, productivity, and
collaboration. On the other hand, in-
formality can result in security risks,
employee conflict between the haves
and have nots, abuses and more.”
Prior surveys showed a steady up-
ward trend in informal/ad hoc pro-
grams and a downward trend in for-
malization. Both made a big flip in
2017 — more than half of respondents
(56 percent) now report they have
formal programs in place (up 27 per-
cent since 2013), and only 28 percent
of programs were informal in 2017
(down from 38 percent in 2013).
Internal mobility increase
Although external mobility remained
basically flat over the study period,
internal mobility nearly doubled. In
072 W W W. I F M A .O RG / F MJ
The top people-centric
measures of success in
2017 include the following:
HUM A N M E TR I C S
53%
Employee satisfaction
42%
Employee engagement
19%
Health & well-being
— out the process and seek out and heed
EFFI C I E N C Y M E TR I C S
36%
Footprint efficiency
36%
Cost reduction
30%
Increased productivity
2017, 21 percent of respondents said
they worked in and around the office
or campus and had no assigned seat.
In 2009, only nine percent were inter-
nally mobile.
This is a welcome shift. Research by
Gensler, Leesman, Haworth and many
others confirms the importance of
choice in where people work on levels
of creativity, innovation, productivity
and overall workplace satisfaction.
Recommendations
Workplaces and work practices may
be slow to change, but progress is ev-
ident on a number of fronts. The ob-
stacles are fewer or less significant.
The potential for improving human
and organizational performance is
being realized and documented. The
trail has been blazed and the path has
been worn.
FMs who are just getting started
with what were once considered alter-
native workplace programs can learn
from the successes and missteps of
others. In particular, it is well docu-
mented that it is critical to get exec-
utive buy-in and endorsement and
work with cross-functional teams that
minimally include real estate, human
resources, information technology
and communications. Additionally, in-
volve constituents early and through-
the advice of change management pro-
fessionals. Start with pilots, but aim
to formalize to ensure that programs
are rolled out consistently and equi-
tably, employees are provided with
the tools, technologies and training
they need to do their best work, and
that initiatives are scalable. Finally,
program goals should be understood,
measurable and align with those of the
organization.
Above all, be true to the organi-
zation’s realities, readiness and the
geographic, demographic, functional,
cultural and other nuances that exist
within the organization. Read the re-
search, the case studies and the news.
Spend time with those who have “been
there, done that.” Examine what peers
and competitors are doing, but once
the path is chosen, don’t be swayed by
the latest headline, fad, or whiz-bang
implementation in the news. And final-
ly, be wary of benchmarks. They repre-
sent the norm, the average, but is that
all the organization wants? If not, pick
the best of what is needed from the ex-
periences of others and forge a unique
path, experiment, be flexible, and pay it
forward by sharing your story. FMJ
 Kate Lister is president of Global Workplace Analytics (GWA), a ABOUT THE REPORT “The Once
research-based consulting firm that helps organizations quantify the Alternative Workplace Strategies: Fifth
impact of workplace change on productivity, employee well-being and Biennial Global Benchmarking Study (2018)”
other critical people and business metrics. Kate is an active member of IFMA’s was released in June of this year by a trio
Workplace Evolutionaries’ leadership and research teams, author of five books and of researchers from Advanced Workplace
many articles and a sought-after speaker. Associates, Haworth Inc., and Global Workplace
Analytics. It was additionally supported by
Chris Hood is a trained and qualified architect, but often moves outside IFMA’s Workplace Evolutionaries Community
his formal training to seek bold, innovative solutions in the field of of Practice. The results presented are based on
corporate real estate. Chris has written articles and presented papers, web-based surveys fielded between 2008 and
and holds a U.S. patent for furniture design. He is a past winner of the Corenet 2017. They were completed by 130 corporate
Global Innovation Award and is active in several leading industry thought-leader- real estate executives, facility managers and
ship and advisory groups. Chris is a director at Advanced Workplace Associates, a professional service providers on behalf of
boutique advisory group specializing in helping organizations though the process 2.3 million employees. “Alternative workplace
of workplace change. strategies” are defined as the combination of
non-traditional work practices, settings and
locations that supplement or replace traditional
Gabor Nagy leads research and client advisory engagements targeting
offices. Some of what were once considered
innovation, collaboration and organizational culture to develop high-per-
“new” or “alternative” have since become
forming workplaces. He researched how organizations can leverage
mainstream. Data on certain questions was not
co-working as an innovation driver and is currently globally researching how to
available in all years thus comparison years vary
build successful startup incubators and accelerators. Gabor’s used Organizational throughout the report. The next survey will be
Network Analysis to quantify collaboration patterns, developed Haworth’s LENS™ fielded in 2019. The full report 65-page report
client consulting toolkit, and aCollaborative Innovation Network (CoIN) system. is available at globalworkplaceanalytics.com/
Gabor has two patents granted in multiple countries, is a frequent speaker at whitepapers.
international conferences and the author of several publications and a research book.

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 smart change
“If technology is
Tech is a product of human development,
each new advancement intended to make
our lives easier. And it has the potential to do
just that — but only if we keep up with the

the answer, what pace of change. Since tech is getting smarter

by the day, it’s important the people running
the buildings have the tools and the insight

was the question?”
they need to stay ahead of the curve. And that
involves asking the right question. Namely,
‘What are we trying to achieve?’

Technology is everywhere after fifty-two years
when British architect Cedric Price questioned
its purpose. Yet, the question Price pondered
remains elusive. Tech is already here — so we
keep hearing — but in many ways, its promise
and its potential is still out of our reach.
The question
The world of facility and workplace man-
agement has more technology than ever
before, and it has become a critical compo-
nent of workplace infrastructure. The focus
on smart buildings is shifting to smart cities,
perhaps due to mass urbanization and this
innate need of ours to feel more connected.
Right now, there’s a tech and data push
— everybody’s talking about it, a lot of
BY companies are investing in it — but no-
M A R I TA body’s really thinking about what we’re
SCHARDT trying to achieve with it.
The answer
The fundamental reason for any imple-
mentation of systems or software — or any
change, for that matter — should be geared
towards giving each individual or communi-
ty the opportunity to perform to the best of
their ability, totally unencumbered by any-
thing that has the potential to get in the way.
Research at Advanced Workplace Asso-
ciates (AWA) has found that people are
profoundly impacted by their working
environments. An employee’s cognitive
performance (concentration, memory,
accuracy, problem solving and decision
making) depends on physical factors such
as nutrition, hydration, air quality, sleep,
physical fitness and posture. Certain tech-
nology, like lighting or heating systems,
can very easily help to improve the work-
place experience in these areas.
Technology also has the power to foster
a sense of community and to bring people
together. Professional workers can use so-
cial channels and tools like Slack and Teams
to connect with their colleagues and share
information. Thanks to technological inno-

074 W W W. I F M A .O RG / F MJ
vation, start-up businesses and SMEs
are no longer confined to their country
or origin. They can operate on an in-
ternational level, safe in the knowledge
that they can lure in the very best talent
from any and every continent if need be,
regardless of where they’re based. We’re
able to connect to a global network with
the click of a few buttons. The world is
quite literally at our fingertips.
The challenge
In this environment, it is useful to
have a 360-degree perspective on
workplace — which includes looking
at design, behaviors, tech and culture.
In other words, the totality of touch-
points. Organizations are encouraged
to look at things holistically.
The world of work is changing rap-
idly and, as such, many organizations
are trying to work out how to take
full advantage of the technology that
avails their people. But while technol-
ogy continues to get cheaper and more
sophisticated, rituals, behaviors, not
to mention conventional wisdom and
leadership thinking, don’t automati-
cally just “happen” when these tech-
nologies are implemented. It’s clear
that if FMs want to take full advantage
of the opportunities technology can
provide, then they need to work with
the wider organization to transform
the culture, leadership approach and
working practice as well.
While the effective application of
technology can help to deliver a seam-
less workplace experience, it can just
as easily inhibit it if implemented in
a haphazard or clumsy manner. Giv-
ing people access to technology they
do not understand or are not briefed
on can alienate those less tech-savvy,
and the wrong application of tech-
nology can also disturb the necessary
human element of work. It’s import-
ant to strike a balance. And to man-
age the change.
Tech enables mobility programs —
internally and externally — and it sup-
ports new ways of working. But before
we get carried away, behavioral and
cultural change must sit at the heart
of any workplace transformation proj-
ect. Change management programs
are therefore essential when embrac-
ing and integrating new tech, which
impacts the way and the where people
work. The success of such programs
does not solely sit with the IT depart-
ment. Rather, it’s down to the leaders
to inspire the collective to drive the
change. We have to be in it together.
SEP TEMB ER
The process
FM is all about people — and there are
plenty of “people issues” to work out,
including cultural and behavioral trans-
formation, learning and training initia-
tives and implementing new policies
and processes to support the transition
into tech-aided work styles. It’s about
offering the right programs and appli-
cations to help people stay connected
when teams are not physically togeth-
er. It’s about utilizing tech and data, so
facility teams can immediately address
and facilitate any user needs. Facility
managers, along with IT and HR profes-
sionals, should be at the vanguard of the
workplace tech movement, supporting
the transition and working with senior
leaders and their teams to articulate the
benefits of welcoming the often-neces-
sary change with open arms.
The process of leading behavioral
transformation and ensuring that staff
embrace change is no easy feat. How-
ever, the following tips, based on 25
years of experience in this field, should
help pave the way for those that are
planning a workplace “revolution.”
Be clear
This comes back to Price’s point.
Through discussions with senior lead-
/ OCTOB ER 2018 075
ever, the following tips, based on 25
years of experience in this field, should
help pave the way for those that are
planning a workplace “revolution.”
Be clear
This comes back to Price’s point.
Through discussions with senior leaders,
work out what you’re trying to achieve
and how you can use the transition to
new tech-led models of work (whether
that be agile, activity-based or flexible
working) to help people be at their best.
Then you need to be able to articulate
why it’s an important change, and how
it’ll help everyone in the long run.
Together, you need to answer the key
question — why are we doing this? Is
the “why” to reduce cost? Is it to recruit
from outside your typical geographical
areas? Or, are you trying to improve or-
ganizational effectiveness? And, what
is the “this?” Are we trying to facilitate
home working, remote working, or just
mobility in the office? The answers
need to be credible and honest and
communicated to the wider team.
Build a case for change
People are scared of change. It can be
unnerving because we’re creatures of
habit. But to learn and grow, we have to
push the boundaries. That said, people
don’t just change the habits of a lifetime
of work when they’re told to. The first
step is to clarify what the change is all
about, developing a “case for change,”
backed by real evidence. Then you’ve
got to work out the nitty-gritty of the
what, why, how and when of the change.
This requires obtaining and showcasing
the necessary evidence, which involves
internal research, clarifying leadership
priorities and, ultimately, figuring out
what work, workplace and technolo-
gy arrangements you’re going to apply
— not forgetting to communicate why
you’re doing it, how it’s going to work
and when the change is going to happen.
Work together
Change management in the work-
place transformation is not effective
without the tech that supports it.
And vice versa. Tech is not effective
without an effective change manage-
ment program. In order for it to be
076 W W W. I F M A .O RG / F MJ
FMJ EXTRA
Resource
Global Workplace
Analytics White Papers
successful it has to be integrated, vir-
tually and culturally, and across every
business function. What’s key is not
only the tech and tools but integrat-
ing the training and workplace proto-
cols as part of the behavioral change
management program. To do this, we
have to work collaboratively.
Unlike many other business proj-
ects, introducing new ways of work-
ing cuts across many disciplines (e.g.
IT, FM, RE, HR). Each department
representative needs to “play nice”
and link their respective contri-
butions to create a seamless infra-
structure and transition. Everybody
involved needs to understand the
change in depth and get personally
comfortable with it … because it’s
going to require them to change their
approach and work together in a way
they’ve probably never had to before.
Talk with, not at
To achieve a sustained mass behav-
ioral change, you need to do more
than just run a couple of workshops.
While many leaders are dealing with
change all the time, it’s usually tacti-
cally driven, process orientated and
doesn’t involved mass changes in
ingrained behavior. It’s, therefore,
important to take a systematic ap-
proach. You’ll need a real two-way
dialogue with each individual and
team involved in the change so that
everyone’s on the same page. Don’t
just talk — listen. And make sure ev-
eryone really “gets it.”
As a nation, we love immediacy. Peo-
ple want instant gratification and they
don’t have time to wait on the unhelp-
ful helpdesk line. We want to be able to
see and visualize the other person on the
line — we want the comfort of dealing
with a human being rather than a ma-
chine. It’s about the human experience,
not just the workplace experience — and
that’s why a tailored change manage-
ment program is key.
Change is forever
In change programs, lots of energy
goes into preparation but often the
project team disbands, and leaders
start to focus on something else before
the change is fully embedded. If you
are not careful, the behavior starts to
morph back to the old ways.
AWA founder Andrew Mawson often
jokes that change management is a bit
like having kids. Following the celebra-
tion of the birth, he says, you realize
that there is another 25 years of parent-
ing to turn your child into a decent cit-
izen! So, don’t just focus on the lead-in
to the change. Look to embed the new
way of working into your organization
to make sure the change doesn’t un-
ravel. You need to make sure the new
way is backed by the culture, leadership
models, recruitment narrative and in-
duction processes.
Leading change
The concept of the “workplace expe-
rience” has dominated the FM agenda
over the last year or so. In June, Work-
place Week New York 2018, a philan-
thropic event that raised thousands
of dollars for the “I Have A Dream”
Foundation in New York, questioned
the science behind the discourse in
order to guide facilities and workplace
professionals moving forward.
In short, the FM industry can have
a hugely positive impact on people
and broader business performance by
understanding emotional, spatial and
technological journeys and by funnel-
ling this crucial insight into curating
workplaces that support the employee
experience. FMJ
As Advanced Workplace
Associates (AWA) Director of
Global Programmes, Marita
Schardt is a workplace strategy thought
leader with 27 years’ experience in corporate
real estate, corporate design and commercial
real estate for a diverse set of clients,
including financial institutions, corporations
and professional services firms.
*Subway® is the #1 restaurant chain in total restaurant count with more locations than anyone else in the Quick Service Restaurant industry.
Subway® is a Registered Trademark of Subway IP Inc. ©2018 Subway IP Inc.
 Decision-
making
data
078 W W W. I F M A .O RG / F MJ
 BY MIKE PETRUSKY
How analytics
inform space usage
and improve
employee experience
O ver the years businesses, re-
gardless of size or sector, have
struggled with the same questions:
How much office space is needed for
employees, and is the space being
maximized to increase productivity
and reduce costs? More recently, there
has been another important question
added to the mix: How can the phys-
ical workspace not only help employ-
ees excel at their jobs but engage them
and increase their job satisfaction?
All too often the answers to these
questions have been vague. Organiza-
tions, lacking the data to make informed
decisions, have only made surface-level
observations about their workspaces.
FM and CRE personnel have been rel-
egated to taking laps around their facil-
ities, pen and paper in hand, marking
headcounts and trying to determine
how spaces are being used and when.
Not only has this been an extremely ar-
duous task, but it has been inefficient
and potentially fraught with errors, as
making estimates and assumptions can
have serious repercussions on both the
bottom line and employee satisfaction.
SEP TEMB ER / OCTOB ER 2018 079
 Goal setting, data collection and review
There’s a better way for business lead-
ers to assess their real estate portfolios
and determine how to optimize their
real estate, and it starts with goal set-
ting. FM and CRE managers must first
meet with corporate management, in-
cluding senior HR and IT personnel,
to determine the company’s objectives
and desired outcome for the portfolio.
Occupancy/vacancy ratios, lease ter-
mination dates and the desired size
of the portfolio should be considered.
Office space standards, such as the
desire to create more activity-based
workspaces or to keep assigned seat-
ing, also should be addressed, as well
as the need to create an environment
that meets the needs of employees.
Once objectives are clearly defined,
companies must establish a baseline to
better understand where they are today
and where they want to be in the future.
Considerations should include current
seating capacity, the number and capac-
ity of meeting spaces (both scheduled
and non-scheduled drop-in spaces) and
how often they are being used, and the
number of employees and contractors,
who use the space each day.
Next, management must look at
the data it has compiled regarding
space usage. Again, some companies
have missed the mark on this, as they
have relied on outmoded methods
of tracking how, where and when
employees work. More innovative
companies, however, have turned to
Integrated Workplace Management
Systems (IWMS), which consist of
various modules, as opposed to sep-
arate solutions, to gather data. These
systems measure key business opera-
tions and provide a true and accurate
visual of how processes are related
080 W W W. I F M A .O RG / F MJ
and support one another.
More specifically, an IWMS can de-
termine what space exists, how it’s WHEN EVALUATING
being used, by whom and how often.
WORKSPACES, FMS
Users upload floorplans to the system,
coordinate employee data with HR SHOULD CONSIDER
and asset data with IT and FM depart-
ments for a clear picture of how each THE FOLLOWING
space is being utilized and tracked.
This can be especially useful to organi- QUESTIONS
zations that have a significant amount
of traffic throughout the day, so that
—
they can determine peak operating
hours and how an increase in occupan-
What are the current real
cy can affect spatial demands.
A smart way to collect data unobtru- estate trends in regards to
sively, and without interrupting work- cost and vacancy rates?
flow, is via occupancy sensors. These
sensors, which must be connected to Are we looking to expand,
a wired or wireless network, can be and, if yes, by how much?
strategically positioned throughout
an office and passively measure the
What percentage of our
occupancy of any workspace, traffic
patterns and employee behavior. They employees regularly work
also can indicate what spaces are being remotely?
underutilized and even inform facili-
ties managers of what areas need to be Do we employ contract/
serviced more frequently. temporary workers who
Yet, it’s not enough for business-
need space for limited
es to simply collect data via sensors.
They must feed this information into a periods?
cloud-based IWMS that can help make
data-driven decisions. What is our employee
Once data is gathered, management demographic, and do we
can create an integration between the expect that to change?
IWMS system and the HR systems to
determine employee churn, includ-
What are the dynamics of
ing new hires and terminations. This
information will enable annual fore- our workspace? Is there a
casting reporting of employee growth great deal of interaction,
or contraction versus available space. or are do employees work
Forecasting also will help a company in silos?
determine when it will be at capacity
and require more space.
Determining strategy
Data gathered via an IWMS can help
determine if the workspace needs to be
consolidated or should be redesigned to
make it more attractive to employees. It
also can provide insights into the best
workplace strategy for a business, which
can play a significant role in recruitment
and retention. Some of the most com-
mon workplace strategies today include:
H OT E L I NG
Office hoteling is a reservation-based
style of office management requir-
ing reservation software that allows
employees to schedule workspaces,
including desks, cubicles, equipment
and conference rooms) before they
arrive at the office and only on an
as-needed basis. Facility managers can
easily gather data via the reservation
system to determine where employ-
ees are choosing to work and make de-
terminations as to why certain areas
of the office are more appealing than
others. Hoteling has been known to
improve space utilization and can po-
tentially reduce real estate costs, but
some employees find this type of envi-
ronment distracting.
HOT DESKING
This strategy allows employees to
choose from any available space at one
of several shared workstations without
requiring them to reserve it in advance.
Employees are encouraged to rotate
their seating on a regular basis. Facility
managers can use sensors throughout
the office to determine where employ-
ees sit. These sensors can also track
employee traffic and help determine
high and low traffic areas.
Like hoteling, hot desking can re-
duce costs and improve space utiliza-
tion, but users complain that there is
no privacy and that constantly looking
for a new place to work each day can
be a distracting time waster. Con-
versely, employers note that there is
more equality as a result of hot desk-
ing, and collaboration and communi-
cation often improve as employees
meet colleagues in different areas of
the organization.
ACTIVIT Y-BA SED WOR KI N G
Given the changes in the way in which
people work, ABW has become in-
creasingly popular as a workplace
strategy. It allows employees to move

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between a variety of work spaces de-
pending on the work they are doing. If
they need silence, they can opt for a qui-
et room; yet, if they need to collaborate
with colleagues, they can select a more
informal gathering space like a lounge.
ABW, which can be tracked by reserva-
tion system software, beacons and sen-
sors, can provide a wealth of important
data to management, including how
employees live in their workspaces.
Many companies are choosing
ABW, as they recognize its multiple
benefits, including the opportunity
for employees to work more flexibly
and autonomously, the fact that it
supports the needs of both introverts
and extroverts alike, and that it can
boost collaboration among employ-
ees. However, it may require an office
redesign and technology upgrades.
For example, when Hershey’s, one
of the most famous snack companies
in the world, decided to renovate its
headquarters into new and modern
space, it opted for alternative-based
working. This required an under-
standing of its employees’ needs and
a redesign of the space, allowing for 33
percent “me” space, 33 percent “we”
space, 17 percent support space, and
17 percent amenities space.
Building out the space to reflect
how employees work has had posi-
tive results. Not only has there been
an increase in employee satisfaction,
but recruitment and retention have
improved as well.
Although hoteling, hot desking and
ABW are becoming increasingly pop-
ular workplace strategies, some busi-
nesses may still prefer more tradi-
tional spaces with assigned desks and
a variety of different-sized conference
rooms. Still others may choose to
have virtual workplaces, which allow
employees to work remotely all or at
least part of the time.
Ultimately, the best workplace strat-
egy takes into account the data that
has been collected from an IWMS and
reflects the specific needs of each busi-
ness. It also considers employees and
their input as to how they engage when
working and whether or not they feel
happy in their given environment.
082 W W W. I F M A .O RG / F MJ
When data informs
Forward-thinking workplace leaders
recognize that the only way to deter-
mine the best workplace strategies
is through the careful assessment of
expertly mined data. For example,
when Genetech, a leading biotechnol-
ogy company headquartered in San
Francisco, was considering altering
its workplace strategy, it didn’t sim-
ply jump into activity-based working.
Rather, it turned to its data for an-
swers and direction. After a series of
data collection efforts, the company
discovered that 50 to 65 percent of
its employees were not in their office
or at their desks the majority of the
time. They also needed an easier way
for employees in different locations to
communicate more effectively.
This key information led the com-
pany leaders to develop the concept
of Neighborhood Work Environments
(NWEs), which involve a combination
of shared work settings, technology
and agreements to support collabora-
tive and individual work.
Employee members of the NWE
can choose from a variety of available
spaces such as small private rooms,
team rooms, open studios or drop-in
areas, depending on the type of work
they are doing.
This workplace strategy has proven
successful for Genentech, which con-
tinues to evaluate the NWEs on a reg-
ular basis. The elements that enable
successful work — social, technology
and places — are being used consis-
tently and effectively, and teams are
working collaboratively even when
they are in different locations.
Gathering data, whether it is
through employee surveys, reserva-
tion systems, sensors or some other
means, and establishing a baseline
for one’s business may be a time-con-
suming process, but it is essential in
providing CRE and FM leaders with a
clearer vision of their current space
utilization and strategic planning for
the future. It can provide insights
into cost and energy savings, space
requirements, work habits, and ser-
vice needs.
Most significantly, real-time data
that is drawn from employees them-
selves and reviewed regularly can
show key behavioral patterns, how
workers are experiencing their en-
vironment, if they are engaged, and
what changes, if any, are necessary to
improve their workplace experience.
When it comes to the workplace of
the future, data will provide the solid
foundation on which it is built. FMJ
Mike Petrusky is director of
events and growth marketing
at iOFFICE, the leading
workforce-centric IWMS software and
the only 100 percent SaaS platform
designed for the Digital Workplace. He
also moderates Workplace Innovator, a
podcast focusing on the trends and
technologies affecting today’s workplace.
 VENT TO PREVENT
CORROSION
Model 7910 MAV
Manual Air Venting Valve

Model 7950 ILV

Inline Air Venting Valve
Model 7900 AAV
Automatic Air Venting Valve

World Workplace 2018

Visit AGF in Booth #826

NFPA 13 standard requires the venting of excess air from wet fire sprinkler systems to help prevent corrosion. AGF
PURGEnVENT Air Venting Valves are designed to purge air from the system while it is being filled and vent excess air while
the system is in operation. PURGEnVENT Air Venting Valves also act as a vacuum break while draining the system. Help
prevent corrosion by installing PURGEnVENT on all of your wet fire sprinkler systems.

www.purgenvent.com
BY NANCY JOHNSON SANQUIST

The Evolution of FM
We are now talking about the Fourth Industrial
Revolution and all the disturbances that it brings,
which will most likely transform every professional
industry in the world, including FM. However,
this article will not deal with this unknown,
opportunity-laden future. Rather, it will take a
journey to the past, in the spirit of the theme of this
publication, which looks back to decades in our
past when the FM profession was born. It was a
time when we borrowed from technologies created
for architecture (building and interior architecture),
engineering, maintenance, finance and real estate
and adapted them to our new world.

084 W W W. I F M A .O RG / F MJ
1960s
“What does a playboy of the
Western World do with a new toy?”
—
I wish I could attribute that quote to renowned architect Walter Gropius during his One of the reasons for this rise
opening remarks for the Architecture and Computers Conference held at the Sher- in architecture and computer re-
aton-Plaza in Boston in December 1964, but that was not the case. It was instead search was that the buildings de-
raised by one of the 600 attendees.1 The meaning of “playboy” in the quote refers to signed and built post WWII were
the creative design architect, and the “new toy” was the computer. However, most more complex than ever before,
architectural offices could not afford these monstrous machines, which cost almost especially in the way they operated.
as much as jet airplane at that time. However, this conference was not only attend- There was the new field of interior
ed by “playboys.” It also attracted engineers, planners, and contractors — many of architecture that was evolving along
whom had been using computers to some extent since the 1950s for computation with the urban skyscraper and cor-
and estimating costs. porate campus type of buildings.
So, it was at this same Boston conference, that American cognitive scientist Mar- The floor plates were large and not
vin Minsky forecasted 30 years ahead: only required a new type of space
For in no more than 30 years, computers may be as intelligent, or more intelligent, programming and planning, but
than people. The machine may be able to handle not only the planning but the com- maintenance took on a more im-
plete mechanical assembly of things as well. Some computers now have scanners portant role. Reyner Banham called
attached to them so they can see drawings; eventually computers will have hands, it the Well-Tempered Environment,
vision and the programs that will make them able to assemble buildings, make things which consisted of heating, cooling,
at a very high rate of speed, economically. Contractors will have to face automation ventilation, lighting and acoustical
in construction just as the architects will have to face automation of design. I believe improvements to building interiors.
computers will evolve formidable creative capacity.2 Frank Duffy, a British architec-
Based on this quote, it’s obvious that the questions posed during the conference ture and workplace expert, was
were not about if computers would change the professions involved with the built writing articles about the new of-
environment, but how. Minsky was doing important research at MIT heading the Arti- fice landscaping designs coming
ficial Intelligence Lab, which worked closely with Nicholas Negroponte’s Architecture out of Germany (“burolandschaft”)
Machine Group that gave rise to a bridge between early work in AI and architecture. in the 1960s architectural journals.
Meanwhile, down the river, Erik Teicholz had become the assistant director of the He had received his MA from UC
Harvard Laboratory for Computer Graphics and Spatial Analysis (1965-1991) sup- Berkeley in 1968 with a thesis en-
porting research, the most famous of which led to early commercial graphics and titled, Work, Organization and Be-
location-based products, including Intergraph, Computervision and ESRI. havior in Office Buildings and went
In Europe, Leslie Martin and Lionel Marsh established the Centre for Land Use on to get a PhD from Princeton in
and Built Form Studies in 1967 at Cambridge, which was better known by the name 1974 on a similar topic. The furni-
ARC (Applied Research of Cambridge) when it spun off as a commercial company. ture companies like Steelcase and
This research contributed to the mathematical foundations for CAD and modeling Herman Miller were also interested
architectural forms. The work was always to support design with scientifically based in space planning and using com-
tools, not to mechanize it as some have tried to infer.3 puters to aid in these efforts.

SEP TEMB ER / OCTOB ER 2018 085

1970s 1990s
What do Cambridge and What about CIFM
UCLA have in common? and Infrastructure
— Management?
This was the era of the mini-computer, which was still a massive machine that had
to be programmed, however, the costs were coming down. In 1970, William Mitchell,
—
head of the UCLA School of Architecture and Urban Planning, wrote a paper entitled We all knew CAFM had to morph, but
Notes on approaches to computer-aided space planning. He went on to become one the real question was: What was it go-
of the founders of the six Computer-Aided Facility Management (CAFM) companies ing to become? Bruce Forbes, CEO of
formed in the next decade, and he taught at Harvard. He was also a mentor to yours Archibus, made a valiant effort during
truly (the author of this article). this period to create the new category,
In December 1978, Herman Miller hosted a conference titled Facility Influence on Computer-Integrated Facility Man-
Productivity in Ann Arbor, Michigan and the field of facility management was born. agement (CIFM), but all the other
From the very beginning, several key designers of FM software arose from architec- vendors rejected this nomenclature.
ture and space planning, engineering, maintenance and real estate to computerize The now defunct Peregrine Systems
FM business processes. changed the concept of infrastructure
management to mean that “infrastruc-
ture” was all asset classes, including IT,
buildings, fleet and even knowledge.
That term (which really means
roads, bridges, etc.) did not stick, nor
did the company brought down by the
greed of the Enron-era of tricky, albeit

1980s illegal, accounting practices. (Remem-

ber Arthur Andersen? They were Pere-
grine’s auditors.)
How did the birth of FM and
CAFM come together?
—
By 1981, the International Facility Management Association (IFMA) was created. Be-
tween 1981 and 1988, six companies created Computer-Aided Facility Management
2000-2018
solutions, including:
— Archibus and the Computer-Aided Design Group (now FAMIS) were all lead by What was the new
architects who had been exposed to this early research in computers and archi-
tecture mentioned in the previous sections
IWMS all about?
— Planon became an engineering consultancy before beginning with automating —
maintenance functionality and adding other areas later
— InnovativeTechnology Group was born from its founder’s experience in CAD and Around 2000, the influential IT analysts
space planning, as did FM: Systems company, Gartner, who were excited by
— Manhattan began creating software for the real estate investment trust (REIT) the Peregrine concept of the merging of
world and later added on other functions IT and FM help desks, hired Mike Bell
— CAFM included applications for space planning, inventory and management (in- to be an analyst for the newly emerging
cluding building stacking and blocking), maintenance, leasing and an integration technology encompassing real estate
with AutoCAD, which would become the leading 2D system after the Navy’s NA- and facility management. He named this
FAC deal that beat out Integraph for government purchasing of CAD systems. technology the Integrated Workplace

086 W W W. I F M A .O RG / F MJ
 VALUE of
The

" BELONGING
Belonging to IFMA is very
rewarding to me because it allows
me to network with other facility
IFMA is comprised of 24,000 facility management professionals across the
managers, who share many of
globe, but some of the most significant connections members make often
the same issues I face. It also
take place within IFMA’s membership subgroups.
allows me to mentor young
facility managers and students
Chapters, Councils and Communities are groups that make it easier for you
interested in becoming facility
to connect with fellow members with whom you share common ground —
managers or enhancing their
whether that’s location, industry you work in or the building type in which
FM skills and experiences.
you practice.
– Dave Riker, IFMA Member
since 2005 In addition to our components, some of IFMA’s membership benefits include:

• Knowledge Library, offering all FM content in one place

• Educational opportunities to help you meet your career goals
• Global FM conferences and tradeshows
• Job Net, an online FM Job Board only available through IFMA
• And more…

For more details regarding membership benefits,

please visit www.ifma.org/your-ifma
 I N N O V A T I V E
Products & Services

Flyability’s collision-tolerant drone keeps EZ Exit Emergency

production going during facility inspection Lighting Kit
turns T-grid into
a pathway to the
nearest exit
When an emergency happens,
panic sets in. Darkness and
confusion make it difficult to
find the nearest exit. With the EZ
Exit Lighting Kit, Fulham Co. Inc.
has developed an aesthetically
pleasing way to light the path to
safety using add-on linear LED
lights integrated into existing
T-grid ceilings.
The EZ Exit kits are designed
to fit into any conventional T-grid
ceiling, either as a retrofit or
The challenge: How do you inspect the ceiling of a vast production facility part of new construction. The EZ
without having to shut it down? Czechoslovakian beer company Pilsner Exit 24-inch unit has 10.7W of
Urquell found the solution with Swiss company Flyability’s collision-tolerant emergency output, delivering 1,480
Elios drone, designed to navigate difficult spaces. lumens; and the 48-inch unit has
The annual inspection of the 30,000-square-meter (approx. 322,917 square a 17W output in emergency mode
feet) plant is generally performed by five workers who climb to the ceiling on with 2,485 lumens. Both LED
scaffolding. The process takes over a month, and the work is dangerous. It’s units are equipped with a HotSpot
also costly — production is stopped in the areas being inspected. constant power driver that delivers
Reducing production of 60,000 bottles of beer per hour for over 35 days was 90 minutes of emergency power
considered a standard business expense, until the team at Drony SITMP — a after a 24-hour charge time. EZ
drone service provider based in the Czech Republic — proposed a method of Exit units come with an integrated
inspection that did not stop production. test switch and carry a five-year
Able to gather good footage while bouncing unharmed off obstacles, manufacturer warranty.
Flyability’s Elios negotiated electrical wiring, sound barriers, sprinklers and — V I S I T fulham.com
vents to inspect the beams and trusses of the plant. The inspector directed — I N S T A G R A M @FulhamUSA
two drone pilots to the required areas, getting the data necessary to complete or @FulhamEurope
a detailed report for the brewery in only 12 days. The project saved Pilsner
Urquell more than three weeks of inspection time with no shutdown of the
bottling facility.
Pilsner Urquell was the first in the Czech Republic to use this method for
roof inspections, and plans to expand the drone program to other locations.
— C A S E S T U D Y hubs.ly/H0cYRVg0.
— V I S I T flyability.com
— I N S TA G R A M @fly_ability

SEP TEMB ER / OCTOB ER 2018 089

 I N N O V A T I V E
Products & Services
iCOMM provides
remote monitoring
for commercial
hot water systems
Breaking down old barriers
surrounding remote monitoring
and hot water management,
State Water Heaters’ new
iCOMM Connectivity Platform
places control firmly in the
hands of facility managers
and commercial plumbing
contractors.
Available via the State Water
Heaters’ app on iOS- and
Android-ready mobile devices,
the iCOMM platform makes it
easy to monitor and maintain
commercial hot water systems
from virtually any smartphone
or tablet. All of the company’s
ULTRA FORCE® SUF® models
now come standard with onboard
Wi-Fi, which makes remotely
connecting and interacting with
ULTRA FORCE water heaters easy
and free. Once connected, users
can interact with one or multiple
heaters on the app, adjusting
temperature and differential,
viewing status and fault history,
and setting custom alerts.
The iCOMM platform is designed
for commercial applications such as
institutions, multifamily housing,
restaurants and hospitality
spaces that will benefit from its
ability to provide mobile two-way
communication. These services
come all at no cost for hardware,
subscriptions or any other fees.
— VISIT
statewaterheaters.com
090 W W W. I F M A .O RG / F MJ
WaveLinx smart lighting brings greater
campus-level control to building networks
Power management company Eaton has expanded its award-winning WaveLinx
Wireless Connected Lighting System, broadening its application from stand-alone
facilities to include building networks. With Eaton’s Lighting Xpert Insight software,
WaveLinx offers connectivity with other IoT and smart building management
systems to bring enhanced insights and wireless control of indoor/outdoor lighting
to commercial facility managers. In addition, the latest mobile app enhancements
help reduce system commissioning updates by up to 30 percent.
The expanded smart lighting system can be applied on college campuses,
health care facilities, office parks and more. Used with Eaton’s Lighting Xpert
Insight 6.1 software, it connects with BACnet, energy management systems
and third-party applications using standard API protocols. WaveLinx also offers
the industry’s first “Smart Tips” capabilities to deliver alerts in real-time,
providing suggested steps to address issues, reducing the time spent and cost of
troubleshooting.
Designed for plug-and-play connectivity with automatic energy code
compliance, WaveLinx commissioning enhancements include automatic firmware
updates as devices join the network. This further reduces installation time for
electrical contractors and brings greater flexibility to facility managers looking to
expand or make updates to the system.
— V I S I T eaton.com/wavelinx or eaton.com/connectedlighting
ShurSEAL knifeless packaging minimizes
worker injury and damage to contents
The most common way to open a box is using a knife or box-cutter. Knife cuts
account for approximately 30 percent of workplace injuries; of those, 70 percent are
lacerations to hands or fingers. Eliminating the need to use a sharp object to open
cartons minimizes the risk of worker injury, saving time, money and frustration, as
even small cuts can have a major impact on operational efficiency.
Shurtape Technologies developed its ShurSEAL® Packaging Solutions to address
common case-sealing issues, including worker injury and product damage caused
by knife cuts. The ShurSEAL® solution features Folded-Edge® Technology, which
automatically folds both edges of the packaging tape along the length of the
carton as it’s applied. It creates a dry edge that allows the consumer to easily grip
the tape and remove it by hand.
Designed for packaging station applications in a variety of industries, the
FlexPack Taping System is a multi-axis, manual taping solution. For manual
sealing applications, the Folded-Edge Hand Dispenser is designed with the same
patented Folded-Edge Technology.
— V I S I T shursealsecure.com

enMotion® Flex
Paper Towel System
enhances the
washroom experience
GPS-enabled site and building plans
enhance the efficiency of online work orders
Common Areas’ easy-to-use,
collaborative operations software
empowers businesses to work
together across departmental and
organizational boundaries to create
unequaled operational efficiency.
With the launch of Common Plans — a
cloud-based, asset mapping subsidiary
— users can more accurately and
efficiently locate, create and share
online work orders plotted in and
around properties and facilities.
Common Plans are customized,
easy-to-understand, multilevel site,
building and facility plans that have
been converted from cumbersome,
Winner of a 2017 ISSA Innovation Award,
Georgia-Pacific Professional’s (GP PRO)
enMotion® Flex Paper Towel System
is designed to help facility managers
reduce waste, improve productivity and
enhance customer satisfaction.
The system incorporates GP PRO’s
proprietary Dual Roll Auto-Switch
Technology, which consumes the
smallest roll first and allows for 100
percent usage of each roll before
switching to the standby roll. The
premium system provides many
benefits, especially to facility managers
and customers in office buildings and
high-traffic areas such as airports,
stadiums and casinos:
» Improved dependability. Addresses
the frustration of jams and towel
run-outs.
technical architectural, engineering and
system drawings. They enhance the
effectiveness of traditional plans by
allowing users to plot and share online
work orders by GPS location, building
level and asset layer (plumbing,
electrical, life safety equipment,
I N N O V A T I V E
Products & Services
» Reduced waste. Uses an entire roll
before switching to the standby roll.
» Enhanced experience. Touchless
dispensing design helps improve
hygiene.
» Improved sustainability. Offers
recycled and third-party certified towel
options, and can help a facility earn
credits in several LEED® categories.
With its custodian-friendly design,
the enMotion Flex Paper Towel System
supports GP PRO’s Take Notice
initiative, an appreciation program
designed to recognize and motivate
custodial staff for the tremendous
work and effort they put into keeping
workplaces clean.
— VISIT
gppro.com/products/paper-towels
landscaping, etc.). Common Plans
ensures that all teams — regardless
of their experience with architectural
drawings — can confidently work from
the same easy-to-read plans.
Equipped with Common Plans,
Common Areas users can more
accurately and easily pinpoint the GPS
location of an issue and collaborate
across the entire property team of
owners, managers, operators and
service businesses to ensure that work
is resolved on time and within budget
— all from their mobile device, tablet or
desktop computer.
— V I S I T commonareas.com
SEP TEMB ER / OCTOB ER 2018 091
Advertiser Index Companies in bold are IFMA
Corporate Sustaining Partners

WW18
BOOTH #
ACOUS TIC AL/SOUND M A SKING
LogiSon Acoustic Network | +1-866-LOGISON | www.logison.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BC #1127

BUILDING COMPONENTS
SOPREMA | +1-800-356-3521 | www.soprema.us . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 051 #1405

B U I L D I N G M A I N T E N A N C E / S U P P L I E S/ E Q U I P M E N T
JLG | +1-877-554-5438 | www.jlg.com/en/X770AJ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 039

ELEC TRIC AL/ WIRE MANAGEMENT

Connectrac | +1-877-357-7536 | www.facilityfreedom.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 002 #1501
Legrand | www.legrand.us/furniture-power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 005

FIRE PROTEC TION S YSTEMS

AGF Manufacturing, Inc. | +1-610-240-4900 | www.purgenvent.com. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 087 #826

F M C O N S U LTA N T S/ S E R V I C E S/ P R O V I D E R S
C&W Services | +1-888-751-910017 | www.cwservices.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 017 #701

F O O D/ B E V E R A G E S E R V I C E S
Subway® | +1-800-888-4848 ext. 1313 | www.subway.com. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 081

FURNITURE
VARIDESK | +1-888-988-5287 | www.varidesk.com/fmj . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 013 #1219

L A N D S C A P E / M A I N T E N A N C E / P L A N T S/ S E R V I C E S/ S U P P L I E S
Ambius | +1-888-446-5491 | www.ifma.ambius.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 033

H E A LT H/ S A F E T Y
New Pig Corporation | +1-800-HOT-HOGS | www.newpig.com/grippyswitchkit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 045 #1609
Regan Scientific | +1-817-552-4022 | www.reganscientific.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 007

J A N I T O R I A L S E R V I C E S/ C L E A N I N G P R O D U C T S
Essity Professional Hygiene North America LLC. | +1-866-722-8675 | www.torkusa.com/peakserve/ . . . . . . . . . . . . . . . . . . . . . . . . . . 067 #1719

PEST CONTROL
Xcluder® Rodent and Pest Defense | +1-847-495-4700 ext. 112 | www.buyxcluder.com/commercial_solutions . . . . . . . . . . . . . . . . .011

R E S T O R AT I O N/ M A I N T E N A N C E
Miracle Method Surface Refinishing | +1-877-832-0404 | www.miraclemethod.com/commercial . . . . . . . . . . . . . . . . . . . . . . . . . . . . 059 #1527

ROOFING
Sika Sarnafil, Inc | +1-800-576-2358 | www.usa.sarnafil.sika.com/self-adhered. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 009

S E C U R I T Y/ S E C U R I T Y S Y S T E M S
Townsteel, Inc. | +1-877-858-0888 | www.townsteel.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 077

S O F T WA R E S O L U T I O N S
ARC Technology Solutions | +1-855-500-0660 | www.go.e-arc.com/IFMA1809 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 041
ARCHIBUS, Inc | +1-617-227-2508 | www.archibus.com/team-space. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 003 #616
FM:Systems, Inc. | +1-800-648-8030 | www.info.fmsystems.com/bookME.html . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 099 #1027
STARC Systems | +1877-203-2272 | www.starsystems.com/infection-control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 049

Advertise in FMJ magazine and build your brand awareness in front of the biggest FM community in the world. FMJ is the only industry
magazine backed by the strength of IFMA’s 24,000+ (and growing) global membership. More than 85 percent of IFMA members say FMJ
is one of the most beneficial publications they read, and more than 70 percent save each issue of FMJ for a month or longer to use as a
reference. Visit http://bit.ly/MediaKit_IFMA to download a copy of IFMA’s media kit.

094 W W W. I F M A .O RG / F MJ
 TOUCHSCREEN
DISPLAY

COLLABORATIVE
AREAS

AVAILABILITY AT
A GLANCE

THE
DYNAMIC
WORKPLACE
FM:Interact are registered trademarks and FM:Mobile is a trademark of FM:Systems, Inc. 0217
©2015 FM:Systems Inc. Raleigh, North Carolina, USA. All rights reserved. FM:Systems and
Workplaces are rapidly changing, and so is your approach to space reservation.

FM:Interact bookME is all about the Mobile Employee (ME). bookME extends the functionality of
FM:Interact’s industry leading Space Management solution to the entire organization by enabling
employees to view room availability and reserve spaces with a user-friendly mobile interface.

No more wasting time looking for an available conference room. No more walking to the other
side of the building to see that someone else is already in your reserved space.

Find out how bookME can help streamline your dynamic workplace.

Learn more by visiting http://info.fmsystems.com/bookME.html

Please come by booth #1027 at IFMA’s World Workplace Conference & Expo to find out more.

SPACE
SPACE&&OCCUPANCY
OCCUPANCY••MAINTENANCE
MAINTENANCE&&ASSETS
ASSETS••LEASE
LEASE&&REAL
REALESTATE
ESTATE
PLANNING
PLANNING••PROJECTS
PROJECTS&&SUSTAINABILITY
SUSTAINABILITY••ROOM
ROOMSCHEDULING
SCHEDULING&&HOTELING
HOTELING
••MOBILE
MOBILE&&WORKPLACE
WORKPLACESURVEYS
SURVEYS••BIM
BIM
WWW.FMSYSTEMS.COM
WWW.FMSYSTEMS.COM 800.648.8030
800.648.8030
e x t e n d e d
exclusive online section featuring expanded fm coverage

Ask the Experts . . . . . . . . . . . . . . . . . . . . . . . . . 098

Contributed by IFMA’s Facility Management Consultants Council

Evolving Core Competencies . . . . . . . . . . . . 101

Contributed by IFMA’s Environmental Stewardship, Utilities and Sustainability
Community Strategic Advisory Group

Is Your Building Working for You? . . . . . . . . . 105

By Sanjay Roy

Components in Focus. . . . . . . . . . . . . . . . . . . . . 108

Vendor Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . 110

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M ANAGING 21ST CENTURY SPACES

Ask the Experts

In each issue of FMJ, IFMA’s Facility Management Consultants
Council shares some commonly asked FM-related questions
accompanied by advice from top FM consultants. The questions
and answers presented in this section align with IFMA’s core
competencies following the themes outlined for the given
edition of the magazine. While the following answers are
intended to be helpful, these responses should not be deemed
complete and are limited in context by the space allocated.
Please contact the individual consultants directly for further
explanation of the opinions expressed. The theme of this edition
of FMJ is “The Evolution of FM.”

CONTRIBUTED BY The Facility Management Consultants Council (FMCC) represents more

than 300 FM consultants from various countries around the globe.
Its mission states, “The FMCC is the resource and voice for facility
management consultants worldwide to leverage our collective expertise
to benefit IFMA members, and the facility management profession.”

098 EXTENDED W W W. I F M A .O RG / F MJ
Surveys show that CEOs consider attracting and retaining great employees as one of
the most critical issues their companies face — now and in the future. This is painfully
evident in the field of facility management. As an FM consultant, what advice would you
give to FMs to attract and retain great employees in their FM organization?

As with any effective leader, a director of All candidates and hired FMs want to
A: facilities must do the following to retain
talent in their FM staff:
A: experience:

— Understand their strengths and weaknesses. — interesting and contributory O&M work and
Help them overcome their weaknesses and projects
capitalize on their strengths. — periodic and relevant education and training
— Be fair with them. Listen to their side of the story. opportunities
Help them to understand a better way of solving — supportive leadership with timely and candid
problems and more effective ways to deal with feedback
difficult customers. — a vision of next steps for development and/or
— Mentor them. Create a career path that leads to promotion
learning, growth and professional certifications.
Help them to stretch and go outside of their While fulfilling the above, FM leaders need to:
comfort zone. — cultivate HR to understand their jobs and
— Help them to see your vision of what they can requirements
become. — appropriately allow staffers to take good jobs
— Have fun along the way. Create opportunities for elsewhere
some team fun and team-building experiences — ensure executives know your whole group and
outside of the office. not just you
— Create a regular time to meet while conducting a — never take a poor performer who needs “one
quality control program where you are continually more chance”
exploring improvements to your processes and
procedures – leave your titles at the door. Dr. Doug Aldrich
— Support each other and create a supportive CFM, IFMA Fellow 
atmosphere. —
— Consider a program where your staff temporarily 720-253-8974
switches jobs with someone else in your doug.aldrich@comcast.net
department, so that your staff understands what
the rest of your department staff does.
— Strive for professionalism in all that you do,
including dress and grooming.
Visit FMCC online or join the
Richard Fanelli conversation on the council’s
AIA, CFM, IFMA Fellow
Principal, FM Studios
LinkedIn group
— —
3928 Pender Drive, Suite 220
Fairfax,Va 22030 fmcc.ifma.org or http://linkd.in/1gAa8ae
Main 703-563-0380 | Direct 703-563-0379
www.fmstudios.com

SEP TEMB ER / OCTOB ER 2018 EXTENDED 099

 Frame your opportunity. Hire and
A: develop with growth and change in mind.
What makes a great staff member?
Communication, learning, knowledge and skills,
appetite and persistence for problem solving,
genuine and evident regard for people. Fitting into
the culture of your organization cannot be ignored,
but people can fit in a great variety of ways.
Manage: stay organized and informed. HR
is your partner providing an institutional and
administrative framework for staffing.HR should
be able help develop position descriptions,
compensation levels, typical qualifications and
find out representative turnover rates. To develop
and motivate staff, HR should work with you
to adopt proven programs and approaches that
fit your circumstances and needs. Set mutual
expectations with HR to benefit from their
knowledge and resources.
Lead: be a great employee. Your leadership
is essential. FM roles and functions begin from
yourself at top management’s door and extend
to key staff and to technical team leaders
and members. Be known. Appreciate and be
appreciated. Gather everyone occasionally. Rely
on key staff to identify, recruit and keep good
employees. Trust and be trusted. Justify trust.
Good staff will refer others. If they need to move
on, they will let you know why. You might change
their minds.
David Reynolds
CFM
FM-CONSULT-CREATE
— two job offers, the first one is paid more, but the office is classic
504-481-2627
DavidReynoldsFM@pobox.com
Questions regarding the
Ask the Experts section?
— workplace will certainly have a different answer for both. In my
Mark Sekula
IFMA Fellow, CFM, FMP, LEED AP
President of Facility Futures, Inc.
msekula1@wi.rr.com
100 EXTENDED W W W. I F M A .O RG / F MJ
Of course, attracting, recruiting and retaining great
A: employees is a new and major challenge for
companies. New, because today like never before
people are ready to move for the best job they can find. Thirty
years before, when you came out of your lawyer studies, you just
found a job next to your family, or your friends, and began your
career locally. Today, the world is open and easily accessible,
and with a willingness and effort, you can work anywhere in the
world. So, what can make the difference between a job locally or
one 4,000 miles away? Of course, job description, your personal
affinity for the company, but also, and a large number of studies
show it especially for Millennials, the workplace.
This is important because the globalization of the economy
and markets, and the emergence of new types of organizations
(like startups), change and increase the competition for
companies. Competition to remain attractive for its customers,
but competition also to stay attractive for new talent. And
without these new talents, those who are a source of innovation,
creation and inspiration, the company will lose opportunities.
Facility management is one way — among many — to achieve
this strategic objective.
Often seen as a pure cost center, the FM department can
sometimes, unfortunately, be managed with a “cost killer”
approach. But let’s not forget that it’s a value center, too.
As a profession, facility management’s purpose is not to
continually cut costs, but how to manage the workplace to
help people give their best performance in the most safe and
sustainable conditions.
Indeed, well-being at work is the great topic of the moment
(in France, at least). Workers want the basic stuff (light, thermal
comfort and ergonomic furniture), but are now wanting other
things like spaces that support them in work and in life balance
and services like concierge, child care, fitness centers, cafes,
etc. Let’s take another look at the example of the lawyer. He got
and there are no added services. Just the basic stuff. The second
offer is less money but provides some of those additional
services. Thirty years ago, maybe the first job offer one would
have been chosen without hesitation. Not today.
Obviously, FM is a key partner to creating an adapted
workplace, because this is what companies need to attract,
recruit and retain great employees. But, as always in this
field, there is no “miracle solution.” I had the chance to work
in two very different industries (a bank and a mail sorting
manufacturer), and the question of the most attractive
view, the first thing is to ask is what kind of people do I need
to hire. And when I know “who” I will hire (engineer, trades
person, technician, designer), and what this kind of professional
expects from their workplace, I can invest and transform it to
make it attractive.
Tristan Ragusa
—
+33 6 11 77 60 78 
tristan.ragusa@gmail.com

Evolving
Core
Competencies
We can’t discuss the evolution of FM without including an
examination of our core competencies. One can argue that
competencies are ever evolving to some degree, but this
article will focus on a few standout items highlighted below:
Leadership and Strategy
Operations and Maintenance
Finance and Business
Sustainability
Project Management
Occupancy and Human Factors
Real Estate
Facility Information Management
& Technology Management
Risk Management
Communication
Performance and Quality
Note that there are many areas of overlap between the
competencies. This discussion will attempt to focus on
the dominant evolution factors affecting a given competency.
BY D E A N S TA N B E R RY
FINANCE AND BUSINESS
FM has always been a finance and busi-
ness function, nevertheless the explo-
sion of smart building technologies
(IoT1) is raising the bar for FMs in terms
of data analytics skill requirements. FMs
have been able to get along with begin-
ner to intermediate skills in Microsoft
Excel, but that will not suffice in the
near future. Smart building technolo-
gies generate massive amounts of data
that exceed the mere million-row limit
in Excel. Fortunately, there are many
new business intelligence (BI) tools out
there not limited by the size of the data
set to provide advanced mechanisms to
analyze and visualize data — moving
from data, to information, to insight.
As a matter of fact, there are more
tools available than can be mentioned
here. Gartner Group is a good source for
objective analysis2 of the BI tools mar-
ket. However, before launching into an
investigation of business intelligence
tools, please check in with the IT team
first. Chances are the company has al-
ready made a choice and investment in
a specific business intelligence platform.
An FM may only need to jump on board
to start taking advantage of the BI plat-
form’s benefits.
Some FMs may need to expand their
knowledge base by first learning the ba-
sics of business intelligence before div-
ing into the depths of a specific business
101
intelligence platform. A simple search for “business in-
telligence tutorials” will yield a number of free website
and YouTube sources for additional information. There
may be a steep learning curve depending on an FM’s
background and current knowledge level. However, the
sooner you start, the better prepared you will be when
the data analysis demands land in your lap. It’s not a mat-
ter of if — but when.

SUSTAINABILITY
Some might be tempted to think that we have solved the sustainability thing — but
that would not be correct. While there have been great strides in sustainable design, Renewable
construction, materials and operations, we are still a long way from a truly net-zero built
environment. So, what are the next big things FMs will face in the area of sustainability? energy is not
Renewable Energy.Renewable energy is not new, but most FMs have not had a
requirement to evaluate renewable energy options and make recommendations suit-
new, but most
able for their company and circumstances. Evaluating renewable energy alternatives
involves a number of factors, including the company’s strategy, location (geogra-
FMs have not had
phy), building characteristics, stage of building systems life cycle, renewable tech-
nology options and renewable sources/service providers. There is still a bit of guess- a requirement
work involved, as this is a long-term investment with considerable variability in key
factors, including advancement of renewable technologies and the pace of energy to evaluate
rate increases. To learn more about the renewable energy evolution, a Google Schol-
ar search3 will yield a number of authoritative articles on the subject. renewable
Utility Deregulation. Within the last forty years we have witnessed the deregula-
tion of the airline and telephony industries. The next big industry deregulation event
energy options
will likely be in public utilities. If history is any indicator, we know that government
gets out of the regulation business badly. Generally, this means a period of industry and make
chaos and price turbulence — with consumers often being the big losers.
So, what does this mean for FMs? Historically, public utilities have been in the recommendations
business of generation, transmission and distribution. The advent of large-scale re-
newable energy sources is cutting into the utility industry’s monopoly on energy
generation. As indicated in Jeremy Rifkin’s 2017 World Workplace Keynote4 address,
suitable for their
the utility industry may be faced with over a trillion dollars in stranded assets (ener-
gy generating plants with unrealized depreciation value). This trend is also linked to
company and
decarbonization of the energy infrastructure. Articles by Deloitte and MIT5 provide
pointers to the utility industry’s future. Ultimately this means FMs will be shopping circumstances.
for their energy sources. This is a reality today for many locations in the U.S. and
around the world. The Environmental Protection Agency (EPA) offers an overview
for the U.S. Electricity Grid & Markets6.
Other topics that fall under the umbrella of Sustainability include wellness &
well-being, discussed under Occupancy and Human Factors, and resilience, dis-
cussed under Risk Factors.

OCCUPANCY AND HUMAN FACTORS

There is an increased interest in wellness and well-being related to workplace pro-
ductivity, employee engagement and employee satisfaction. What started out to be

102 EXTENDED W W W. I F M A .O RG / F MJ
 well-intentioned (but often failed) corporate wellness
programs has evolved into new well building rating sys-
tems. Two examples include WELL and Fitwel7. These
rating systems go beyond the simplistic corporate exer-
cise program to address humanistic aspects of workplace
design, including air quality, access to natural light, ergo-
nomics and healthy food choices.
For example, Harvard University published a study
relating the impact of increased CO2 levels on cognitive
function8. The results of the study concluded that cogni-
tive function scores were better in lower CO2 conditions
compared to the conventional building conditions across
nine functional domains, including crisis response, strat-
egy and focused activity level.
On average, cognitive scores were 61 percent higher in
lower CO2 conditions and 101 percent higher in enhanced green building conditions.
CO2, VOCs and ventilation rate all had significant, independent impacts on cogni-
tive function.
Well-being extends beyond the built environment to working conditions such as
team interactions, supervisor and management relationships, work/life balance and
overall job satisfaction. New publications on the subject of wellness and well-being
identify correlations between an individual’s general health and emotional wellbe-
ing to the factors cited above9.
FMs have always played a role in workplace aesthetics and satisfaction with the work
environment, but the well building certifications and well-being factors take this role to
a new level. This facilities management discipline may be worthy of its own credential —
something along the lines of a Workplace Environment Professional (WEP).

FACILITY INFORMATION MANAGEMENT & TECHNOLOGY MANAGEMENT

Circling back to the discussion of IoT, the exponential growth of low-cost, wireless
sensor technologies has fueled the advancement of smart building systems. No longer
constrained to responding to simple changes in temperature or ambient light, build-
ings are now able to react and interact with their occupants. This is bringing about a
whole new set of measures and expectations regarding the occupant experience.
FMs will need to acquire new skills around sensor technologies, smart building
systems and artificial intelligence. Where can this knowledge be attained?
FMJ has published recent articles on IoT10 and will offer more in the coming Nov/
Dec FMJ sustainability issue.
Virtually every building systems vendor is investing in IoT and smart building
technologies and are happy to educate their customers about their new products
and capabilities.
The 2018 World Workplace educational program will offer a number of sessions
dedicated to the technology track. FMs don’t need to look very hard to find educa-
tional material on this topic. Needless to say, the evolution of this core competency
is more in the “here and now” rather than a future requirement.

RISK MANAGEMENT
Risk management may be a less obvious subject in the evolution of core competen-
cies. However, consider the increased attention on resilience. While resilience has
relationships to finance, business and sustainability; it is fundamentally a risk man-
agement strategy. Companies invest in resilience when the prospect of potential

SEP TEMB ER / OCTOB ER 2018 EXTENDED 103

lost revenue greatly exceeds the cost of implementing
resilience measures. Renewable energy is not new,
Resilience is most often associated with recovering
from some form of physical disaster. However, there are
many events where resilience can play a role in business
but most FMs have not had
continuity — even when a natural disaster isn’t involved.
Consider a simple power outage, which may result from
a requirement to evaluate
many non-disaster related events. Having a building
generator and UPS system is a well-known form of resil-
renewable energy options
ience. Any business located in an area where the utility
grid is historically not reliable probably has basic power and make recommendations
generation alternatives in place. But what about larg-
er metropolitan areas where the grid is generally more
reliable? In 1977, the Northeast experienced a blackout
suitable for their company
affecting nearly 30 million people11. This drove efforts to
improve the resilience of the utility grid, but can FMs
and circumstances.
be totally dependent on the resilience efforts of others?
Resilience has even found its way into dominate rat-
ing systems, such as USGBC’s LEED certification. However, these efforts still
only address resilience at the single-building scale. The next step in this discus-
sion is how to achieve resilience at metropolitan scale. This will involve newer
technologies such as micro-grids, large-scale energy storage and ubiquitous re-
newal energy sources.
Resilience will likely evolve to become a cornerstone of risk management. This
timeline may be a bit further for most FMs, but it would be prudent to stay current
with the topics and technologies mentioned above.

WHAT’S NEXT?
IFMA’s core competencies must grow to keep pace with advances in technology,
business practices and societal evolution. IFMA will no doubt update core compe-
tencies and credentials over time, but many career-affecting events are progressing
at an increasingly rapid pace. REFERENCES
A mid-career FM professional today will witness monumental change in their
role, responsibilities and profession over the next twenty years. FMs need to control 1. Internet of Things, aka IoT
their own destiny by being aware of the technological and cultural changes affecting 2. Gartner.com – Peer Insights
their profession and take appropriate steps to remain relevant (i.e. employable).
In case you hadn’t noticed, the future appears to have arrived .... yesterday. FMJ 3. Renewable Energy – Authoritative
Articles

4. Jeremy Rifkin – Opening Keynote

Dean Stanberry, CFM, LEED AP O+M, is a solutions-oriented facilities profes- 5. Deloitte

sional with over 20 years of broad-based experience in facilities management, 6. EPA – U.S. Electricity Grid &
real estate portfolio management, process & quality improvement, procurement, Markets
workplace services, program and project management, space & occupancy planning, sus-
tainability, information systems implementation, and critical environment operations. An 7. WELL; Fitwel
accomplished communicator, he has presented at international FM conferences, published 8. Harvard University Study
articles and a contributing author of the book “Technology for Facility Managers.” Dean is
an active industry advocate; serving in a number of volunteer leadership roles as a member 9. The Healthy Workplace Nudge
of the International Facilities Management Association (IFMA), the IFMA Foundation, 10. Jan/Feb FMJ – A Second Look at
and the U.S. Green Building council. He is currently a member of IFMA’s Global Board of Smart Buildings
Directors and chairs the Environmental Stewardship, Utilities & Sustainability (ESUS)
Community. Dean can be reached by email at mdstanberry@comcast.net. 11. The 12 Biggest Blackouts in
History

104 EXTENDED W W W. I F M A .O RG / F MJ
Is
your
building
working
for
you?

BY SA N J AY ROY

SEP TEMB ER / OCTOB ER 2018 EXTENDED 105

 A building is more than just four walls filled with
furniture. A building is alive with information
— a key company asset that is a substantial
contributor to organizational missions. It’s also
fair to say that any building is only as good as its
processes and associated outcomes.
First and foremost, though, the heart of any building and a significant factor in its
usefulness and profitability is the people who use it — its occupants. We often think
of this critical group as a challenge to be met. Issues ranging from desires to com-
plaints can make occupants difficult to deal with. Some might say a facility manag-
er’s life might be a lot simpler if buildings were empty.
That is to ignore the vast opportunity occupants represent. In addition to being
a key group that should be happy in a building, the people moving through a space
can be one of the single largest sources of information for building improvement.
When connected with the right technology, building occupants act as an important
information opportunity, sharing insights into buildings’ strengths and inefficien-
cies that may have been difficult or even impossible to discover otherwise.
Buildings are chock full of opportunities to harness data that can enhance the occu-
pant experience, drive engagement and improve building performance. Virtually every
building, from hospitals to retail spaces, can benefit. When examining an occupant-cen-
tric approach to smart building management, there is one technology that often has the
potential to revolutionize a facility manager’s approach — the smartphone.

Connected devices
With approximately 77 percent of the U.S. population1 owning a smartphone, a high
percentage of modern occupants are connected. On any given day, a person entering
a building has likely already provided feedback through their smartphone to count-
less third parties, whether it be through a ride sharing service, food ordering app, or
retailer via an online store purchase. Not only are they typically willing to provide
feedback to enhance an experience, they often expect it.
Why should their occupancy experience be any different?
The smartphone is a ready-made pathway for a facility manager to gain intelli-
gence on a person’s building likes, dislikes, location and other useful data. When
facility managers give smartphone users the ability to use mobile applications to
offer insights, they are empowering occupants to provide often helpful feedback on
spaces, like reporting an unclean facility or a potential safety hazard.
By utilizing a user’s ability and willingness to provide real-time feedback, facility
managers can leverage people and human intelligence as “sensors” to not only
improve an occupant’s overall experience, but to also make sure their building
works better for them, potentially having a positive impact on safety, energy use
and cost savings.

106
Two-way communication By utilizing a user’s
It’s vital that occupants see and hear how their input goes toward potentially im-
proving a building space. Providing them with a single, digital portal through which ability and willingness
to give and receive feedback in a manner they’re used to, such as a mobile app, can be
a huge asset in creating and sustaining a relationship between facility managers and
to provide real-time
occupants. Multi-functional mobile apps work on multiple levels to help connect feedback, facility
building occupants to their workplaces.
With access to a connected mobile app, a building occupant can communicate managers can leverage
with facility managers at the touch of a button, enhancing occupant engagement.
For example, an occupant may walk into a conference room and immediately feel a
people and human
wave of heat as they find their seat. If no other rooms are available, they may have no intelligence as “sensors”
choice but to stick it out in an overheated room. For obvious reasons, this negatively
impacts the occupant’s experience and could even lead to a decrease in their produc- to not only improve
tivity and performance. Without a connected solution, the occupant may suffer then
later complain to their office manager or facility manager.
an occupant’s overall
If, as a facility manager, an IoT-connected building and a connected mobile solution experience, but to
are implemented, that situation could turn out very differently. It’s possible the occupant
still enters the room and feels a wave of heat, but they can immediately note the issue via also make sure their
an app and alert proper personnel. In this scenario, the conference room temperature
could quickly be fixed, providing the occupant with a much more enjoyable experience.
building works better
This open line of communication for situations like room temperature and facility for them, potentially
cleanliness also helps to identify problem areas in the future and helps to maintain
optimized environments. having a positive impact
Data-driven decisions
on safety, energy use
By identifying opportunities to connect mobile apps with people in a building, facility and cost savings.
managers also enable data collection to enhance their decision-making. Facility man-
agers can collect real-time information from occupant feedback and develop insights
that help to improve their building – both for occupants and the owners. In addition
to smartphone apps, there are other sources of data that managers can use to create an
enhanced and more holistic view of their building’s performance and to make more in-
formed decisions, including sensors measuring everything from temperature to lighting.
One of the ways facility managers can source and utilize occupant data is via way-find-
ing technology on mobile apps. Buildings such as hospitals, complicated offices and large
retail spaces can be challenging to navigate, but with a mobile app that harnesses IoT
connectivity, occupants can utilize turn-by-turn navigation, location sharing, and prox-
imity notifications to more easily find a particular area of interest or destination. REFERENCES
1. www.pewinternet.org/fact-
Building owners can use the data provided to gain insight into foot traffic and flow. sheet/mobile
This valuable information can be used to identify high-traffic areas, which can help when
determining which spaces may need more maintenance, custodial attention and even in-
form the cost of rent in commercial shopping buildings. It also helps to cut down on un- Sanjay Roy is a
necessary signage and cost, as well as provides occupants with more helpful directions. Honeywell Building
Solutions Global
A building that works for FMs Product Manager. He has been in
The ability to gain enhanced data lies in smartphone technology and an intelligent the industry for almost 20 years
use of mobile apps, with occupants at the heart of any technology strategy. A “smart” and is a subject matter expert in
building that not only serves its occupants but utilizes them as data sources to im- security and mobile. He received
prove operations in a building that works for facility managers. One that does not a Bachelor of Engineering in
capture information, that does not provide enhanced intelligence and allow for re- Electronics and Communication
al-time reaction, is a building that is lacking. FMJ from Nagpur University.

SEP TEMB ER / OCTOB ER 2018 EXTENDED 107

 Components in Focus
Chapters come together
for Facilithon 2018
Spring 2018 marked the first year of this new
event for the Virginia State SkillsUSA competition
conference. The Capital and Tidewater IFMA
Chapters came together to put on a robust
facilities competition for the students.  The
Facilithon is designed to connect students,
educators and industry leaders through a three-
part experience to raise awareness of facility
management as a career path.
This year, 16 students took advantage
of the opportunity to run through the
Facilithon. Every student showed excitement
about this new and different challenge as
the Facilithon demanded they independently
address real-world facility management
problems by thinking creatively on their feet to
resolve problems found in facilities today.  David J. Alberghini
None of the students were aware of the FM
profession leading up to Facilithon, and this
event opened their eyes to facility management
as a potential career path previously
undiscovered. The Facilithon provided a rewarding
experience for the students as well as the team
of facility management professionals that made
this event happen. The Capital Chapter looks
forward to getting more people involved next
April at the 2019 Facilithon.
FROM LEFT Mike Petrusky, Judy Ewell, Kris Turner, Rich
Fanelli, Gary McKelvey
Want to share your member or component news? Reach out and share your chapter
news with other members and FMJ readers. Send details and photos (if available) to jocelyn.kerr@ifma.org with the subject
line: Components in Focus. We look forward to featuring your chapter in an upcoming issue!
108 EXTENDED W W W. I F M A .O RG / F MJ
Brandon Tanner
Bay area member Brandon Tanner chose facility management as a
major in college. He saw it as a growing sector in the business world
and decided on it as his career. After 15 years in the industry, mainly
working in the corporate/technology field, he is now an account
leader at C&W@Google. Connect with Brandon at www.linkedin.com/
in/brandonhtanner.
BRANDON: “I love cycling and eating … and not in that order.
Allen Witt
The diversity of building types and the challenges that to into each
project drew Allen Witt into facility management more than 11 years
ago. Currently residing in the Twin Cities area, he serves as a senior
project manager in a corporate facility for Terracon.
ALLEN: “I am a private pilot and a professional engineer who
loves downtown Minneapolis.
Connecticut-based member David J. Alberghini is a vice president
at Loureiro Engineering Associates. Prior to joining Louoreiro he
was an EHS regional manager at Pratt & Whitney. His company
provides services in engineering, construction, Environment, Health
& Safety (EHS) compliance, facility support services, environmental
laboratory, waste management, energy use assessment and
conservation, land surveying and mapping and site assessment and
remedial services.
DAVID: I really enjoy woodworking and just about any other
activity that allows me to be outdoors.
Joshua Hobgood
Facilities program manager and 18-year FM practitioner Joshua
Hobgood enjoys the creative challenge of solving problems in
his organization. In his position with a government facility in
Fredericksburg, Virginia, USA, the centralized management structure
of the organization allows him to touch all facets of the facility.
JOSHUA: I enjoy giving back to my community. I do this
through coaching youth football and running a nonprofit for
veterans called Black Dog Hunting (blackdoghunting.com).

The following product
and service providers offer
solutions for your everyday
and specialized facility
management needs.
Companies in BOLD ITALIC are
IFMA Corporate Sustaining Partners
Vendor Profiles
Acoustical / Sound Masking
LogiSon Acoustic Network
Sound masking is a reliable and cost-effective
method of providing speech privacy and noise
control. The LogiSon Acoustic Network is a
recognized industry leader with numerous
awards for innovation, performance and ease of
use. Small zones allow the masking sound to be
customized for each facility. Networked control
facilitates setup and takes the headaches out
of making changes after moving furniture or
personnel. Adjustments can be made in minutes,
without opening the ceiling or altering cabling.
Such a high degree of flexibility maximizes the
masking’s effectiveness and occupant comfort,
helping to safeguard your most valuable
investment: employees.
—
www.logison.com/target
—
+1-866-LOGISON
Building Components
SOPREMA
SOPREMA offers a comprehensive line of
commercial roofing, waterproofing, wall
protection and civil engineering solutions
combining superior products and systems with
decades of proven performance.
—
www.soprema.us
—
+1-800-356-3521
SEP TEMB ER / OCTOB ER 2018 EXTENDED 109
 Vendor Profiles

Building Maintenance / Supplies / Legrand

Equipment Every day, Legrand brings power, light and
data to millions of spaces around the world.
Product lines include Cablofil, Pass & Seymour,
JLG Industries, Inc. Wattstopper and Wiremold.
JLG Industries, Inc. is a world-leading designer, —
www.legrand.us
manufacturer and marketer of access
—
equipment. The Company’s diverse product + 1-877-BY-LEGRAND
portfolio includes leading brands such as
JLG® aerial work platforms; JLG and SkyTrak®
telehandlers; and an array of complementary Fire Protection Systems
accessories that increase the versatility and AGF Manufacturing, Inc.
efficiency of these products. JLG is an Oshkosh
AGF is the designer and manufacturer of the
Corporation company [NYSE: OSK]. For more
most reliable and versatile line of inspector’s
information about JLG Industries, Inc., visit
test and drain valves, auxiliary drains,
www.jlg.com.
corrosion monitors, air venting valves, and
—
www.jlg.com accessories for the Fire Sprinkler industry. 
— AGF provides the best products, backed by
+1-877-554-5438 a strong commitment to customer service,
to help manage fire safety systems more
efficiently, resulting in more reliable systems
Electrical / Wire Management that save resources.  Our product line includes:
TESTANDRAIN®, COLLECTANDRAIN®,
CORRINSITE™, PURGENVENT™,
Connectrac REMOTETEST®, INSPECTOR’STEST™,
Connectrac® wireways are the best floor- RISERPACK™, and TESTANSAVE™.
based solution for bringing power, data —
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and communications from the wall to all
—
interior commercial applications without core +1-610-240-4900
drilling, trenching or unsightly power poles.
Available in In-Carpet or On-Floor options,
Connectrac provides its customers with cable
management that is easy to install and gives
a subtle and elegant look to a workspace.
Connectrac is quickly becoming the go-to
solution for top corporations, government
agencies, and universities.
—
www.connectrac.com
—
+1-877-480-5637

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 Vendor Profiles

FM Consultants / Services / Providers Furniture

C&W Services VARIDESK
C&W Services is one of the largest facility VARIDESK is the most effective and affordable
services companies in the USA & Canada way to make height-adjustable desks a part
with a 65 year history of helping clients drive of your company’s wellness initiative. It gives
down operating expenses, increase facility users the freedom to switch easily between
efficiency, and enable strategic business sitting and standing throughout the day.
decisions. Services are janitorial, maintenance, VARIDESK comes fully assembled and ready
critical environments, landscaping, and office to use right out of the box — no assembly
services. Formed by the merger of Cushman & required. Our wide range of models and sizes
Wakefield and DTZ, C&W Services is the only means VARIDESK works with most desks
firm in commercial real estate to self-deliver or cubicles, so you can keep your existing
facility services. furniture and office design intact. To learn
— more, visit VARIDESK.com.
www.cwservices.com —
— www.varidesk.com
+1-888-751-9100 —
+1-800-207-9725

Food / Beverage Services

Landscape / Maintenance / Plants /
Subway® Services / Supplies
The Subway® chain is the world’s largest QSR Ambius
franchise with great tasting, made-to-order Ambius is the world’s leading expert
sandwiches, wraps and salads. on interior landscaping for commercial
— environments. Our designers work with you
www.subway.com to understand your business needs and offer
— customized solutions to enhance your brand
+1-203-877-4281 and give you competitive advantage for a total
ROI — Return on Interiors. Our services include:
— Interior and exterior landscaping
— Living green walls
— Premium scenting
— Blooming programs
— Holiday décor
— Replica foliage
—
www.ambius.com
—
+1-888-446-5491

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 Vendor Profiles
Health / Safety
New Pig Corporation
New Pig makes the world’s best stuff for
leaks, drips and spills. PIG products help
companies keep their workplaces clean, safe
and productive while protecting their workers
and the environment. Offering the world’s
largest selection of absorbents, spill control
and liquid management products — over
3,100 in all. PIG products have been used in
more than 300,000 industrial, commercial,
utility, institutional, military and government
facilities in over 70 countries
— in Stockholm, Sweden, and is listed on Nasdaq
www.newpig.com
— Stockholm. Essity used to be part of the SCA
+1-800-HOT-HOGS
Regan Scientific
The BOT-3000E Tribometer, from Regan
Scientific Instruments, is a highly precise,
digital instrument capable of measuring the
dynamic and static coefficient of friction (COF)
of walkway surfaces in the lab and in the field.
It is the only device qualified for use with ANSI
A326.3 “American National Standard Test
Method for Measuring Dynamic Coefficient of
Friction of Hard Surface Flooring Materials”
released in April 2017.
— fabric, rodent-proof door sweeps, and rodent-
www.reganscientific.com
— Xcluder is trusted by pest professionals
+1-817-552-4022
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Janitorial Services /
Cleaning Products
Essity Professional Hygiene
North America LLC.
Essity is a leading global hygiene and health
company that develops, produces and
sells Personal Care Consumer Tissue and
Professional Hygiene products and solutions.
Sales are conducted in approximately 150
countries under many strong brands, including
the leading global brands Tork and TENA, and
other regional brands. Essity has about 48,000
employees. The company has its headquarters
Group.
—
www.essity.com/us
—
+1-866-722-8675
Pest Control
Xcluder® Rodent and
Pest Defense
Xcluder® is the global leader & innovator
in pest exclusion, offering a full line of
commercial & residential pest control
solutions, including patented Xcluder fill
proof garage door and dock leveler seals.
worldwide and is proven effective by the
USDA/APHIS, providing effectiveness
unmatched in the industry. Made in America,
Xcluder contains no harmful chemicals and is
safe to use around people, pets & food.
—
www.buyXcluder.com/commercial_solutions.com
—
+1-847-495-4700 ext. 112

Restoration / Maintenance
Miracle Method
Surface Refinishing
Miracle Method’s restores and update existing
tile, porcelain, laminate, cultured marble
and fiberglass surfaces, saving its customers
millions of dollars in renovation costs. By
hiring Miracle Method, facility managers
eliminate costly replacement of leaking
shower pans, ugly tile, laminate countertops
and bathtubs from their capital budget. With
135 offices, Miracle Method is a time and
money saving solution for facility managers of
office buildings, government facilities, schools
and hotels.
— information at their fingertips, ARC Facilities
www.miraclemethod.com
— more productively, more efficiently and
+1-800-444-8827
Roofing
Sika Sarnafil, Inc.
Sika Sarnafi l supplies high-quality
thermoplastic roofing and waterproofing
systems for commercial buildings. Includes
energy-saving reflective roofs, vegetated
green roofs and solar-ready roofing.
— years of continuous innovation, our industry-
usa.sarnafil.sika.com
— intelligence on your real estate, infrastructure
+1-800-576-2358
Vendor Profiles
Security / Security Systems
TownSteel, Inc.
TownSteel is a manufacturer of high quality
commercial grade builder’s hardware,
including locks, door closers, exit devices,
hinges and general hardware.
www.townsteel.com l +1-877-858-0888
Software Solutions
ARC Technology Solutions
ARC Technology Solutions, a unit of ARC
Document Solutions, delivers innovative,
easy-to-use mobile apps for the facilities
and construction industries. With building
Dashboards help teams operate buildings
smarter.
—
www.e-arc.com
—
+1-855-500-0660
ARCHIBUS, Inc.
ARCHIBUS, Inc. is the #1 global provider of real
estate, infrastructure & facilities management
solutions and services. Marked by nearly 40
leading enterprise software provides unique
& facilities through Enterprise Information
Modeling (EIM), providing:
— High efficiency collaboration
— Insight & actionable intelligence 
— Common operating picture of results for
both operational & strategic stakeholders
—
www.archibus.com
—
+1-617-227-2508
SEP TEMB ER / OCTOB ER 2018 EXTENDED 113
 Vendor Profiles

FM:Systems, Inc.
FM:Systems helps facilities and real estate
professionals reduce costs and increase
productivity. FM:Systems software improves
management of space, occupancy, moves,
maintenance, leases and property.
—
www.fmsystems.com
—
+1-800-648-8030

STARC Systems
FM:Systems helps facilities and real estate
professionals reduce costs and increase
productivity. FM:Systems software improves
management of space, occupancy, moves,
maintenance, leases and property.
—
www.starcsystems.com/infection-control
—
+1-877-203-2272

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