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SEPTEMBER/OCTOBER 2018
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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

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DON ROTH copies are available to members at an
084 The Evolution of FM additional US$48 per year. Nonmembers
046 What is the Future of NANCY JOHNSON SANQUIST

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Editor’s Column . . . . . . . . . . . . . . . . . . . 008 Credential Recipients . . . . . . . . . . . . . . 068
Chair’s Column . . . . . . . . . . . . . . . . . . . . 010 Innovative Products & Services . . . . . . 089

C132124
Industry News . . . . . . . . . . . . . . . . . . . . .014 Resources . . . . . . . . . . . . . . . . . . . . . . . . 092
With the goal of minimizing our
IFMA Foundation. . . . . . . . . . . . . . . . . . 018 Advertiser Index . . . . . . . . . . . . . . . . . . . 094 carbon footprint, FMJ is printed by
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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 / [email protected]
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 / [email protected]
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 Our success, particularly in the field of
involved with facility management, workplace strategy, means that others are
as the profession is finally gaining the following in our footsteps.
GRAHAM global recognition it has long deserved.
TIER The variety and scope of the facilities IFMA’s regional strategy covers three
CFM under the care of IFMA’s members across geographical zones: The Americas,
— the globe — from airports, hospitals and Europe and Asia. We are successfully
Chair, Board of schools to zoos and major sporting venues demonstrating our global footprint and
Directors — is difficult to fully appreciate. Our our evolution as a professional body. We
councils, communities and chapters are held World Workplace China in Beijing
excelling at offering thriving networking in September and will co-host World
environments and learning opportunities Workplace Europe in March next year with
to help us remain the leading professional Facility for Future, the annual conference
association in this industry. of Facility Management Netherlands, an
alliance partner of IFMA. Events like these
FM has come a long way since the ‘80s, are exceptional opportunities for you to tap
and we have worked hard to make it more into the latest trends in FM.
relevant now and into the future. Our
ability to change and adapt with the times IFMA’s Global Board of Directors continues
is critical to survival, particularly with the to invest significant effort into our world-
rapid advances in the technology sectors class training programs — such as the
relating to the built environment. Essentials of Facility Management, FMP®,
SFP® and FM Learning System™ for the
I am proud of the passion our members CFM® — to ensure we have the best content
have shown by embracing and driving with international recognition to provide
innovative concepts to fulfill market value for professionals at all stages of their
needs. The contributions of the career. You can find these and other courses
Workplace Evolutionaries (WE) and at fm.training.
Health Care Institute (HCI) are just two
examples. These are important sectors in I wish you all safe travels as you make your
the FM world, and our ability to dominate way to North Carolina for World Workplace
these areas is a real credit to those hard- this October. I look forward to our time
working members. together in Charlotte.
010 W W W. I FM A .ORG /F MJ
The #1 Facility Pest Exclusion System
Government Affairs Update
January 1, 2018 marked a milestone for management and disposition of the federal
the FM industry in the United States. For real estate property portfolio, securing
the first time, the U.S. Department of a place at the table for FM in workforce
JEFF Labor listed facility management (FM) as development efforts and the effective
JOHNSON a stand-alone profession in its Standard implementation of the Federal Buildings
Occupational Classification (SOC) system. Personnel Training Act (FBPTA).
IFMA
Previously, FM had been grouped under
EXECUTIVE
administrative services. At a time when many see dysfunction
DIRECTOR
in policy-making, IFMA has worked to
—
This change, the culmination of years find common ground and offer workable
EXTERNAL
of work by the IFMA Foundation and solutions. The goals of the FBPTA, a law
AFFAIRS
the IFMA government affairs team, is a that was signed by President Obama, are
game-changer. The federal government not that different from the Executive Order
will finally begin tracking industry trends Regarding Efficient Federal Operations
and recording workforce data for FM. issued by President Trump on May 17. Both
Educational curricula designers and seek to increase efficiency and optimize
career guidance counselors will finally performance in such a way that reduces
have a formally recognized designation waste, cuts costs and promotes resiliency.
to highlight the opportunity FM offers As federal agencies are looking for
students looking for exciting careers. solutions, IFMA is stepping up to provide
them, including work with government
When the federal government is your agencies to deliver IFMA’s world-class
fulcrum, you can leverage small change into training products to save taxpayer money
significant advances. and improve performance.
To build on this success, IFMA’s 2018 Although IFMA’s perennial Advocacy Day
Advocacy Day and Public Policy Forum will in Washington, D.C., has enjoyed great
be taking to Capitol Hill in Washington, success, federal outreach in the U.S. is
D.C., on September 12-13. The event, only a small part of IFMA’s government
which is free for IFMA members to attend, advocacy puzzle. The association is also
includes unique behind-the-scenes tours, supporting efforts at the state and local
advocacy training and policy insights level to advance FM interests, while
followed by a whirlwind day of meetings building an advisory coalition in the
with Senate and Congressional offices that European Union. None of the progress
has to be experienced to be appreciated. we’ve seen would be possible without the
Key subjects on the agenda for this year support of IFMA’s global board of directors
include continued improvements to the or our activist membership.
Interested in participating?
Email [email protected] for details on how to get involved.
012 W W W. I FM A .ORG /F MJ
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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 IFMA Corporate Sustaining Partner Ambius has teamed with
with BRE on BRE (Building Research Establishment), a world-leading
building science center, and Oliver Heath Design to conduct
groundbreaking
a comprehensive study on the impact of biophilic design on
biophilic office the office environment and workplace behaviors.
World Workplace
research “The Biophilic Office” research project centers on a
Europe 2019
7,000-square-foot 1980s office building on the BRE campus
Conference and Expo
“The biophilic office March 20-22
in Watford, a town northwest of London, UK, which will
project will deepen the Amsterdam, Netherlands
be refurbished based on biophilic design principles. The
evidence base for the worldworkplaceeurope.ifma.org
30-month project began with analysis of the building’s
impact of interiors on current working conditions. The refurbishment is expected to
occupant health and commence in 2019, after which the team will gather data on
well-being.” the health, well-being and productivity of office occupants.
Occupants will be provided with wearable technology that
Ed Suttie allows researchers to track key health metrics. They will
Project Director, undergo confidential health evaluations and participate in a
The Biophilic Office
series of online questionnaires and surveys.
Facility Fusion
In addition to Ambius, core project partners in lighting,
U.S. 2019
Results are expected flooring, furniture, green walls, paints and acoustics are
to be available in
Conference & Expo
using the refurbishment and test facilities to understand
early 2020. For April 8-10
their products’ role in the well-being of occupants and in
more information, Atlanta, Georgia, USA
wider biophilic design. Products used will undergo laboratory
visit bregroup.com/ facilityfusion.ifma.org
biophilic. 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 RICS Strategic FM Conference warns that
available at tomorrow’s opportunities come with risks
In collaboration with IFMA, the Royal Institution of Chartered Surveyors (RICS) held its
fm.training 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.
In addition to FMP® and SFP® Chair Rory Murphy, a member of the RICS FM Professional Group and a director
program courses and CFM® exam of the IFMA UK chapter, opened the conference, informing delegates that the
preparation resources, fm.training program would focus on the leading opportunities, threats and challenges facing
offers a full catalog of professional the FM sector. As one of the biggest disruptors in 2018, the collapse of UK-based
development content from both multinational FM and construction firm Carillion dominated the conversation. Trevor
IFMA and RICS, such as portable Pijper, a senior analyst at credit ratings agency Moody’s, gave a detailed presentation
e-learning, distance learning and on Carillion’s accountancy practices, and how the service provider was able to
video courses. obfuscate its financial troubles for such a long period.
Video courses are short Following must-have discussions on low margins and irresponsible procurement
presentations of FM topics from practices, the program turned its attention to the crucial concept of social value.
leading experts, enabling learners Panelist Charlotte Österman, Senior Sustainability Advisor at VINCI Facilities, said that
to learn on the go. Each course has for many years, social value simply meant fundraising and other community work — but
a five-question assessment that that’s not enough. She recalled a famous quote on corporate social responsibility from
the viewer must pass to achieve a Professor Jeremy Moon, a Director of the International Centre for CSR at Nottingham
certificate of completion. Webinars, University Business School: “It is not what you do with your profits, it is how you make
webcasts and on-demand recordings your profits, how you actually do business at a day-to-day level.”
are available 24/7, and offer Throughout the course of the day, it became apparent that both the speakers
continuing education units (CEUs)*. and the audience were receptive to the idea that social value should never be an
The latest offerings in the video addendum to an organization’s activity or values, but ingrained within them.
course catalog include: Thanks to Jo Sutherland, Communications Director for the IFMA UK Chapter, for this report.
» Bombs, Suspicious Packages and
Active Shooters: How Do You
Respond at Your Workplace
Aging Asian workforces average, Chinese workers are doing jobs
» Annual and Capital Budgeting that are 76 percent automatable.
most vulnerable to
Canada (47 percent) and Australia
» The Power of a Coaching Culture workplace automation
in Facilities Management (42 percent) have the lowest rates of
The convergence of an aging global aging of the 15 markets analyzed and
» The Language of Metrics: How
population with workplace automation the lowest risk scores, making older
FMs Measure Success
is expected to have significant economic workers in these countries relatively less
» A Total Life Cycle Approach and societal consequences, particularly in susceptible to automation.
Enabling Efficient, Effective major Asian countries, where low-skilled In countries with high concentrations
and Economic Built Space workers between the ages of 50 and 64 of advanced-skill workers whose jobs are
Functionality are becoming an increasingly greater typically harder to automate — including
» A Shark Tank Survival Guide proportion of the active workforce. Singapore, Japan, South Korea, Germany
for the FM A new report from Marsh & McLennan and Italy — older worker jobs are still
Companies’ Global Risk Center, Mercer relatively susceptible to automation, and
*The IACET CEU assures you and your employer and Oliver Wyman, “The Twin Threats worker displacement can occur across
that a learner has completed a quality training of Aging and Automation,” found that occupations and age groups.
program that meets the national standard older workers in China are at the greatest In the United States, older workers
for continuing education and training. Look
risk of displacement from increasing are doing jobs that are 52 percent
under “Additional information” in each
course description for CEU credits and CFM adoption of workplace automation. On automatable, on average.
maintenance points offered.
To download the full report, please visit bit.ly/2LQcN98.

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

FMs and FMJ:
30 Years and
counting
BY BILL CONLEY
Time has two distinct impacts on ing complexity of mechanical systems

processes and intentions. Functions and societal change. Many organiza- It was 30 years ago today
can either erode from neglect or grow tions were expanding their workforc-
through persistence of effort. IFMA’s es, encouraged by the large portion of That the FMJ came into play
FMJ magazine has tracked the bur- baby boomers entering the workforce Documenting the FM style
geoning evolution of facility manage- during the 1970s and ‘80s. The num-
ment for 30 years now, reporting the ber of white collar workers were sur- Guaranteed to thrive and last a while
progress of the profession. It is testi- passing blue collar workers and office
So may we highlight for you
mony to the FMs who have developed space was becoming more necessary
this industry and to the authors that for the workforce, leading most or- The role you’ve known for all
contribute their thoughts on facility ganizations to expand their facilities. these years
management that has allowed profes- This created a need for someone to FACILIT Y MANAGEMENT ’S
sionals to prosper. manage those facilities, enabling pro- LONELY HEARTS’ CLUB STAND
Things have changed over the last ductivity from the other skillsets res-
three decades … more than can be ident in the company.
documented in a single article. How- As the workplace became more
ever, from a holistic view, three major fluid, churn and employee turnover cility management was perceived as a
areas can be discussed that capture started to play a larger role within pure operating expense with minimal
significant developments in facility business. It became more import- impact on the bottom line, it became
management: notably the change in ant to stay on top of organizational extremely important that FMs toed the
philosophy over time, the impact of and technological changes. This inline and focused on the cost of opera-
technology in the workplace and the creased the workload and the value tions above anything else. The overall
perception and understanding of what of FM to organizations. The year 1988 objectives were connected to reducing
facility management really entails. also marked the explosion of the per- operational costs and ensuring effec-
sonal computer and its adoption in tive maintenance. FMs were tasked to
— the workplace. Before then, offices justify themselves and their operations
PHILOSOPHICAL BENTS hadn’t changed much. Most comput- continually. Equipment mattered. Al-
In 1988, facility management as a er systems in use were mainframes though people were important, they
self-pronounced profession was still with time sharing option (TSO) ter- seemed to play a secondary role to the
in its infancy — barely six years old. minals. The integration of PCs into efficient operations of the equipment.
Its roots lay in the custodial role of the office altered space planning and The underlying directive, with no real
a building superintendent charged space usage. Implementation de- baseline established, was to do more
with the operational issues of mainte- manded the exploration of different with less. The situation is still the same
nance, janitorial and tenant security. ways needs could be accommodated today, although additional pressures
FMs were usually “stop-gap” firefight- and, consequently, of how space was arise with surprising regularity.
ers struggling to determine their roles handled. The FM role started to be- Sustainability, not a major concern
and responsibilities while trying to come increasingly necessary in or- in 1988, is now the key to efficiency and
keep their buildings operating. Still, ganizations, with tasks assigned to cost savings. However, more than ever,
not too far removed from the anecdot- these professionals growing in scope FMs need to assume a strong leadership
al “replace a light bulb” request, facil- and design. role. They have to show how a sustain-
ity managers were continuously dis- In this expansion phase, buildings able approach to operations and building
covering or creating ways to achieve were designed for maintainability. efficiencies contribute to a company’s
equipment efficiency. The link between equipment opera- Corporate Social Responsibility (CSR)
Most of the employees who were tions and profitability was stressed. and bottom line. Facility stakeholders are
assigned FM responsibilities were se- Poor performance and loss of money placing more value on employees’ quality
lected by default. At that point, there was highlighted and led to the poor of life, resource conservation and the en-
wasn’t a clearly defined career path, perception of an FM’s abilities. The vironmental responsiveness of their or-
nor was there a clearly defined set of goals in this period were connected ganizations. An FMs job today is to lead
skills. The need for someone to as- to reducing operational costs and en- that charge and report success back to
sume this role arose from the continu- suring effective maintenance. As fa- concerned or interested parties.

— by immediate gratification. With the —
TECHNOLOGICAL ADVANCES assistance of technology, times have PERCEPTION & UNDERSTANDING
The pace of society has increased ex- changed. Emails demand prompt re- It is not often that a profession rises
ponentially over time and so has the sponses; texts even more so. As com- out of nowhere and becomes such a
speed at which FMs are required to act munication has assumed so many significant force in the business world.
to meet their goals. The complexities different deliveries in such immediate Not only is facility management rec-
of today’s world demand that FMs ful- manners, so has the speed at which ognized globally, but educational re-
fill their traditional role while reacting many FMs are required to act to meet sources have sprouted up in a number
to the organizational, budgetary and their goals. Not only do FMs hear of venues, evincing the type of impact
regulatory changes that affect facili- about issues faster, customers expect this once unknown role has had in the
ties. Having more responsibilities, and resolution just as quickly. Until FMs workplace. There are now dozens of
the immediacy with which they are master being in more than one place Accredited Degree Programs at high-
often expected to be accomplished, at a time, or develop Flash-like power education institutions around the
has changed the dynamic of facility ers, there will always things that need world devoted to facility manage-
management. Technology has played doing … most of them by yesterday. ment. This type of education further
a prevalent role in amplifying the de- highlights the appeal and importance
mands on FMs, but it has also provid- — the role facility management holds in
ed tools to assist them in their jobs. Automation & Familiarization the workplace.
A lot of things happened in the mid- Technology over the last three de- Thirty years ago, there was no Cer-
1980s that changed the way FMs were cades has also enabled FMs to better tified Facility Manager (CFM) desig-
viewed and how their scope of work control resources such as energy and nation, yet it is now one of the most
was impacted by advances in technol- water. Measuring and monitoring con- widely recognized certifications in
ogy. For instance, typical office equip- sumption has always been a challenge the industry. Neither were the Facil-
ment at the time consisted of word in facilities. As the focus has shifted to ity Management Professional (FMP)
processors, automatic typewriters, designing and operating for sustainabil- or the Sustainability Facility Pro-
dictating machines, adding machines ity instead of maintainability, software fessional (SFP) certificates in place,
and calculators, microfiche readers and tools have been developed to better yet today thousands of professionals
printers, mimeograph machines and manage buildings. Environmental issues have earned these titles. Education
facsimile machines — to name a few. such as energy trends, water availability in the FM world was unheard of in
These machines needed constant and usage and the management of other 1988, yet the critical role and positive
attention and maintenance, leading resources have become central areas of impact that FM has had on the world
to the perception of an FM as “the focus. Developments in IT that support has led people from all industries to
tool-belt” guy. Today, although fax these efforts are crucial. FMs who run a want to learn more. Such education
machines are still around, almost all department are faced with the ongoing is raising the profile of the discipline
of the functions of this equipment challenge of training staff. Mechanical as a multi-functional benefit to orga-
have been replaced by computers and systems are becoming more and more nizations and should be considered
photocopiers linked to a network, and technologically advanced. An addition- alongside other support functions
repair and maintenance now falls to al level of complexity to the building such as Human Resources and Infor-
the IT department. Additionally, the control systems is added with every mation Technology.
minimization of the need for desktop renovation or new construction proj- The evolution of FM has developed
space led to the integration of cubicle ect. Facility management teams need from just looking at “hardware” such
furniture, creating more space with to be conversant with the technical, in- as mechanical units and equipment
which to play and significantly altering tegration and energy issues that impact to the more sophisticated viewpoint
workplace design and function. their buildings. They must be familiar of considering processes and peo-
with, and be able to use, tools such as ple. Facility managers continually
— Building Automation Systems (BAS), prove their worth through resource
The Speed of Light Energy Management Systems (EMS), management and cost savings as well
Thirty years ago, most communica- Integrated Workplace Management Sys- as contributing to the health and
tions consisted of hardcopy memos. tems (IWMS) and Building Information well-being of employees. Areas that
An FM would get instructions or re- Modeling (BIM). Such programs did not now fall within an FM’s bailiwick
quests via inter-office mail or dropped exist in 1988, and they have moved FMs include the conservation of natural
into an “in-box.” It would be read, out of the tactical space into a more hy- resources, financial resources, phys-
the matter would be researched and brid approach that involves strategy. It ical resources, human resources and
investigated, and a response would has empowered FMs with the knowl- the management of information and
be generated. The pace in the office edge and abilities to become part of the knowledge resources.
was a little more sedate than current strategic planning process for more and The practice of FM is a holistic de-
times, and employees weren’t driven more organizations. livery of a workplace environment
that engenders productivity: providing surrounding grounds or multiple fa- the “tool-belt” person of thirty years
optimal space that will support both cilities of an organization’s campus. ago to a strategic advisor within orga-
personnel and the business process. In Excludes “Administrative Services nizations. From the seat of their pants
fact, the definition of FM as stated by Managers” (11-3012), “Property, Real to a seat at the table, they’ve come a
the International Facility Management Estate, and Community Association long way, baby! FMJ
Association (IFMA) is: “A profession Managers” (11-9141), “First-Line Su-
that encompasses multiple disciplines pervisors of Building and Grounds
to ensure functionality of the built en- Cleaning and Maintenance Workers” Bill Conley, CFM, SFP, FMP,
vironment by integrating people, place, (37-1010), “First-Line Supervisors of LEED AP, IFMA Fellow, is
process, and technology.” As such, Mechanics and Repairers” (49-1011), facility manager at Yamaha
their value to the organization is being and “Maintenance and Repair Work- Motor Corp. in Cypress, California,
recognized at both the strategic and ers, General” (49-9071). USA. Prior to that, he served as owner
operational level. One of the more interesting facets and chief sustainability officer of CFM2,
The latest in a long run of suc- of the growth in this industry is that a facility management and sustainability
cesses and recognitions of facility most of the pioneers—the profession- consulting company. Conley has more
management is the 2018 inclusion of als who have shaped and developed than 40 years of experience in the facility
the profession into the Bureau of La- this profession—are still active in the management profession and has been a
bor Statistics, Standard Occupational facility management arena. Today, proponent of sustainable operations for
Classification System. While the defi- as tracked and documented through more than 20 years. Conley has served
nition may not be perfect, it is nice to vehicles like FMJ magazine, the per- on the IFMA board of directors, is a
be recognized by the U.S. Federal Gov- formances of these FMs have demon- recipient of IFMA’s distinguished
ernment as a “real” job. This further strated that they possess the knowl- member of the year award and has
legitimizes FM as a force in business. edge and expertise, along with a strict received the association’s distinguished
The SOC is as follows: 11-3013 Facil- code of ethics, that has earned them author award three times. He has been a
ities Managers — Plan, direct, or coor- the permanence and status as valued regular contributor to FMJ for more
dinate operations and functionalities professionals. The position of the fa- than 20 years and has authored more
of facilities and buildings. May include cility manager has been elevated from 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.

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

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The new lease standard:
how to prepare for
upcoming changes

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-
ter into a shorter lease period. With to their facility mangers to identify all their leases. While spreadsheets can
the rise of shared workspaces where leases the facility has entered into to be easy to use, they are also more
companies or individuals can rent ensure completeness of the account- prone to errors, especially if a com-
space on a short-term monthly basis, ing records as the accounting depart- pany has multiple lease arrangements
some companies may look to see if ment adopts and implements the new spread across various subsidiaries.
that is a viable option to avoid put- lease standard. These leases can in- Spreadsheets are often accessible by
ting the leases on the balance sheet. clude anything from office equipment anyone and there are few controls to
Facility managers may look to see if like copy machines to building gener- minimize input errors. Companies
that is a viable option to meet the ators to vehicles. Facility managers with multiple leases may want look
needs of its existing and future ten- may want to start the process now of into lease software that help track,
ants. As further guidance comes out, identifying all leases and ensure cop- manage and analyze leases. Many of
it remains to be seen if the FASB will ies of the leases and amendments are these lease software solutions are
determine if these shared workspace readily available. It can be a painful also compatible with a company’s
arrangements should fall under the process to track down a missing lease existing accounting software, making
new lease guidance. during the implementation period. implementation smoother. If com-
On the lessee side, facility manag- Going forward, facility managers may panies do decide to migrate towards
ers will face many challenges when it also need to discuss internally wheth- lease software, facility managers
comes to implementing the new lease er it makes sense for their company should get involved in the process of
standard. While the accounting de- to lease equipment or buy it out right choosing a lease software as they may
partment will be mostly responsible to avoid putting certain liabilities on be involved in updating and main-
for implementing the new lease stan- the balance sheet for reasons dis- taining the new database after adop-
dard, facility managers should have an cussed above. tion of the standard.
understanding of the changes, so they Facility managers may need to as- The effective date for this new
are prepared for any policy or process sess their lease database and how leas- pronouncement is just around the
changes once the standard is adopted. es are maintained. Many companies corner and companies should begin
Accounting departments may look use spreadsheets to track and manage the process of planning how it will
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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 ing new policies and procedures. If must plan on a timeline with the
and analyze its leases, especially the need for third party consultants expectation that there will be some
for those companies with multiple is deemed necessary, it can be cost bumps along the way. Companies
lease agreements. Facility managers effective to involve them earlier in should reach out to an external con-
should take the time to read through process as opposed to a few months sultant if needed to ensure the com-
the appropriate literature to ensure before adoption is required. Addi- pany is prepared when the standard
they have an adequate understand- tionally, looking for consultants ear- becomes effective. Many times com-
ing of the new standard. Addition- ly on gives companies the advantage panies underestimate the amount of
ally, facility managers should start of comparative shopping. Adoption time and manpower, as well as the
the conversation now with their of the new lease standard isn’t just cost it takes to implement a new ac-
accounting departments to discuss knowing what accounting rules are counting standard. FMJ
what is needed from their end to changing. It’s also ensuring that the
assist in the implementation of the Company is prepared to analyze and
new lease standard. It should also record its leases in accordance with Brandon Yip is a manager,
be discussed early on in the plan- the new lease standard on the date assurance and advisory
ning process if there is a need for of adoption and going forward. services, at OUM & Co. LLP, a
third party consultants to assist in If the implementation of a new CPA firm with offices in San Francisco
any part of the implementation pro- revenue recognition standard has and San Diego County. He can be
cess, whether it is assisting in the taught us anything, companies that reached at [email protected].
setup of new software or develop- adopt new accounting guidance
BY ERIC ROMANO AND MAGGIE PIPEK
Insights to
optimize
WELL building
context & change
For decades, a prevailing trend in design and
The people-centric focus of the WELL
construction has been sustainability. With rating system is informing changes to
LEED and other rating systems at the both policy and design. Leaders ex-
amine their current policies and oper-
forefront, a series of criteria have been well ations through the WELL lens with a
established that focus on the health of the goal of integrating operational and de-
sign decisions.
environment. Today, that is evolving. The challenge is that leaders must look
What about the health, wellness and closely at operational and human re-
source policies. Since the rating system
productivity of the people who occupy touches on so many emerging concepts,
the building? even companies with more progressive
employee benefits and operations are
A new standard known as WELL Building seeing the rating system push policies in
(WELL) is gaining momentum in the market. new directions, creating a need to make
changes to align with WELL.
WELL views sustainability through the lens of The standard is newly emerging, and
employee health and comfort. companies interested in pursuing certi-
fication are still working to fully grasp
WELL is an expansion on successful the new requirements, including exten-
sustainability concepts that have changed sive initial and continued testing and re-
cord keeping, such as maintenance and
the face of the industry over the past cleaning logs, to achieve and maintain
quarter century and presents a host of new certification. The certification costs are
higher than other rating systems, but
opportunities to improve performance and on-site testing and verification, which
occupant satisfaction of the buildings that is included in the certification process,
adds value in ensuring optimal perfor-
espouse its principles. mance of the building in a similar way
While pursuing the WELL certification that commissioning does.
The rating system is gaining mar-
process, stakeholders and decision makers ket acceptance not only because it is
find ways to leverage WELL to enhance complementary to traditional sustain-
ability efforts that focus on conserving
corporate workplace design, as well as unique resources and the reduction of energy,
ways to optimize design and opportunities to but because the emphasis is on improv-
ing the quality of people’s lives by mak-
impact policy and improve employee well- ing changes to where people spend 90
being and productivity. 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 ated noise — both named WELL Fea- places destinations for employee relax-
considerations leaders can consider tures in the standard — are addressed. ation and decompression. An appeal-
when designing work spaces? Grouping like spaces creates a gradi- ing, versatile design with various seat-
Employers can allow their staff to ent of sound between spaces, distanc- ing arrangements that allow people to
have a free workspace address — to ing noisier and quieter spaces from congregate encourages people to linger
choose their ideal work location, rather one another. Flexible floorplans that and enjoy the space.
than being assigned a static work sta- have ample breakout spaces for indi- The design of a space can reflect the
tion. Free movement throughout the viduals and groups fulfill the need for philosophy and atmosphere of a com-
space gives an occupant the choice to quiet when a main office area is louder. pany. Incorporating natural elements
find a work environment that is tuned On the flip side, having ample meeting in the finishes and textiles and having
to their needs. It gives the employee space moves noise generating activities access to the outdoors contributes to
the opportunity to find a space with out of the open office and into rooms the biophilic qualities of a space by al-
the right light levels for the task they designed for acoustic separation. lowing employees to experience nature
are working on and a temperature that during their mealtimes and breaks. Ac-
aligns with their idea of comfort. To +++ cording to the 14 patterns of Biophilic
optimize design, free address should RECHARGE Design, incorporating biophilic princi-
offer not only a choice in location, but Break rooms and eating spaces are an- ples of design or patterns can “reduce
alternative seating, levels of privacy, other major factor in the experiential stress, enhance creativity and clarity of
temperature options, and noise. quality of a building. thought, improve our well-being and
Large, open spaces with multiple Cafeterias that are inviting — with expedite healing.” As the world popula-
seating options offer the opportunity enjoyable views and flexible seating tion continues to urbanize, these quali-
for independent or collaborative work. options — encourage “mindful eating,” ties are ever more important.
The synthesis of providing spaces that another WELL Feature, where em-
work this way and developing policies ployees take a real break from work to +++
that allow free address offers a prime enjoy a meal alone or with colleagues. A I R + WAT E R
example of how design and policy sup- To promote this idea, cafeterias can be The paradigm shift beyond environ-
port each other through WELL. centrally located, ideally near high-traf- mental sustainability to a human
Another opportunity to enhance user fic areas with existing activity. Space wellness focus means that there are
experience is through acoustical de- planning that factors an understanding sometimes tradeoffs that deprioritize
sign. WELL is holistic, as both exterior of occupant circulation patterns pro- traditional sustainability goals, such
noise intrusion and internally gener- motes use of the area and makes 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- + + + 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
quired to be placed every 100 feet for VISUAL AND PHYSIC AL OUTDOOR ACCESS TO ALLOW EMPLOYEES
ready access, features like these can be 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 .
purposely designed to help strike the Eppstein Uhen Architects via C&N Photography
balance between convenience and en- Madison, WI, USA
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 +++ approach is to incorporate water fea-
against the “red list” of materials that N AT U R E C O N N E C T I O N tures into the space which along with
contain harmful chemicals. Designers While emphasis on providing other benefits provide a natural ap-
might have to cast the net wider to find employees access to the outdoors proach to sound masking in the space.
“red list free” materials and campaign is gaining ground, how does WELL Gardening on site — either as a roof-
for more manufacturers to be transpar- factor in access to the outdoors and top garden, or on the grounds — is gain-
ent about the ingredients they use for the integration of natural materials? ing momentum. Gardening represents
their products. This may lead to explor- Designs that provide views to nature several aspects of WELL, including
ing new products that haven’t typically are favored, as well as indoor design fea- physical activity, relaxation and men-
been on clients’ preferred products lists. tures such as surfaces that are finished tal well-being, good nutrition and local
WELL Features dealing with ven- with materials that have patterns and food production. When surplus crops
tilation effectiveness and outdoor textures reminiscent of natural ele- are donated to food pantries, there is
air systems seek to ensure adequate ments, as indicated in the WELL Fea- an altruistic element as well. Gardening
ventilation and high indoor air qual- ture Biophilia I — a quantitative review provides a reason to be outdoors, and a
ity for occupants. For example, in- of biophilic materials. The intent of greater sense of well-being and higher
creased ventilation and airflow im- this feature is to nurture the innate hu- productivity for participants.
proves focus and concentration for man-nature connection. This includes
employees, but these environmental materials such as wood and stone, car- +++
conditions can require more energy pet and textile patterns that reflect TESTING
and additional dedicated equipment. patterns in nature and balancing earth For WELL certification, a series of tests
The same is true for some water tones with vibrant colors. must be conducted on the space and
filtration methods, such as reverse The next level of biophilia is bring- components of the building. Many com-
osmosis, that “wastes” water during ing live plants into the space on a large panies choose to conduct pre-testing, so
the filtration process. It is a balance scale. This goes beyond the typical scat- they feel confident systems are perform-
between providing high quality drink- tered potted plants in elevator lobbies ing as designed before the site assessor
ing water that tastes good, and that to really making a statement with plants comes to test at the end of the project.
people want to drink, and conserving that can be seen by most of the occu- Test criteria guides early planning
water use in the building. pants throughout the day. The mani- and design because continued testing
The key is informed decision making: festation could be small plants at work guidelines and recertification require-
balancing goals of budget and sustainabili- stations, a living wall, or large plants in ments mean that the facility must per-
ty through the lens of occupant health. hallways and along windows. Another form to the standard long-term.
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insight
As WELL building gains momentum in veys, gather input on the current state only broadens the potential pool of
the industry and the second version is and solicit suggestions for improve- solutions and allows companies to in-
released, the insights of early adopters ment. The data will help set priori- novate, finding the right solutions for
will form the basis of practice for those ties as the design moves forward. In their staff culture.
seeking certification with an integrated addition to employee surveys, it can With the guiding principles of
design/policy approach as the driving be helpful to borrow successful ideas WELL and input from occupants
force. The following highlights insights from other industries, such as hospi- leading to a thoroughly defined vi-
from these early adopters who have al- tality for the cafeteria design. sion, buildings that emphasize the
ready been through certification. The more effort put toward vision- health and well-being of the employ-
ing and mapping out the sustainable ees within will become more numer-
+++ and health goals for a project, the eas- ous. Occupant comfort in a corporate
SURVEY ier it is to have guidance for decision environment results in happier work-
As employee wellness is key, soliciting making throughout the process to ers with better physical and mental
their opinions via surveys – both pre- and keep the project on track. More input health, as well as the validation that
post-occupancy — about what does and comes from knowing that their em-
doesn’t work for them is useful for de- ployers assign value to their happi-
signing a space as well as for continuous ness and comfort. Companies that
improvement of the building post-con- +++ GARDENING ON SITE view their space through this lens
struction for occupant satisfaction. REPRESENTS SEVERAL
will also be in the lead when it comes
Observing employee behaviors helps ASPECTS OF WELL,
to attracting, retaining and engaging
companies implement protocols that INCLUDING PHYSIC AL
top talent, positioning them to be
can increase productivity and hopeful- A C T I V I T Y, R E L A X AT I O N ,
successful in the future. FMJ
ly improve work-life balance. GOOD NUTRITION AND
LOCAL FOOD PRODUCTION.
+++
GARDENING PROVIDES A
Eric Romano, AIA, EIT, LEED AP, is
I N T E G R AT E D P R O J E C T P R O C E S S
REASON TO BE OUTDOORS,
Workplace Studio Director: Principal
An integrated, collaborative process A N D A G R E AT E R S E N S E O F
with Eppstein Uhen Architects (EUA).
brings all the involved parties to the WELLBEING AND HIGHER
He can be reached at [email protected].
table through a design charrette. This PRODUCTIVIT Y FOR
approach opens inclusive conversa- PA RT I C I PA N T S .
Maggie Pipek, NCARB, LEED AP
tions with representatives from all ar- BD+C, WELL AP, is Sustainability
eas of a company’s business. Eppstein Uhen Architects via C&N Specialist: Architect with Eppstein Uhen
The keys to effective integration Photography Architects (EUA). She can be reached at
Madison, WI, USA
are to study and implement the data [email protected].
gathered from pre-occupancy sur-
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.

a fundraising event. Our grassroots company employees cared about, and host of built-in benefits. Company
efforts caught the attention of the the program generated positive atten- employees build relationships with
Susan G. Komen Foundation, which tion for the company for both our val- community leaders, and they take
asked for a lectern for each of its local ues and the quality of our products. pride in the products and their own
chapters. Over time, we placed more expertise. The sound systems them-
than 1,000 lecterns with organizations selves are showcased for their quality
around the country and overseas, and and versatility, and the company is
we expanded the program to include
pink megaphones used in walks and
Tip #1 recognized for its commitment.
other fundraisers. The creative use of your best PUBLICIT Y HE LPS E VE RYO NE
The success of the Pink Podium resources, products and A rising tide lifts all boats, and posi-
Promise inspired us to match other services captures attention tive buzz lifts the profile of everyone
while helping others.
charities with products that would involved in a community cause. When
meet their particular needs to help a company gets involved with a chari-
spread their message. We provided ty or an event, it should make sure to
megaphones to the American Red EMPLOYE E INVO LVE ME NT share the news through press releases,
Cross for use in emergency responses The North Suburban YMCA in North- social media and the company blog.
and powerful Hailer portable sound brook, Illinois, USA, is a very active This gives an opportunity to draw
systems to Special Olympics Illinois community center that hosts large added attention to the important work
for their public events. We mounted public events every year. For years, being done by the charity, while it also
mobile sound systems to a “monster AmpliVox employees have stepped up lets people know about the ways com-
truck” used to raise money for families to assist the North Suburban Y on doz- pany resources and products can be
of fallen law enforcement officers, and ens of occasions to set up and maintain used to support similar events. Many
we provided a portable public address sound systems that enhance fundrais- smaller organizations appreciate the
(PA) system for a motivational speaker ers, parties and festivals for audiences extra boost that these marketing ef-
who works with schools. In each case, of all sizes and ages. From spooky Hal- forts give to their causes. Their posi-
the use of the right product benefited loween haunted houses to gala auctions tive feedback can also lead to referrals,
the recipient, and it also demonstrat- to live music performances, employee testimonials and other goodwill that
ed the strength of the sound systems volunteers have met the unique chal- generates benefits for years to come.
in different circumstances. lenges of every situation. The Y com- In short, a company’s community
The investment made in these spe- munity knows that they can depend on outreach programs have positive ef-
cialized products was completely team members to solve problems and fects that fully justify the cost and ef-
worthwhile — the products had a pos- provide great support. fort involved. Through involvement in
itive impact on fundraising efforts that This personal involvement has a 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.
American Red Cross staff members with Mity-Meg Megaphones donated by AmpliVox.
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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BY MAUREEN EHRENBERG
adept at using technology and data to

deliver advice, insights and new ser-
vices to the workplace.
What is the future of IoT innovations, in particular, are

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

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
automated FM
printer that orders its own toner ink
refills can make an office more pro-
ductive and less frustrating.
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
Digitizing end-to-end FM
comprising Home Box Office, Inc., Turner Broadcasting and Warner Bros.
The IoT, along with myriad other
building, workplace and FM technolo- Entertainment, Inc. Each had its own FM team, and each had adopted
gies, can help FM rise to the challenge distinct technology platforms over time with little overall integration.
of the future of work. Just as many
organizations are undergoing digital When the company decided to sell its New York City headquarters
transformation, FM is undergoing dig- building and consolidate all its local sites into a single tower
ital transformation, too. When agility currently under construction in Hudson Yards, automation was the
and productivity are the goals, yester- next logical step. The well-trained FM team had deep knowledge of
day’s FM spreadsheets and workflows Time Warner’s unique businesses. What it lacked was an integrated
no longer apply. FM teams must be- platform for holistically managing the global CRE portfolio and
come proficient at using technological leveraging corporate spend for cost savings and efficiency.
tools to help the rest of the business
respond quickly to changing condi-
Time Warner partnered with JLL to transition its disparate and,
tions and be comfortable with using
predictive analytics and business inin some cases, paper-based work-order processes to Corrigo, a
telligence to inform decision-making. cloud-based FM technology platform. Today, Time Warner’s FM
However, it’s not enough to add professionals access Corrigo through any web browser or mobile
technology on top of workflows that device to create, assign, and complete work orders, check on
don’t support the new demands of status and track on-site activities. Dashboards, data and analytics,
FM roles. Instead, the entire end-to- and specialized reports provide insights into cost drivers, vendor
end lifecycle of FM services will need effectiveness and new cost-savings opportunities.
to be revamped.
The digitization of the facilities Implementing change in the rapidly evolving and complex Time Warner
management function is playing organization required no small amount of business savvy. Time Warner
out across four dimensions: digital-
drew upon JLL to share best practices in change management and help
ly enabled FM services; employee
the FM team communicate a strong business case.
productivity and retention; energy
and sustainability management; and
compliance. In all these areas, lead- A technical challenge was that some building areas lack wireless
ing companies are using computers, network access, so alternate communication channels are necessary
sensors, networks and the data these at times. Another challenge is Time Warner’s unique high-touch
systems generate to streamline FM businesses. Where a leaky faucet might be a low priority in a
functions and extend the bounds of traditional office, it becomes a high priority when the faucet happens
FM into higher value-added activities. to be in a celebrity’s dressing room.
The shift to “digital FM” involves
automating FM business processes — Already, automation is paying off. “Unifying all of our FM teams
everything from move-ins, service re- on one platform was a huge accomplishment in itself,” says Steve
quests and maintenance to energy man-
Lefkowitz, vice president of Global Facilities Management for Time
agement and workspace customization.
Warner. “How we work today is far more efficient and transparent
Through digitization, an FM can col-
lect and analyze data on activities and than it was before. Our FM teams are saving time and money, and the
systems performance to inform better overall end-user experience has improved significantly.”
decision making and capital planning,
FMJ EXTRA
The work of FM is no longer just Video
about managing the facilities Workplace of the
Future: How Will You
— it’s about how FM is creating Work in 2030?
organizational and strategic value
and support strategies to improve the that a new facility requires, a signifi- about revenue per person and the
workplace experience for workers and cant amount goes toward smart build- employee experience.
visitors alike. ing systems, workplace technologies While a CFO might focus strictly on
Armed with data, FM teams are no and other technologies that enable the cost of facilities, a better measure
longer simply processing orders for workers to be more productive. In- of TCO is in the value produced by the
desk moves or responding to com- creasingly, FM professionals are held human experience in the workplace.
plaints about burned-out lights or accountable for a major portion of the When you compare the combined cost
heating and cooling. Instead, data and return on facilities investments. of a facility, the cost of workplace im-
analytics are used to predict space So why should FM be an after- provements, building systems and FM
demand, save energy and keep equip- thought? Instead, the FM team should technologies to the value produced by
ment running optimally. be involved in designing the work- an effective and engaging workplace,
Digitization can also help improve place experience from the start, en- TCO looks quite different. Rather than
FM transparency and compliance suring that the design ensures that being an overhead cost, facilities and
with operating standards and building employees are empowered with a workplaces can generate material value
structure, fire, safety and zoning reg- comfortable environment, a degree of for the business — the return on invest-
ulations. Digitization not only makes control over their workspaces and the ment that is music to the CFO’s ears.
compliance vastly more efficient than right tools for the work. For the FM profession, value is the
with error-prone, labor-intensive, pa- end game too. In an environment of
per-based processes, but also makes it high-velocity business change, FM
more visible to management. Today’s teams need to help their companies
automated FM technologies can auto- Measuring value rather balance agility with the provision of
matically track when required inspec- than costs alone workspaces that inspire and motivate
tions are due and capture data about Whether an organization is redesign- and provide all the technological tools
the results. ing its current workplace or moving to employees need to be productive. The
a new facility, involving the FM team work of FM is no longer just about
in the preplanning stages will allow managing the facilities — it’s about
them to demonstrate how and where how FM is creating organizational and
Integrate FM into facility design and workplace investments are paying off strategic value. FMJ
workplace strategy in terms of productivity. That data, in
Traditionally, FM implementation fol- turn, can inform a key measurement RESOURCES
lowed the construction or renovation for the future of work: the total cost of 1. IFMA-JLL IoT white paper
of a facility. That approach is quickly ownership (TCO). 2. IFMA Internet of Things portal
becoming obsolete — or it should be Once considered to refer to the 3. IFMA Engage
— as the employee experience comes cost of rent or mortgage payments, 4. White paper: Reinventing Facilities Man-
to forefront. If an organization wants plus operating expenses, TCO has agement for the Digital World
to deliver on workplace expectations, acquired new meaning. The con-
FM should be front and center from vergence of FM, technology and the
the start of a new facility project or growing stature of the workplace as Maureen Ehrenberg, FRICS,
even improving upon the custom- a business driver give TCO a broader CRE, is President of Global
er experience of current move-add- meaning in today’s world. The focus Integrated Facilities Manage-
change processes. of work and workplace is no longer ment (IFM) at JLL and is a former Chair
Of the major investment of capital about square-footage per person, but 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 and change leaders, they are com- from IFMA members. Tapping
help you succeed? Much of the mitted to the success of the profes- into our insights on present and
change we see in our facilities is sionals they support. future needs and hands-on knowl-
driven by the cutting-edge prod- CSPs depend on information edge of workplace strategies,
ucts and services that make our CSPs create better, more sustain-
facilities smarter, more efficient, able and resourceful solutions to
healthier and safer. To be pre- managing our people, places, pro-
pared for what’s next, we have to To help us make cesses and technologies.
know what’s coming. Who better informed decisions about With the generous support of
to provide insight into the tools our facilities, CSPs: our CSPs, we have the means to
that transform and support our deliver the quality, cutting-edge
spaces than the companies devel- Share survey and information that you’ve come to
oping them? research results expect from your association. A
As leaders in their respective company bearing the CSP logo
Share information
industries, IFMA Corporate Sus- has made an investment in the
on new methods and
taining Partners (CSPs) are con- continued advancement of the
groundbreaking products
stantly innovating. They share our FM profession — they have made
desire to build and maintain a bet- Contribute industry an investment in you.
ter built environment. white papers and case We’re proud to work with
CSPs are dedicated to the goals studies to IFMA’s our CSPs to bring our members
and work of the association, sup- Knowledge Library FM-related content through FMJ
porting every resource IFMA offers. magazine, the Knowledge Li-
These best-in-class organizations Contribute articles to brary, across our expo floors and
make a substantial investment in FMJ magazine through Solutions Arena sessions
the facility management commu- at World Workplace. Thank you to
nity with no guarantee of a tangible Partner with IFMA our CSPs, listed here in order of
return. As advisers, topic experts to fund research, partnership seniority.
benchmarking and
educational projects
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

IFMA’s
IFMA’sCorporate
Corporate Sustaining
Sustaining Partners
Partners
(CSPs)
(CSPs)are
arededicated
dedicated toto
the goals
the and
goals and
work
workofof
the association,
the association, supporting
supporting every
every
resource
resourceIFMA
IFMA offers.
offers.These
Thesebest-in-class
best-in-class
organizations
organizations make
makea substantial
a substantial
investment
investment inin
the facility
the management
facility management
community
community with
withnono
guarantee
guarantee ofof
aa
tangible
tangiblereturn.
return.AsAs
advisers,
advisers,topic experts
topic experts
and
andchange
change leaders,
leaders,they
theyare committed
are committed
toto
the
they
success
the
they
success
support.
support.
ofof
the
theprofessionals
professionals
Platinum
Platinum
With
Withthe generous
the generous support
support ofof
our CSPs,
our CSPs,
wewe
have
havethe means
the means toto
deliver the
deliver quality,
the quality,
cutting-edge
cutting-edgeinformation
information that
thatyou’ve
you’ve
come
cometoto
expect
expectfrom
fromyour
yourassociation.
association.
AAcompany
company bearing
bearingthe CSP
the CSPlogo
logohas
has
Gold
Gold
made
madeanan
investment
investment inin
the continued
the continued
advancement
advancement ofof
the FM
the FMprofession
profession ——
they have
they made
have made anan
investment
investment inin
you.
you.
Silver
Silver
Interestedininbecoming
Interested becomingananIFMA
IFMApartner?
partner?
FM DEALS & DISCOUNTS
Contact
Contact usus
toto learn
learn more:
more: PARTICIPANTS
+1-281-574-5681| |[email protected]
+1-281-574-5681 [email protected]
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?
Logistical Growth
An in-building logistics software platform enters the facility with the wisdom of These generalities are all fine and
hindsight combined with built-in resources that can be used to build an exciting well, but how might they apply to a
future. Not only can an FM improve their individual department, they can support specific facility? Let’s break down
companywide initiatives by increasing business service transparency and mak- some of the specific services, requests
ing better use of valuable resources by improving service-level agreement (SLA) and workflows a facility manager
standards, addressing demands for environmental sustainability and introducing might manage and how the in-build-
insightful metrics that are forecast-worthy. Sounds like a giant, one-size-fits-all ing logistics platform plays a role in
IWMS solution, right? Think again — here’s how: securing their rock stardom.
The handy tangible item tracking tool has blossomed into Print/Copy Services
an all-seeing spider web with the ability to track workplace
Track services, requests and processes across every department. It can be a juggling act trying to keep
anything In short, not only can rollercoaster parts and gas cylinders tabs on all the moving parts in a print
be tracked, but also the workflows they’re a part of.
shop. Quality control, angry calls
about lost orders, dealing with incor-
rectly entered orders and last minute
We’re not talking about Rosie the Maid robot from changes, getting lost in long (or even
The Jetsons (yet), but in-building logistics platforms worse, non-existent) paper trails, lack
now allow FMs to fully manage workplace services, of storage space, prioritizing urgent
requests and workflows from one place. Create the
Next-level request forms,approve or deny requestors, assign tasks
orders, ensuring efficient deliveries
of completed orders, managing and
technology and requests to staff from a customized fulfillment
maintaining a quoting and payment
dashboard and report on any status, item variable or
system, properly recycling wasted
location. The options are becoming endless with the help
of background advanced logic and automation. materials, assigning print/copy/scan
jobs to staff and ensuring they get
done quickly to meet the ever-rising
demand for faster turnaround times
API integrations connect with other technologies like
... these are only a few of the daily
intelligent locker systems, the United States Postal
build out a Service, human resources/enterprise resource planning
tasks and challenges facility managers
spider web applications and Internet of Things devices to further
in the print services group must not
extend the reach of insights. only face, but streamline, optimize,
speed up and provide performance
and utilization reports on as well as
future planning on how they intend to
It’s no secret that a centralized database means all
make improvements moving forward
data points are funneled back to a single location. An
with fewer resources. An in-building
in-building logistics platform takes advantage of this
Enviable with in-app analytics that can be used to measure and
logistics platform consolidates the vast
analytics compare everything from the most granular metrics to majority of these tasks and workflows.
high-level business initiatives, giving FMs the insight to
become experts on utilization, performance and trends. Step I: How the department and
offerings are presented to clients
—
A web portal homepage directs users
Who hasn’t experienced the agony of getting accustomed
to an application’s layout only to have an unexpected
to the digital request form that has
software update trample carefully laid framework? Cloud- been built and customized, complete
Isolated based software solutions are great — until they’re not. with auto-filling contact and recipient
information, date/time calendar pick-
databases An in-building logistics platform should have the right
combination of out-of-the-box ease and customization to ers to conform to SLA standards, high
make working on it as comfortable and reliable as slipping resolution graphics to eliminate confu-
into a favorite pair of shoes. sion, drag and drop attachments, a live
price quote calculator to let users know

exactly how much their job will cost ed workflows, including workspace in their workspace. Using tried-and-
(broken down by option) and cascad- reservations for flex workplace en- true barcode scanning technology,
ing logic that allows users to combine vironments, concierge tasks such as staff can scan as they complete steps
print, copy and scan forms into one conference room setups and visitor along the way, which automatically
seamless request. access protocols, file/record retriev- updates the status and is displayed
Once users have submitted their al/archival/disposal requests and inin a dashboard in real-time. Again,
request, they can simply check on teroffice package pickup requests. failsafe automation processes that
the status in the web portal, which is Whether managing one or all of deny further action should be put
far more efficient for them as well as these functions, common variables in place in the event a staff member
for the print shop’s employees. Once include resource utilization, storage tries to skip a step, reinforcing the
a job is completed, the customer will considerations, supplies ordering, SLA standards and compliance mea-
receive an automatic email/text notifi- organizing and assigning task lists, sures the organization has worked
cation in which the company has com- adhering to SLA-based performance hard to implement.
pletely customized the messaging. standards, visibility over each job’s
status through its journey and abil- Step III: Brings the workflow full circle
Step II: How the request process works ity to put failsafe measures in place by pulling all the data together into
its way through the department in the event that a step is skipped actionable metrics
— or missed. —
Real-time managerial and staff-focused An in-building logistics platform Response time exceptions, route vol-
dashboards are available that allow will prove indispensable in bringing ume benchmarks, quarter volume
managers and staff to view requests as all these workflows together under comparisons, file movement status
they come in, approve/deny if necessary one application roof, so managers changes and workspace reservation
and assign based on priority to specific can properly oversee workflow status trends based on location, frequency
staff members. From there, manage- through to completion. and department are but a few exam-
ment or staff can keep an eye on the staples managers will have at their fin-
tus of each project with color-coded ur- Step I: Making sure users have an gertips to prove the department is on
gencies to let staff know if a job is close easy and fast way to access the relevant point, reward high performance and
or missed an urgency-tagged status. request forms address areas that need improvement.
Failsafe automation processes should —
be an important part of any in-building A web portal homepage should be
logistics platform to ensure a smooth aesthetically pleasing with consum- Facility Services
and efficient job production workflow is er-grade interfaces and intuitive,
in place with the ability to pinpoint and quick access to pertinent informa- The inner workings of a facility are
address exceptions. tion. Request forms should have multi-faceted. Employees have a
conditional field formatting that ac- plethora of needs as they go about
Step III: What to make of all the data curately auto-fills information from their day, and the services that facil-
points collected connected databases to speed form ity managers must provide is wide
— entries and eliminate user error, and ranging. Office moves, new supplies,
Take advantage of data by setting up it should have the ability to prioritize recycle/shredding, light bulb replace-
an analytics/reporting dashboard with tasks and set urgencies due to time ments, key card resets, equipment
timely completion reports and cost constraints, refrigeration needs or and tech repairs are just a few of the
metrics by region or department. An security protocols. requests made on a regular basis.
in-building logistics platform will con- As has become evident, there’s a
solidate most of these tasks and work- Step II: Ability to follow and manage trend to how an in-building logistics
flows. A web portal homepage directs that request through to completion platform can assist in making process-
users to the comparative weekly/month- — es reach a new level of organization
ly/quarterly/years job volume statistics. Build multiple reports on a dashboard and optimization.
This helps set the precedent for deter- to track workspace preparation, em-
mining budgetary, staffing and material ployee move in/out status, time spent Step I: Making sure users have a quick
trends. Decision makers then have ac- on conference room tasks, time of and easy way to submit their requests
cess to both current and future insights. visitor entrance/exit, package pickup —
sweeps and much more depending on Since most facilities requests are time
the facility’s processes. sensitive, a mobile friendly applica-
Workplace Services Employees can see when a new task tion is key. The mobile application
is assigned to them via automated up- should contain quick reference tools
This is an amorphous category that dates on their handheld device or a for quick access to the most popular
can include a variety of facility-relat- dashboard designed for them situated 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 [email protected].

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.
Priorities
DYNAMIC WORKFORCE ed, if the customer requirements are
It is well-known that the facility man- not built into the contract, this can
agement industry has a dynamic work- cause problems with the account and
force: current staff are getting older, potentially risk losing business.
fewer skilled professionals are enter- Also consider the challenge in planning
ing the industry and employees are limited technical resources. As the num-
leaving for higher wages. This creates ber of certified, skilled staff goes down,
the risk of knowledge loss. the challenge in scheduling staff goes up.
In 2017, the Royal Institution of Char- Some services can be automated, and
tered Surveyors (RICS) released a re- others can be executed remotely. For
port1 in collaboration with IFMA titled the remaining jobs, technicians need
“Raising the Bar: From Operational the right tools to support them. As the
Excellence to Strategic Impact in FM.” research with Panorama shows, up to
The dramatic numbers put forth by the 90 percent of a service provider’s ex-
report emphasize this market develop- penses are labor costs, ranging greatly
ment. More of RICS’ facility manage- between hard and soft services. Suc-
ment professional members are over the cessful service providers use informa-
age of 70 than under the age of 30. IFMA tion technology tools to make sure the
reported similar numbers with the aver- right people are doing the right work at
age age of members being over 50. the right time, whether those people
This age gap creates an even larger are their own staff or subcontractors.
knowledge gap that is changing the Using the right resource planning tools
way service providers onboard and and digitalizing business processes im-
train new employees, manage custom- proves business scalability and enables
er relationships and schedule limited a fast, secure and sustainable business
human resources. Consider the chal- growth while reducing the risks that
lenge that appears when a client’s come from such a dynamic workforce.
primary contact — the employee who By eliminating redundant steps, au-
knew the most about their preferences tomating workflows and communica-
and most frequent requests — leaves tion and unifying all stakeholders such
the service provider on short notice. If as customers, managers, planners, field
the volume of requests is not record- engineers and subcontractors in one

integrated solution platform, providers The need to reduce expected to be common in the business
gain more efficiency and effectiveness to business market as well. Facility man-
in planning and execution of services.
an organization’s agement service providers face the chal-
carbon footprint lenge of evaluating, adopting and profit-
BEING GREEN ing from new technologies such as the
creates the challenge
Another focus of many service provid- Internet of Things (IoT), social media,
ers is reducing their environmental im- of reducing travel: robotics and artificial intelligence (AI).
pact. This is closely connected to the Sensor data is currently used to
topic of resource planning and energy How can you ensure trigger processes — such as creating
consumption, especially when you con- a maintenance order if temperature
sider the energy used in transportation the route driven is falls below a certain value — but
between locations. For example, trans- the shortest possible? what if service providers transform
port currently makes up 22 percent of this data into intelligent information
total CO2 emissions in London, and 72 to make certain processes better and
How can you ensure
percent of this is from road traffic, ac- more efficient? By adding machine
cording to a sustainable business travel you get a job done learning or business intelligence, the
report2 released by the city of London. correctly the first raw data can be transformed to en-
Concerns with reducing a carbon hance process efficiency.
footprint encompass reducing CO2 time to reduce the For facility management service
emissions — to stem the rate of global need to visit twice? providers, this intelligent information
warming — as well as improving qual- has the added benefit of supporting
ity of life elements affected by road
For example, using new business models, creating new
noise and long commutes. the right tools, services and increasing revenue. For
This is another area where an ERP having the needed example, here are three main business
specific to facility management service models that can help service providers
providers can help. Almost two-thirds asset information profit from IoT:
of the reference customers that per- and bringing all the Predictive scenarios. The data
formed a formal ROI analysis with Gart- from internet-connected assets allows
ner regarding these technologies indi- required materials? service providers to shift from activ-
cated improved technician utilization ity-based contracts to quality based
and dispatcher efficiency was a major How can you contracts. This saves the service pro-
contributor to ROI. These efforts can vider money while the client gets the
optimize the number
reduce costs as well as CO2 emissions same, or even better, quality level of
and help create a “green” brand that can of people per vehicle? service at the same price.
attract and retain new clients. Operational services. Service
From the client perspective, facili- providers can more easily identify the
ty management service providers can energy, refrigerant and waste reduc- extra projects that truly benefit their
play a huge role in reducing energy tions — and financial savings. For T. clients. This can either be additional
consumption. As T. Rowe Price Facil- Rowe Price specifically, this also plays work on top of an existing contract
ities and Services Manager Kelli Cos- a role in employee satisfaction. or an arrangement where the service
ta said in a Planon press release, “T. “People at all levels are excited provider receives a bonus for projects
Rowe Price has a corporate goal of at- about our new capabilities,” said Brian that save the client money in the long-
taining a minimum of LEED Silver on Dean, Head of Facilities Management term. In both scenarios, the service
all renovation and new construction at T. Rowe Price. provider increases profit and the cli-
projects. We strive to make continu- ent sees cost savings.
ous improvements, and the best way EMERGING TECHNOLOGIES Additional services for the end
to do that is to precisely monitor what The rate at which new technologies user. The Internet of Things allows
and how we are doing.” enter the market is alarmingly fast. service providers to adjust services
They were looking to analyze per- But even more surprising is the rate at based on individual preferences and
formance and make sound recommen- which these technologies are adopted behavior to ensure customer retention
dations to the organization regarding by consumers. For example, the adop- and expansion. Business to Business
new strategies across consumption, tion of smart speakers, such as Ama- (B2B) transitions to Business to Busi-
carbon and cost categories. By linking zon Echo and Google Home, doubled ness to Consumer (B2B2C).
these functionalities, service provid- to 21 percent in 2018 according to the The use of IoT, big data and analytics
ers can support their clients in a con- Jacobs Media Tech Survey 2018. is particularly strong in public private
tinuous cycle of improvement. This And before a technology becomes partnership projects as the business
results in significant opportunities for ubiquitous in the consumer market, it is case for investment is significant. For
example, one service provider that was software platform should include rich field engineers and administration
interviewed by Panorama is using an- functionality and the ability to sup- staff — need to be in perfect sync. FMJ
alytics tools to read public tweets and port core business processes by seam-
automatically generate work orders lessly integrating with legacy systems, RESOURCES
when enough people complain about IoT platforms, data lakes, business 1. Raising the Bar: From Operational Excel-
the same thing. The collaboration be- intelligence tools, mobility, customer lence to Strategic Impact in FM
tween city services, service provider, portals and much more. www.rics.org/Documents/Raising_the_
public and subcontractors is made pos- Bar_3_Exec_Summary_130317_IC.PDF
sible through these technology tools. GETTING IN SYNC 2. Sustainable business travel report
“Innovation is crucial to Bouygues Have you ever watched relay races care- www.eltis.org/sites/default/files/training-
Energies & Services, at the heart of our fully? The balanced teamwork and pre- materials/sustainable-business-travel.pdf
strategy and even our motto: ‘Shared cision that is needed to win such a race
innovation’,” said Christophe Carlier, is impressive. Handing over the baton
Head of Business Solution Department is the most crucial and exciting part. If Marc Wetzelaer has more
at Bouygues Energies & Services. that fails, speed doesn’t matter anymore. than two decades of experience
Most providers rely on specialized Everything needs to be in perfect sync: as a manager and consultant
systems to support different emerging speed, distance, direction and timing. with IT organizations. For the last
technologies. These systems, called Service providers are in a constant fifteen years, he has advised multination-
“bricks,” include functionality, intel- relay race. They face enormous inter- al organizations on technology to
ligence and methods that make them national competition, they need con- support their real estate and facility
unique for that specific provider. stant innovation to improve the quali- management processes. Using this
In search of system consolidation ty and scope of their services, and they knowledge of the facility management
and process integration, all service need efficient processing to retain fi- market, Marc is now the General
providers involved in the research nancial margins and benefits. To win Manager of Planon’s business unit
note the importance of a core soft- this race, all stakeholders — including advising FM service providers in
ware platform rather than addition- customers, contract managers, front realizing their desired process improve-
al individual software tools. Such a offices, back offices, subcontractors, ments and business goals.
World Workplace “Motivate Innovation”

China 2018
FM Conference & Exhibition at the most respected event
Sept. 13-14, 2018 || Beijing, China
for facility management and
related professions.
Learn more at bit.ly/wwchina_2018

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

TM
Hand Towel System

More towels, less refilling and better restroom flow.
This revolutionary dispensing system is designed to better serve high-traffic
restrooms with large crowds. Neither a roll towel nor a folded towel system,
Tork PeakServe is setting a new standard for hand towel dispensing that will
improve both end-user and cleaning staff experiences.
Visit Tork booth #1719 at the 2018 IFMA’s World Workplace

Conference & Expo to learn more.
www.torkusa.com/peakserve
torkusa.com
866-722-TORK © 2018 Essity Professional Hygiene North America LLC. All rights reserved.
®Tork is a registered trademark of Essity Professional Hygiene North America LLC or its affiliates.
Tork, an Essity brand
Credentials
®
®
The following people were awarded the Certified Facility Manager® (CFM®) certification in MAY 2018:
Mark LaRue, CFM Christina Limata, CFM Jeff Wagenmann, CFM Christopher Krajewski, CFM Brian Nell, CFM, FMP, SFP Rex Wilson, CFM, FMP
Ch2M Hill Workday C3i King of Prussia, Pennsylvania Cypress, Texas John’s Island Club
Houston, TX Pleasanton, California Horsham, Pennsylvania Indian River Shores, Florida
John Waters, CFM Aida Velasquez, CFM
Sean O’Donnell, CFM Jon Rosiska, CFM Eric Hale, CFM U.S. Coast Guard El Paso, Texas Travis Murphy, CFM
Las Vegas, Nevada AECOM LYNX San Pedro, California TOMS Shoes LLC
Kennedy Space Center, Florida Orlando, Florida Austin Parkison, CFM Los Angeles, California
Mark Lasslett, FMP, CFM Rich Grudman, CFM Oak Ridge National Laboratory
Bechtel Corporation Seth Johnson, CFM Eugene Foval, CFM, FMP County of San Diego Oak Ridge, Tennessee
Reston, Virginia U.S. Bank City of South Jordan San Diego, California
Fairview Heights, Illinois South Jordan, Utah
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 Love Izunnaka, FMP Sam Ciardullo, FMP Gareth Grayson, FMP Raymond Estrada, FMP Alicia Hubert, FMP
DMK Services Pkendy Beacon Services Ltd City of Hamilton Santa Clara, California Washington University
San Lorenzo, California Surulere, Nigeria Stoney Creek, ON, Canada Dorothy Johnson, FMP in St. Louis
Internet Testing Systems Tommiah Walker, FMP St. Louis, Missouri
Pamela Alford, FMP Todd Baker, FMP Jamie Soderberg, FMP Baltimore, Maryland AECOM
Raytheon Company URS Federal Services Xsport Fitness Cocoa, Florida Shonda McDaniel, FMP
Tucson, Arizona Merrittisland, Florida Buffalo Grove, Illinois Paul Morrison, FMP Washington University
City of Barrie Bandar Faden, FMP in St. Louis
Roland Singleton, FMP Douglas Wegg, FMP Roger Austin, FMP Barrie, ON, Canada MASIC Logistics St. Louis, Missouri
Aviation in Port of Portland CBRE Colorado Springs, Colorado Riyadh, Saudi Arabia
Portland, Oregon Mississauga, ON, Canada Timothy Magalis, FMP Mariah Harris, FMP
Stephen Burns, FMP US GOVERNMENT Mark Phillips, FMP
Anthony Criddle, FMP Shannon Broco, FMP Burnaby, BC, Canada Alexandria, Virginia The Elocen Group, LLC Fares Alnasser, FMP
McKinstry Temple University Lanham, Maryland
Seattle, Washington Norristown, Pennsylvania Tami Crosslin, FMP Frank Moniz, FMP Meer Ulla, FMP
Farmers insurance Mindgeek Alfonso Castro-Pena, FMP Johnson Controls
Brandon Lee, FMP Malgorzata Leonarczyk, FMP Austin, Texas Montreal, QC, Canada Equinix Inc. Jeddah, Saudi Arabia
IA Interior Architects Logistics Management Seattle, Washington
Washington, DC Institute Sherree Draughn, FMP Ahmed Aleisa, FMP Omran Saleh, FMP
Tysons, Virginia Bethesda, Maryland Dhahran, Saudi Arabia Mohammad Al-Shathri, FMP DiaverumAB
Priyanka Agrawala, FMP Public Investment Fund Jeddah, Saudi Arabia
Mancini Duffy John Wagnon, FMP John Hallett, FMP Alfredo Lopez, FMP Riyadh, Saudi Arabia
Jersey City, New Jersey International Facility DND Poway, California Mahmood Farhan, FMP
Management Association Toronto, ON, Canada Josh Leidig, FMP Al Mahamal Facilities
David Ash, FMP Rodney Mirabal, FMP Services Company
Houston, Texas Chris Plummer, FMP Georgia Tech Professional Abdelghafour Madi, FMP
PICA Group Jeddah, Saudi Arabia
Franklin, Tennessee Farhan Khan, FMP MSAD #6 Education
Buxton, Maine Atlanta, Georgia Starla Bond, FMP Rachel Oestmann, FMP
Standard Chartered Bank Bureau of Alcohol, Tobacco,
Bryan Dyer, FMP Karachi, SIN, Pakistan National Park Service
Hyatt Hotels & Resorts Cindy Jollotta, FMP Joseph Clemente, FMP Firearms and Explosives Omaha, Nebraska
Washington, DC Pamela Dawson, FMP SCI-Arc Delaware River & Bay Authority Huntsville, Alabama
Hallmark Cards Inc. Los Angeles, California New Castle, Delaware Todd Theissen, FMP
Gregory Klug, FMP John Oswald, FMP Washington University
Kansas City, Missouri Goran Pavic, FMP Jacob Emberson, FMP 4M Building Solutions
Web.com St. Louis, Missouri
Drums, Pennsylvania Wayne Greaves, FMP Zagreb, Croatia (Hrvatska) City of Hamilton St. Louis, Missouri
Public Health Management Hamilton, ON, Canada Rob Ruzicka, FMP
Kathleen Grenz, FMP John Clarence Alindayo, FMP Adnan Rahma, FMP Washington University
Corporations Northwestern University Steve Passino, FMP Bahrain
Cambia Health Solutions Philadelphia, Pennsylvania St Louis, Missouri
Lakebay, Washington in Qatar Fairfax County Public Schools
Doha, Qatar Alexandria, Virginia William Barba, FMP Ian Rogers, FMP
Aileen Sargent, FMP The Elocen Group
Michael Hebert, FMP Dart Enterprises Ltd. Toronto, ON, Canada
Cambia Health Solutions Jesly Quimbo, FMP Pat Di Leonardo , FMP Lanham, Maryland
Grand Cayman, Cayman Islands Northwestern University City of Hamilton Shahid Ikhlaq, FMP
Anacortes, Washington Dennis Dent, FMP
Franca Orebajo, FMP Doha, Qatar Hamilton, ON, Canada Emirates NBD
Charles Alkerton, FMP The Elocen Group Dubai, United Arab Emirates
Cushman and Wakefield Timothy Clouser, FMP Dan Penix, FMP Lanham, Maryland
City of Hamilton Lagos, Nigeria
Hamilton, ON, Canada Heard Museum Dragos Onciul, FMP
Phoenix, Arizona Steven Kutrick, FMP Franschon Patterson, FMP Northwestern University
TJ Gresko, FMP Parlin, New Jersey The Elocen Group
Viji Prasad, FMP JLL in Qatar
Los Angeles World Airports Renata Wiecek, FMP Lanham, Maryland Doha, Qatar
Washington, DC Mississauga, ON, Canada Jordan Sparks, FMP
Los Angeles, California Hopewell, New Jersey Jolie Chandler, FMP
Cristian Beian, FMP Fawaz Mutairi, FMP
Thomas Quinlan, FMP Christian Forget, FMP The Elocen Group Ras Tanura, Saudi Arabia
Docler Holding Luxembourg The County of Simcoe John Skahill, FMP Lanham , Maryland
Vera Bradley Luxembourg Kavod Senior Life
Roanoke, Indiana Midhurst, ON, Canada Randall Hill, FMP
Denver, Colorado Marko Zdravkovic, FMP San Luis Obispo, California
Ashraf Ali Khowaja, FMP Bradley Garvey, FMP Fimare doo
Lemoyne Blackshear, FMP Standard Chartered Bank Anne Ogboka, FMP
U.S. Government Algonquin Students’ Abu Dhabi, United William Kroncke, FMP
Karachi, Pakistan Association Seven Exploration & Arab Emirates Best Western International
Washington, DC Production Limited
Kristopher Lunn, FMP Ottawa, ON, Canada Phoenix, Arizona
Nicholas Holzworth, FMP Lagos, Nigeria Carl Vimmerstedt, FMP
Centennial, Colorado Chris Goodwin, FMP Michael O’Connell, FMP
Saltmine Norman Pendergraft, FMP Stephenie Palmer, FMP
San Francisco, California Kevin Weybright, FMP Los Angeles Unified MPO Chicago Management
School District Bellingham, Washington Sigmatech Inc. Glen Ellyn, Illinois
EMCOR Huntsville, Alabama
Kesa Fair, FMP Norwalk, Connecticut Los Angeles, California Robert Hughes, FMP
KIPP NYC Comcast Abdulaziz Alqahtani, FMP
Ossining, New York Rommel Solicar, FMP Jokyeong Kong, FMP
Nawah Moorestown, New Jersey Saudi Aramco
Northwestern University Dhahran, Saudi Arabia
Jackie Rivera, FMP in Qatar Ruwais, United Arab Emirates Thomas Biel, FMP
Alliance Construction Education City, Qatar Exact Sciences Bridget Stevens FMP
Services Inc. Dawn Calderone, FMP
Chicago, Illinois Madison, Wisconsin Washington University
Winnetka, California Genus Salas, FMP School of Medicine
Al Rayyan, Qatar Michael Howard, FMP Scott Handler, FMP St. Louis, Missouri
Kehinde Gibson- Blue Apron, LLC
Ejakpovi, FMP Lynn Hammond, FMP Los Angeles Unified
School District Linden, New Jersey
LBIC Plc Exactech
Lagos State, Nigeria 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
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 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
…or not
53/100
Employees that had an assigned
office space in 2009.
48/100
Employees were still tethered
to a desk in 2017.
As you’ve no doubt heard and read, we satisfaction was third (selected by 57
are in the midst of a dramatic transfor-
mation in the where, when and how
percent of respondents). Saving money
and reducing space had fallen to sixth 15%
of work. Have technology, globaliza- and seventh place on the list. Employees that were externally
tion and societal shifts really brought The long-term shift toward the im- mobile and had no assigned seat
about big changes in the workplace? Ac- pact on people as the primary value of in 2009.
cording to a recent report, “eh, not so workplace change is clearly demon-
16%
much.” We still have a long way to go. strated in Figure 2: The Value of Alter-
That’s depressing news for the cor- native Workplace Programs — 2009 to
porate real estate executives, facility 2017. Importantly, this shift suggests Percentage of employees that
managers and workplace consultants that organizations are finally starting had no assigned seat eight years.
who have seen what workplaces de- to understand that workplace pro- These nomads either worked at
signed for people can do for organi- grams are a strategic imperative rath- home, a client location, a satellite
zational performance and witnessed er than just a tactical solution to the office, a co-working space, or on
what “cost-cutting above all” strate- problem du jour. the road between one and five
gies can do to human performance. Saving money may kick-start change days a week.
Happily, the report also offers reason programs, but once implemented, or-
Saving money
to believe that while workplace change ganizations are clearly seeing the more
has been slow in coming, many of the important role well-designed workplac-
attitudes that have impeded progress
are beginning to shift.
es and modern work practices can have
on organizational outcomes. & Business
For example, in 2009, when asked to
rate the value of their workplace change
This shift in attitudes is also evident
in how organizations now measure the Agility
programs from a list of organizational results of their initiatives. After a pe- Both categories tied as the
and people outcomes, 71 percent chose riod dominated by efficiency metrics, number one driver of workplace
reduced costs, 62 percent chose in- the latest survey finds success is now change in 2011. But by 2013, the
creased real estate flexibility, and 61 being measured by a balance of both two categories had dropped to
percent chose increased employee pro- human and efficiency metrics. Orga- number six and number two,
ductivity. When the same question was nizations now understand that what’s respectively. By 2017, they
asked in 2017, employee work-life bal- good for people is good for business swapped places. “Saving money”
ance was the top choice (selected by 61 and are acting on it. was once again a top driver (at
percent of respondents), attraction and Other positive signs include a sig- number two on the list), and
retention was second (selected by 58 nificant reduction in the barriers to “agility” had plummeted to
percent of respondents), and employee change, a big swing toward the formal- number six.

ization of programs and a dramatic in- choice in where people work on levels
crease in internal mobility. of creativity, innovation, productivity
The latest survey shows that while and overall workplace satisfaction.
obstacles to change remain, significant The top people-centric
progress has been made. For example, measures of success in
Recommendations
while organizational culture issues are Workplaces and work practices may
2017 include the following:
still a top-five concern, the category be slow to change, but progress is ev-
fell 16 percentage points from 2008 ident on a number of fronts. The ob-
(cited by 59 percent in 2017). Similar- HUM A N M E TR I C S stacles are fewer or less significant.
ly, manager concerns remain second The potential for improving human
from the top of the list, but fell 24
points from 2008 (cited by 57 percent 53% and organizational performance is
being realized and documented. The
in 2017). Security issues, which ranked Employee satisfaction trail has been blazed and the path has
as number four in top barriers in been worn.
2008, fell 19 points from 2008 (cited FMs who are just getting started
by only 22 percent in 2017), and is now with what were once considered alter-
in ninth place on the list. Finally, fund-
ing — the number six concern in 2008
42% native workplace programs can learn
from the successes and missteps of
— was not even mentioned in 2017. Employee engagement others. In particular, it is well docu-
mented that it is critical to get exec-
Alternative workplace programs utive buy-in and endorsement and
Formal programs were defined by the work with cross-functional teams that
survey as ones that were supported by
policies, tools and technologies. In-
19% minimally include real estate, human
resources, information technology
formal programs were described as a Health & well-being and communications. Additionally, in-
collection of ad-hoc practices not sup- volve constituents early and through-
ported by one or more of the above. — out the process and seek out and heed
“Informal programs can’t yield the advice of change management pro-
the kind of organizational benefits EFFI C I E N C Y M E TR I C S fessionals. Start with pilots, but aim
that formal programs can produce,” to formalize to ensure that programs
says Kate North, Founder and Global are rolled out consistently and equi-
Chair of IFMA’s Workplace Evolution-
aries, IFMA Board member, and VP
36% tably, employees are provided with
the tools, technologies and training
of Workplace Innovation at Colliers Footprint efficiency they need to do their best work, and
International. “With formalization that initiatives are scalable. Finally,
comes better space utilization, im- program goals should be understood,
proved attraction and retention, and measurable and align with those of the
greater engagement, productivity, and
collaboration. On the other hand, in-
36% organization.
Above all, be true to the organi-
Cost reduction
formality can result in security risks, zation’s realities, readiness and the
employee conflict between the haves geographic, demographic, functional,
and have nots, abuses and more.” cultural and other nuances that exist
Prior surveys showed a steady up-
ward trend in informal/ad hoc pro- 30% within the organization. Read the re-
search, the case studies and the news.
grams and a downward trend in for- Increased productivity Spend time with those who have “been
malization. Both made a big flip in there, done that.” Examine what peers
2017 — more than half of respondents and competitors are doing, but once
(56 percent) now report they have the path is chosen, don’t be swayed by
formal programs in place (up 27 per- the latest headline, fad, or whiz-bang
cent since 2013), and only 28 percent 2017, 21 percent of respondents said implementation in the news. And final-
of programs were informal in 2017 they worked in and around the office ly, be wary of benchmarks. They repre-
(down from 38 percent in 2013). or campus and had no assigned seat. sent the norm, the average, but is that
In 2009, only nine percent were inter- all the organization wants? If not, pick
Internal mobility increase nally mobile. the best of what is needed from the ex-
Although external mobility remained This is a welcome shift. Research by periences of others and forge a unique
basically flat over the study period, Gensler, Leesman, Haworth and many path, experiment, be flexible, and pay it
internal mobility nearly doubled. In others confirms the importance of 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?’
The answer
The fundamental reason for any imple-
Technology is everywhere after fifty-two years mentation of systems or software — or any
change, for that matter — should be geared
when British architect Cedric Price questioned towards giving each individual or communi-
its purpose. Yet, the question Price pondered ty the opportunity to perform to the best of
their ability, totally unencumbered by any-
remains elusive. Tech is already here — so we thing that has the potential to get in the way.
Research at Advanced Workplace Asso-
keep hearing — but in many ways, its promise ciates (AWA) has found that people are
profoundly impacted by their working
and its potential is still out of our reach. environments. An employee’s cognitive
performance (concentration, memory,
The question accuracy, problem solving and decision
The world of facility and workplace man- making) depends on physical factors such
agement has more technology than ever as nutrition, hydration, air quality, sleep,
before, and it has become a critical compo- physical fitness and posture. Certain tech-
nent of workplace infrastructure. The focus nology, like lighting or heating systems,
on smart buildings is shifting to smart cities, can very easily help to improve the work-
perhaps due to mass urbanization and this place experience in these areas.
innate need of ours to feel more connected. Technology also has the power to foster
Right now, there’s a tech and data push a sense of community and to bring people
— everybody’s talking about it, a lot of together. Professional workers can use so-
BY companies are investing in it — but no- cial channels and tools like Slack and Teams
M A R I TA body’s really thinking about what we’re to connect with their colleagues and share
SCHARDT trying to achieve with it. information. Thanks to technological inno-
vation, start-up businesses and SMEs provide, then they need to work with The process
are no longer confined to their country the wider organization to transform FM is all about people — and there are
or origin. They can operate on an in- the culture, leadership approach and plenty of “people issues” to work out,
ternational level, safe in the knowledge working practice as well. including cultural and behavioral trans-
that they can lure in the very best talent While the effective application of formation, learning and training initia-
from any and every continent if need be, technology can help to deliver a seam- tives and implementing new policies
regardless of where they’re based. We’re less workplace experience, it can just and processes to support the transition
able to connect to a global network with as easily inhibit it if implemented in into tech-aided work styles. It’s about
the click of a few buttons. The world is a haphazard or clumsy manner. Giv- offering the right programs and appli-
quite literally at our fingertips. ing people access to technology they cations to help people stay connected
do not understand or are not briefed when teams are not physically togeth-
The challenge on can alienate those less tech-savvy, er. It’s about utilizing tech and data, so
In this environment, it is useful to and the wrong application of tech- facility teams can immediately address
have a 360-degree perspective on nology can also disturb the necessary and facilitate any user needs. Facility
workplace — which includes looking human element of work. It’s import- managers, along with IT and HR profes-
at design, behaviors, tech and culture. ant to strike a balance. And to man- sionals, should be at the vanguard of the
In other words, the totality of touch- age the change. workplace tech movement, supporting
points. Organizations are encouraged Tech enables mobility programs — the transition and working with senior
to look at things holistically. internally and externally — and it sup- leaders and their teams to articulate the
The world of work is changing rap- ports new ways of working. But before benefits of welcoming the often-neces-
idly and, as such, many organizations we get carried away, behavioral and sary change with open arms.
are trying to work out how to take cultural change must sit at the heart The process of leading behavioral
full advantage of the technology that of any workplace transformation proj- transformation and ensuring that staff
avails their people. But while technol- ect. Change management programs embrace change is no easy feat. How-
ogy continues to get cheaper and more are therefore essential when embrac- ever, the following tips, based on 25
sophisticated, rituals, behaviors, not ing and integrating new tech, which years of experience in this field, should
to mention conventional wisdom and impacts the way and the where people help pave the way for those that are
leadership thinking, don’t automati- work. The success of such programs planning a workplace “revolution.”
cally just “happen” when these tech- does not solely sit with the IT depart-
nologies are implemented. It’s clear ment. Rather, it’s down to the leaders Be clear
that if FMs want to take full advantage to inspire the collective to drive the This comes back to Price’s point.
of the opportunities technology can change. We have to be in it together. Through discussions with senior lead-

ever, the following tips, based on 25 FMJ EXTRA not just the workplace experience — and
years of experience in this field, should that’s why a tailored change manage-
help pave the way for those that are Resource ment program is key.
planning a workplace “revolution.”
Change is forever
Be clear Global Workplace In change programs, lots of energy
This comes back to Price’s point. Analytics White Papers goes into preparation but often the
Through discussions with senior leaders, project team disbands, and leaders
work out what you’re trying to achieve start to focus on something else before
and how you can use the transition to the change is fully embedded. If you
new tech-led models of work (whether successful it has to be integrated, vir- are not careful, the behavior starts to
that be agile, activity-based or flexible tually and culturally, and across every morph back to the old ways.
working) to help people be at their best. business function. What’s key is not AWA founder Andrew Mawson often
Then you need to be able to articulate only the tech and tools but integrat- jokes that change management is a bit
why it’s an important change, and how ing the training and workplace proto- like having kids. Following the celebra-
it’ll help everyone in the long run. cols as part of the behavioral change tion of the birth, he says, you realize
Together, you need to answer the key management program. To do this, we that there is another 25 years of parent-
question — why are we doing this? Is have to work collaboratively. ing to turn your child into a decent cit-
the “why” to reduce cost? Is it to recruit Unlike many other business proj- izen! So, don’t just focus on the lead-in
from outside your typical geographical ects, introducing new ways of work- to the change. Look to embed the new
areas? Or, are you trying to improve or- ing cuts across many disciplines (e.g. way of working into your organization
ganizational effectiveness? And, what IT, FM, RE, HR). Each department to make sure the change doesn’t un-
is the “this?” Are we trying to facilitate representative needs to “play nice” ravel. You need to make sure the new
home working, remote working, or just and link their respective contri- way is backed by the culture, leadership
mobility in the office? The answers butions to create a seamless infra- models, recruitment narrative and in-
need to be credible and honest and structure and transition. Everybody duction processes.
communicated to the wider team. involved needs to understand the
change in depth and get personally Leading change
Build a case for change comfortable with it … because it’s The concept of the “workplace expe-
People are scared of change. It can be going to require them to change their rience” has dominated the FM agenda
unnerving because we’re creatures of approach and work together in a way over the last year or so. In June, Work-
habit. But to learn and grow, we have to they’ve probably never had to before. place Week New York 2018, a philan-
push the boundaries. That said, people thropic event that raised thousands
don’t just change the habits of a lifetime Talk with, not at of dollars for the “I Have A Dream”
of work when they’re told to. The first To achieve a sustained mass behav- Foundation in New York, questioned
step is to clarify what the change is all ioral change, you need to do more the science behind the discourse in
about, developing a “case for change,” than just run a couple of workshops. order to guide facilities and workplace
backed by real evidence. Then you’ve While many leaders are dealing with professionals moving forward.
got to work out the nitty-gritty of the change all the time, it’s usually tacti- In short, the FM industry can have
what, why, how and when of the change. cally driven, process orientated and a hugely positive impact on people
This requires obtaining and showcasing doesn’t involved mass changes in and broader business performance by
the necessary evidence, which involves ingrained behavior. It’s, therefore, understanding emotional, spatial and
internal research, clarifying leadership important to take a systematic ap- technological journeys and by funnel-
priorities and, ultimately, figuring out proach. You’ll need a real two-way ling this crucial insight into curating
what work, workplace and technolo- dialogue with each individual and workplaces that support the employee
gy arrangements you’re going to apply team involved in the change so that experience. FMJ
— not forgetting to communicate why everyone’s on the same page. Don’t
you’re doing it, how it’s going to work just talk — listen. And make sure ev-
and when the change is going to happen. eryone really “gets it.” As Advanced Workplace
As a nation, we love immediacy. Peo- Associates (AWA) Director of
Work together ple want instant gratification and they Global Programmes, Marita
Change management in the work- don’t have time to wait on the unhelp- Schardt is a workplace strategy thought
place transformation is not effective ful helpdesk line. We want to be able to leader with 27 years’ experience in corporate
without the tech that supports it. see and visualize the other person on the real estate, corporate design and commercial
And vice versa. Tech is not effective line — we want the comfort of dealing real estate for a diverse set of clients,
without an effective change manage- with a human being rather than a ma- including financial institutions, corporations
ment program. In order for it to be chine. It’s about the human experience, 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
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:
tions, lacking the data to make informed
decisions, have only made surface-level
observations about their workspaces.
How much office space is needed for FM and CRE personnel have been rel-
employees, and is the space being egated to taking laps around their facil-
maximized to increase productivity ities, pen and paper in hand, marking
and reduce costs? More recently, there headcounts and trying to determine
has been another important question how spaces are being used and when.
added to the mix: How can the phys- Not only has this been an extremely ar-
ical workspace not only help employ- duous task, but it has been inefficient
ees excel at their jobs but engage them and potentially fraught with errors, as
and increase their job satisfaction? making estimates and assumptions can
All too often the answers to these have serious repercussions on both the
questions have been vague. Organiza- bottom line and employee satisfaction.

Goal setting, data collection and review
There’s a better way for business lead- and support one another.
ers to assess their real estate portfolios More specifically, an IWMS can de-
and determine how to optimize their termine what space exists, how it’s WHEN EVALUATING
real estate, and it starts with goal set- being used, by whom and how often.
WORKSPACES, FMS
ting. FM and CRE managers must first Users upload floorplans to the system,
meet with corporate management, in- coordinate employee data with HR SHOULD CONSIDER
cluding senior HR and IT personnel, and asset data with IT and FM depart-
to determine the company’s objectives ments for a clear picture of how each THE FOLLOWING
and desired outcome for the portfolio. space is being utilized and tracked.
Occupancy/vacancy ratios, lease ter- This can be especially useful to organi- QUESTIONS
mination dates and the desired size zations that have a significant amount
of the portfolio should be considered. of traffic throughout the day, so that
—
Office space standards, such as the they can determine peak operating
desire to create more activity-based hours and how an increase in occupan-
What are the current real
workspaces or to keep assigned seat- cy can affect spatial demands.
ing, also should be addressed, as well A smart way to collect data unobtru- estate trends in regards to
as the need to create an environment sively, and without interrupting work- cost and vacancy rates?
that meets the needs of employees. flow, is via occupancy sensors. These
Once objectives are clearly defined, sensors, which must be connected to Are we looking to expand,
companies must establish a baseline to a wired or wireless network, can be and, if yes, by how much?
better understand where they are today strategically positioned throughout
and where they want to be in the future. an office and passively measure the
What percentage of our
Considerations should include current occupancy of any workspace, traffic
seating capacity, the number and capac- patterns and employee behavior. They employees regularly work
ity of meeting spaces (both scheduled also can indicate what spaces are being remotely?
and non-scheduled drop-in spaces) and underutilized and even inform facili-
how often they are being used, and the ties managers of what areas need to be Do we employ contract/
number of employees and contractors, serviced more frequently. temporary workers who
who use the space each day. Yet, it’s not enough for business-
need space for limited
Next, management must look at es to simply collect data via sensors.
the data it has compiled regarding They must feed this information into a periods?
space usage. Again, some companies cloud-based IWMS that can help make
have missed the mark on this, as they data-driven decisions. What is our employee
have relied on outmoded methods Once data is gathered, management demographic, and do we
of tracking how, where and when can create an integration between the expect that to change?
employees work. More innovative IWMS system and the HR systems to
companies, however, have turned to determine employee churn, includ-
What are the dynamics of
Integrated Workplace Management ing new hires and terminations. This
Systems (IWMS), which consist of information will enable annual fore- our workspace? Is there a
various modules, as opposed to sep- casting reporting of employee growth great deal of interaction,
arate solutions, to gather data. These or contraction versus available space. or are do employees work
systems measure key business opera- Forecasting also will help a company in silos?
tions and provide a true and accurate determine when it will be at capacity
visual of how processes are related and require more space.
Determining strategy
Data gathered via an IWMS can help system to determine where employ- employee traffic and help determine
determine if the workspace needs to be ees are choosing to work and make de- high and low traffic areas.
consolidated or should be redesigned to terminations as to why certain areas Like hoteling, hot desking can re-
make it more attractive to employees. It of the office are more appealing than duce costs and improve space utiliza-
also can provide insights into the best others. Hoteling has been known to tion, but users complain that there is
workplace strategy for a business, which improve space utilization and can po- no privacy and that constantly looking
can play a significant role in recruitment tentially reduce real estate costs, but for a new place to work each day can
and retention. Some of the most com- some employees find this type of envi- be a distracting time waster. Con-
mon workplace strategies today include: ronment distracting. versely, employers note that there is
more equality as a result of hot desk-
H OT E L I NG HOT DESKING ing, and collaboration and communi-
Office hoteling is a reservation-based This strategy allows employees to cation often improve as employees
style of office management requir- choose from any available space at one meet colleagues in different areas of
ing reservation software that allows of several shared workstations without the organization.
employees to schedule workspaces, requiring them to reserve it in advance.
including desks, cubicles, equipment Employees are encouraged to rotate ACTIVIT Y-BA SED WOR KI N G
and conference rooms) before they their seating on a regular basis. Facility Given the changes in the way in which
arrive at the office and only on an managers can use sensors throughout people work, ABW has become in-
as-needed basis. Facility managers can the office to determine where employ- creasingly popular as a workplace
easily gather data via the reservation ees sit. These sensors can also track strategy. It allows employees to move
You have the

power to shape
national policy.
Sept. 12-13, 2018 | Washington, D.C., USA
Learn > Practice > Connect > Inform > Influence
www.ifma.org/advocacy-day

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

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
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

I N N O V A T I V E
Products & Services
iCOMM provides WaveLinx smart lighting brings greater

remote monitoring campus-level control to building networks
for commercial Power management company Eaton has expanded its award-winning WaveLinx
hot water systems Wireless Connected Lighting System, broadening its application from stand-alone
facilities to include building networks. With Eaton’s Lighting Xpert Insight software,
Breaking down old barriers WaveLinx offers connectivity with other IoT and smart building management
surrounding remote monitoring systems to bring enhanced insights and wireless control of indoor/outdoor lighting
and hot water management, to commercial facility managers. In addition, the latest mobile app enhancements
State Water Heaters’ new help reduce system commissioning updates by up to 30 percent.
iCOMM Connectivity Platform The expanded smart lighting system can be applied on college campuses,
places control firmly in the health care facilities, office parks and more. Used with Eaton’s Lighting Xpert
hands of facility managers Insight 6.1 software, it connects with BACnet, energy management systems
and commercial plumbing and third-party applications using standard API protocols. WaveLinx also offers
contractors. the industry’s first “Smart Tips” capabilities to deliver alerts in real-time,
Available via the State Water providing suggested steps to address issues, reducing the time spent and cost of
Heaters’ app on iOS- and troubleshooting.
Android-ready mobile devices, Designed for plug-and-play connectivity with automatic energy code
the iCOMM platform makes it compliance, WaveLinx commissioning enhancements include automatic firmware
easy to monitor and maintain updates as devices join the network. This further reduces installation time for
commercial hot water systems electrical contractors and brings greater flexibility to facility managers looking to
from virtually any smartphone expand or make updates to the system.
or tablet. All of the company’s — V I S I T eaton.com/wavelinx or eaton.com/connectedlighting
ULTRA FORCE® SUF® models
now come standard with onboard
Wi-Fi, which makes remotely
connecting and interacting with
ShurSEAL knifeless packaging minimizes
ULTRA FORCE water heaters easy worker injury and damage to contents
and free. Once connected, users
can interact with one or multiple The most common way to open a box is using a knife or box-cutter. Knife cuts
heaters on the app, adjusting account for approximately 30 percent of workplace injuries; of those, 70 percent are
temperature and differential, lacerations to hands or fingers. Eliminating the need to use a sharp object to open
viewing status and fault history, cartons minimizes the risk of worker injury, saving time, money and frustration, as
and setting custom alerts. even small cuts can have a major impact on operational efficiency.
The iCOMM platform is designed Shurtape Technologies developed its ShurSEAL® Packaging Solutions to address
for commercial applications such as common case-sealing issues, including worker injury and product damage caused
institutions, multifamily housing, by knife cuts. The ShurSEAL® solution features Folded-Edge® Technology, which
restaurants and hospitality automatically folds both edges of the packaging tape along the length of the
spaces that will benefit from its carton as it’s applied. It creates a dry edge that allows the consumer to easily grip
ability to provide mobile two-way the tape and remove it by hand.
communication. These services Designed for packaging station applications in a variety of industries, the
come all at no cost for hardware, FlexPack Taping System is a multi-axis, manual taping solution. For manual
subscriptions or any other fees. sealing applications, the Folded-Edge Hand Dispenser is designed with the same
— VISIT patented Folded-Edge Technology.
statewaterheaters.com — V I S I T shursealsecure.com
I N N O V A T I V E
Products & Services
enMotion® Flex Winner of a 2017 ISSA Innovation Award,

Georgia-Pacific Professional’s (GP PRO)
» Reduced waste. Uses an entire roll
before switching to the standby roll.
Paper Towel System enMotion® Flex Paper Towel System » Enhanced experience. Touchless
enhances the is designed to help facility managers
reduce waste, improve productivity and
dispensing design helps improve
hygiene.
washroom experience enhance customer satisfaction.
» Improved sustainability. Offers
The system incorporates GP PRO’s
proprietary Dual Roll Auto-Switch recycled and third-party certified towel
Technology, which consumes the options, and can help a facility earn
smallest roll first and allows for 100 credits in several LEED® categories.
percent usage of each roll before With its custodian-friendly design,
switching to the standby roll. The the enMotion Flex Paper Towel System
premium system provides many supports GP PRO’s Take Notice
benefits, especially to facility managers initiative, an appreciation program
and customers in office buildings and designed to recognize and motivate
high-traffic areas such as airports, custodial staff for the tremendous
stadiums and casinos: work and effort they put into keeping
» Improved dependability. Addresses workplaces clean.
the frustration of jams and towel — VISIT
run-outs. gppro.com/products/paper-towels
GPS-enabled site and building plans

enhance the efficiency of online work orders
Common Areas’ easy-to-use, landscaping, etc.). Common Plans
collaborative operations software ensures that all teams — regardless
empowers businesses to work of their experience with architectural
together across departmental and drawings — can confidently work from
organizational boundaries to create the same easy-to-read plans.
unequaled operational efficiency. Equipped with Common Plans,
With the launch of Common Plans — a Common Areas users can more
cloud-based, asset mapping subsidiary accurately and easily pinpoint the GPS
— users can more accurately and location of an issue and collaborate
efficiently locate, create and share technical architectural, engineering and across the entire property team of
online work orders plotted in and system drawings. They enhance the owners, managers, operators and
around properties and facilities. effectiveness of traditional plans by service businesses to ensure that work
Common Plans are customized, allowing users to plot and share online is resolved on time and within budget
easy-to-understand, multilevel site, work orders by GPS location, building — all from their mobile device, tablet or
building and facility plans that have level and asset layer (plumbing, desktop computer.
been converted from cumbersome, electrical, life safety equipment, — V I S I T commonareas.com

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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
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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
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Find out how bookME can help streamline your dynamic workplace.
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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
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PLANNING
PLANNING••PROJECTS
PROJECTS&&SUSTAINABILITY
SUSTAINABILITY••ROOM
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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
SEP TEMB ER / OCTOB ER 2018 EXTENDED 097

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 [email protected]
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

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

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 [email protected]. 11. The 12 Biggest Blackouts in
History
Is
your
building
working
for
you?
BY SA N J AY ROY

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.

Components in Focus
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
Chapters come together and decided on it as his career. After 15 years in the industry, mainly
for Facilithon 2018 working in the corporate/technology field, he is now an account

leader at C&W@Google. Connect with Brandon at www.linkedin.com/
Spring 2018 marked the first year of this new in/brandonhtanner.
event for the Virginia State SkillsUSA competition BRANDON: “I love cycling and eating … and not in that order.
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,
Allen Witt
educators and industry leaders through a three- The diversity of building types and the challenges that to into each
part experience to raise awareness of facility project drew Allen Witt into facility management more than 11 years
management as a career path. ago. Currently residing in the Twin Cities area, he serves as a senior
This year, 16 students took advantage project manager in a corporate facility for Terracon.
of the opportunity to run through the
ALLEN: “I am a private pilot and a professional engineer who
Facilithon. Every student showed excitement
loves downtown Minneapolis.
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 Connecticut-based member David J. Alberghini is a vice president
event opened their eyes to facility management at Loureiro Engineering Associates. Prior to joining Louoreiro he
as a potential career path previously was an EHS regional manager at Pratt & Whitney. His company
undiscovered. The Facilithon provided a rewarding provides services in engineering, construction, Environment, Health
experience for the students as well as the team & Safety (EHS) compliance, facility support services, environmental
of facility management professionals that made laboratory, waste management, energy use assessment and
this event happen. The Capital Chapter looks conservation, land surveying and mapping and site assessment and
forward to getting more people involved next remedial services.
April at the 2019 Facilithon. 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
FROM LEFT Mike Petrusky, Judy Ewell, Kris Turner, Rich through coaching youth football and running a nonprofit for
Fanelli, Gary McKelvey veterans called Black Dog Hunting (blackdoghunting.com).
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 [email protected] with the subject
line: Components in Focus. We look forward to featuring your chapter in an upcoming issue!
Vendor Profiles
The following product Acoustical / Sound Masking

LogiSon Acoustic Network
and service providers offer Sound masking is a reliable and cost-effective
method of providing speech privacy and noise
solutions for your everyday control. The LogiSon Acoustic Network is a
recognized industry leader with numerous
and specialized facility awards for innovation, performance and ease of
use. Small zones allow the masking sound to be
management needs. 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
Companies in BOLD ITALIC are

IFMA Corporate Sustaining Partners

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 —
www.agfmanufacturing.com
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
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

Vendor Profiles
Health / Safety Janitorial Services /

New Pig Corporation Cleaning Products
New Pig makes the world’s best stuff for Essity Professional Hygiene
leaks, drips and spills. PIG products help North America LLC.
companies keep their workplaces clean, safe
Essity is a leading global hygiene and health
and productive while protecting their workers
company that develops, produces and
and the environment. Offering the world’s
sells Personal Care Consumer Tissue and
largest selection of absorbents, spill control
Professional Hygiene products and solutions.
and liquid management products — over
Sales are conducted in approximately 150
3,100 in all. PIG products have been used in
countries under many strong brands, including
more than 300,000 industrial, commercial,
the leading global brands Tork and TENA, and
utility, institutional, military and government
other regional brands. Essity has about 48,000
facilities in over 70 countries
employees. The company has its headquarters
— in Stockholm, Sweden, and is listed on Nasdaq
www.newpig.com
— Stockholm. Essity used to be part of the SCA
+1-800-HOT-HOGS Group.
—
www.essity.com/us
Regan Scientific —
+1-866-722-8675
The BOT-3000E Tribometer, from Regan
Scientific Instruments, is a highly precise,
digital instrument capable of measuring the Pest Control
dynamic and static coefficient of friction (COF)
Xcluder® Rodent and
of walkway surfaces in the lab and in the field.
It is the only device qualified for use with ANSI Pest Defense
A326.3 “American National Standard Test Xcluder® is the global leader & innovator
Method for Measuring Dynamic Coefficient of in pest exclusion, offering a full line of
Friction of Hard Surface Flooring Materials” commercial & residential pest control
released in April 2017. solutions, including patented Xcluder fill
— fabric, rodent-proof door sweeps, and rodent-
www.reganscientific.com
proof garage door and dock leveler seals.
— Xcluder is trusted by pest professionals
+1-817-552-4022
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
Vendor Profiles
Restoration / Maintenance Security / Security Systems

Miracle Method TownSteel, Inc.
Surface Refinishing TownSteel is a manufacturer of high quality
commercial grade builder’s hardware,
Miracle Method’s restores and update existing
including locks, door closers, exit devices,
tile, porcelain, laminate, cultured marble
hinges and general hardware.
and fiberglass surfaces, saving its customers
www.townsteel.com l +1-877-858-0888
millions of dollars in renovation costs. By
hiring Miracle Method, facility managers
eliminate costly replacement of leaking
Software Solutions
shower pans, ugly tile, laminate countertops
and bathtubs from their capital budget. With ARC Technology Solutions
135 offices, Miracle Method is a time and ARC Technology Solutions, a unit of ARC
money saving solution for facility managers of Document Solutions, delivers innovative,
office buildings, government facilities, schools easy-to-use mobile apps for the facilities
and hotels. and construction industries. With building
— information at their fingertips, ARC Facilities
www.miraclemethod.com Dashboards help teams operate buildings
— more productively, more efficiently and
+1-800-444-8827 smarter.
—
www.e-arc.com
Roofing —
Sika Sarnafil, Inc. +1-855-500-0660
Sika Sarnafi l supplies high-quality

thermoplastic roofing and waterproofing ARCHIBUS, Inc.
systems for commercial buildings. Includes ARCHIBUS, Inc. is the #1 global provider of real
energy-saving reflective roofs, vegetated estate, infrastructure & facilities management
green roofs and solar-ready roofing. solutions and services. Marked by nearly 40
— years of continuous innovation, our industry-
usa.sarnafil.sika.com leading enterprise software provides unique
— intelligence on your real estate, infrastructure
+1-800-576-2358 & 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

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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1980 IFMA LAUNCHES

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046 What is the Future of NANCY JOHNSON SANQUIST

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

top stories. Read it now at M

communities, and other supplementary content.

101 Evolving Core Competencies

105 Is Your Building Working for You?

108 Components in Focus

110 Vendor Profiles

Editor’s Note Jocelyn Kerr

this publication — was mailed to members thirty years

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