Employee Engagement and Customer Experience
In the past few days ISS A/S won the overall prize and the ‘peoples choice’ award at the European Workforce Analytics Summit. It is not at all surprising that a positive and deeply engaged workforce will lead to much greater customer satisfaction – now there is clear evidence for this, based on this award-winning research.
The key findings were:
1. Employee engagement correlates strongly with customer experience – even to a level where customers will actively recommend the service to others.
2. The primary drivers of customer experience are:
a. Motivation and engagement of service staff
b. Amount of training and quality of service staff
c. Knowledge of, and ability to act on, customer expectations by service staff – implying some independent thinking.
3. Customer experience is closely linked to contract profitability – as measured by the Net Promoter Score (NPS).
Apart from NPS, it is important to take into account employee churn, absenteeism and training hours. I am reminded of the quote from management guru, Tom Peters – ‘If you love your company and what you do, you will serve your customers better - period’.
The full research paper can be found here.
Education – FMA’s Diploma
We believe in the value of investing in training and education. In this regard, I am very pleased to confirm that the FMA’s Diploma of Facilities Management has been revamped and improved, and is once again open for enrolments. FMANZ members will continue to have the same fee structure as FMA members.
During the last half of 2015, the diploma underwent an accreditation review that included input from industry, students and educators. The diploma has now been relaunched with a suite of revised materials and a new education supplier, UNE Partnerships. During the review, much of the subject course materials and assessment resources were updated to ensure their ongoing relevancy and use. In addition, course nominal hours have been reduced, from 850 hours to 700 hours, and units from 18 to 12 (eight core and four elective units) - bringing them in line with similar programs. The diploma is expected to take between 18-24 months to complete - via flexible online study as before. Importantly it will be priced approximately 25% lower than the previous version. Click here for details.
I am delighted to confirm that Nicholas Burt, Chief Executive of the Facility Management Association of Australia, will be our guest at FM Summit 2016. Nic will provide a comprehensive presentation of the new Diploma Program and provide details of the strategic direction of education (particularly vocational education) in the facilities management sector.
Maintenance and Service Standards Committee (MSSC)
One of FMANZ’s five strategic outcome areas is to be a hub for knowledge sharing. The establishment of the MSSC committee by the Board is an important step in this regard, and responds to a timely initiative by a number of leading members. The approach to be taken will be:
To our FMANZ Corporate and Summit sponsors, our heartfelt thanks. Our sponsors are critical to the work of FMANZ and their support is greatly valued. I am delighted to welcome Goleman Exterior Building Care as a new FMANZ Diamond Sponsor, and also new Summit Diamond Sponsors – EECA Business Solutions, United Cleaning Services and Broadspectrum.
I also extend a warm welcome back to FMANZ’s senior sponsor circle – Platinum sponsors City Care and Valspar; Diamond sponsors City Cleaning, Inscape, Meridian Energy, and Cushman & Wakefield; and Gold sponsors McAlpine Hussmann and SPM Assets.
We are delighted to again have Argus Fire Protection as our Platinum Summit sponsor and Schindler as a Diamond Summit sponsor. WT Partnership is again our Lanyard Sponsor.
FM Summit 2016
Registrations are running significantly ahead of last year at the same time, and there has been a very encouraging response to the programme. Trade Expo stands are almost all sold – be quick to contact Marjolein! Judges are working through the nominees for awards, two new Fellows will be acknowledged, and Rod Emerson has created a new FM cartoon to be auctioned!
'Celebrate!’ Jean Paul Gaultier
Do not miss this outstanding event of 2016.
Chief Executive, FMANZ
Don't Miss Out on the FM Event of the Year!
FM Summit 2016 (4-5 May) is proving popular, with places filling fast and registrations significantly ahead of last year. Don't miss out on what is promising to be the best FM Summit yet! Click here to see the fantastic programme and here to register. Be in before 15th April and you’ll go in the draw to win an iPad Air 2, plus two runner-up gift pack prizes of fine Villa Maria wine!
Remember this from last year? We have commissioned another cartoon from award-winning cartoonist Rod Emmerson, to be unveiled on the Summit programme and auctioned off at the Gala Dinner. Money raised will go to the FMANZ Foundation. Will you be lucky enough to win the bidding?
The Gala Dinner, Wednesday 4 May
After all the stimulation of the seminar day, delegates will have a chance to relax. The evening kicks off with a wine-tasting at 5pm, followed by the Gala Dinner, hosted by Jaquie Brown. During the evening FMANZ Fellowship Awards will be presented to those who have made a significant contribution to FM and FMANZ and, for the first time ever, we will be presenting awards for Young Achiever of the Year and the Brian Happy Facilities Manager of the Year. Then, it’s your chance to bid at auction for the FM cartoon. Also, everyone who registered before April 15 is in the draw to win an iPad Air 2, with wine gift packs for two runners-up.
New FM Degree
How often do we hear of ‘accidental FMs’? Happily a career accident should become a career plan for graduating high school students, and others wanting to join the FM industry. Subject to CUAP approval, AUT will offer a Bachelor of Engineering Technology (BEngTech) degree with an FM/AM major from February 2017. Although the FM industry in New Zealand is valued at close to $9 billion or just under 4% of GDP, up until now there hasn’t been a homegrown FM undergraduate or postgraduate offering. FMANZ is very appreciative of the strategic relationship with AUT, who have supported this very important advance for the FM industry. Watch for more information about the degree in upcoming issues of FMANZ e-mag and on our website.
During the last half of 2015, the FMA’s Diploma of Facilities Management underwent a review that included input from industry, students and educators. The diploma has now been relaunched with a suite of revised materials and a new education supplier, UNE Partnerships. During the review, much of the subject course materials and assessment resources were updated to ensure their ongoing relevancy and use. In addition, course nominal hours have been reduced, from 850 hours to 700 hours, and units from 18 to 12, to bring them in line with similar programs. FMANZ members continue to enjoy the same discount as FMA members.The diploma is now much more affordable and is expected to take between 18-24 months to complete, via flexible online study. Read more about the diploma here.
Moving Master Classes
Over the past two years we have seen the continuing success of the AUT/FMANZ Master Class programme. This year we are offering four classes, one of which will be run in Wellington (the other three will be run at AUT in Auckland). Facilitated by professional lecturers and consisting of small groups, these two-day Master Classes are tailor-made for FM professionals.
Classes offered this year are:
WELLINGTON: 10 June + 1 July 2016: Leadership, Strategy & Change Management - for mid-career to senior professionals and managers who want to successfully design and implement FM strategies.
AUCKLAND: 29 July + 19 August 2016: Procurement & Supplier Management - for young to mid-career professionals and managers who want to source and manage critical FM suppliers.
AUCKLAND: 2 + 23 September 2016 Professional and Team Leadership - for young to mid-career professionals who want to better manage FM projects or FM teams.
AUCKLAND: 21 October + 11 November 2016: Facilities & Asset Management - for young to mid-career professionals and managers who want an integral understanding of AM and FM.
To find out more about educational opportunities check out the FMANZ website.
|FMANZ Diamond Sponsor Goleman Exterior Building Care, is establishing an office in Auckland, open in early May. The company also has established offices in Wellington, Christchurch and Nelson. Goleman is New Zealand’s leading provider of specialised access, building maintenance and cleaning.
|Firstly David, can you tell us about your recent move from MSD to MBIE?
On 1 April we relocated to Ministry for Business, Innovation and Employment (MBIE) to make the most of the synergies which naturally exist between PMCoE as Functional Leader for Property and the Functional Lead for Procurement which is already housed within MBIE. There are also other synergies which support our work which are housed at MBIE such as its
David White, Director of GPG
Membership fee increase
Just a reminder that FMANZ membership fees have increased. Annual individual membership now costs $175 plus GST, corporate membership $800 plus GST; professional membership $200 plus GST; and student membership $25 plus GST.
|World FM Day
Global FM has announced Wednesday 13 July as the date for ‘World FM Day 2016’. The theme will be ‘Empowering people for a productive world’, and will look at how facilities management enables different business disciplines to collaborate to deliver high quality business performance. Speaking on the theme, Duncan Waddell, Chairman of Global FM, said “FM is all about enablement; as a sector we enable people to work, we enable the economy, we enable technology, we enable social interaction – the list is endless. At the crux of all of this is people - and for this year’s World FM Day we aim to highlight how we, as FM professionals, empower people to reach their full potential and in turn create a productive world”.
Supporting new ways of working
The boundaries that define traditional workspaces and organisations continue to change. But how can facilities managers support their client organisations throughout the transformation process? Find out here.
Lead with purpose
Do all your employees know what they do and why they are doing it? And do they feel engaged or driven by it? According to the internationally recognised leadership influencer, John Baldoni, one of the most important traits of effective leadership is to be driven by purpose. Discover more about leading with purpose here.
UK government adopts standardThe UK government will adopt the new International Property Measurement Standard introduced in January 2016 to “future-proof” the way it measures its buildings and to ensure consistency across the UK and internationally. Matthew Hancock, Minister for the Cabinet Office and Paymaster General, made the statement in the government’s State Of The Estate report 2016. “The Government Property Unit will be adopting this new standard of office measurement and will be applying it to all new acquisition and building upgrades. Find out more here.
The effects of place on profitData and analytics can be an indispensable part of a company’s decision-making process, but not all firms are making use of it, suggests a report by real estate group JLL. By building on data and analytics, companies can measure and, in the process, learn more about their businesses and, in turn, make that knowledge work for them.
The future of FM outsourcing could see the “uberisation” of contracts, in which individuals providing facilities services are crowdsourced, according to Peter Ankerstjerne of ISS World Services, keynote speaker at FM Summit 2015. Speaking at a recent Workplace Futures conference, Peter noted that a number of the largest organisations in their respective industries, such as Uber, AirBNB and Facebook, own no assets. Similarly, he said, the FM industry could see a service company in future years employing no service individuals. Read more here.
Fire awayResearch from the University of Canterbury indicates that using a fire extinguisher in the event of a minor fire can potentially reduce the need for a visit from the fire service, and the business from expensive recovery costs. Yet many New Zealand businesses are putting their staff and property at risk by choosing to remove fire extinguishers and hand operating firefighting equipment (HOFFE) from their premises to save costs. To better understand the effectiveness of HOFFE, the New Zealand Fire Service Commission has undertaken a research project. Part of the project is a survey that aims to better understand the use and benefits of HOFFE. The Fire Service is working with the fire protection industry to encourage businesses that have recently experienced a fire, to participate in the survey.
Social enterprise targets
Diversity a winner
As part of ISS’s recent “A diverse leadership yields higher earnings” research, they concluded that companies with diverse leadership perform better financially. But why is that? And how does diversity in the workplace create value for customers and shareholders? Find out here.
|Looking for a new T-shirt? Try this one on for size!|
|Through the roof
Microsoft has submitted plans to the city of Mountain View to expand its Silicon Valley headquarters. As with Apple’s upcoming building and Google’s proposed campus, this one is also pastoral and eco-minded. They're opting for low-rise office buildings enmeshed in a riparian landscape and topped by an expanse of verdant meadow. Read more about Microsoft’s green roof here.
|The war for talent
Now that the economy has recovered, the war for talent is accelerating. Various estimates estimate that by 2020, employers in the wealthiest countries will be short of nearly 18 million college-educated workers. In addition, as baby boomers start to approach their retirement, the situation will become even more critical. Find out how to win the war on talent here.
More than a third of respondents in a survey of office workers say they believe their organisations would need to offer flexible working to stay competitive. A study by digital experience consultancy Infomentum, found that 40 per cent of respondents want to work flexibly outside of a traditional office. But more than half of respondents (51 per cent) are not allowed to work flexible hours, with 57 per cent reporting that their employer would “not trust them to do a good job” if they worked outside the office. Read more here.
|And finally, longing for summer?
With the chill of autumn setting in, are you dreaming of long summer days? Check out ArchitectureNow’s top 5 beach houses – inspiration for that hoped-for Lotto win perhaps?!
By Jennifer Mills, Partner, and Jess Greenheld from Anthony Harper. Don’t miss Jennifer’s presentation, ‘The New Health and Safety at Work Act: What do you need to know’, on 5 May at FM Summit 2016. Click here for further information.
As New Zealand's new health and safety regime comes into force, those in management positions should again look to Australia for an indication as to whether they will be held liable, as an "officer", for neglecting their due diligence obligations. These decisions provide valuable guidance to companies, employees and courts alike as to what to expect, given the Australian Model Law served as the main influence for our own Health and Safety at Work Act 2015.
Directors due diligence
Under New Zealand's former legislation, directors and senior managers remained relatively free from individual liability for their organisation's failures. The Health and Safety in Employment Act 1992 placed no positive duty of health and safety on those in governance. Instead, the only opportunity for persons occupying these positions to be convicted was if they directed, authorised, assented to, acquiesced in or participated in" their organisation's failure under the Act to take all practicable steps to prevent harm occurring in the workplace.
By contrast, the new Health and Safety at Work Act introduces direct liability in relation to workplace health and safety for any person occupying a position that allows the person to exercise significant influence over the management of the organisation (an "officer"). For example, this may be a Director, Partner or Chief Executive Officer. An officer must exercise due diligence to ensure that the primary duty holder, the Person Conducting a Business or Undertaking ("PCBU"), complies with its obligations under the Act. The extent of the duty has recently been illustrated by Safe Work New South Wales v Austral Hydroponics P/L & Anor  NSWDC 295.
What happened in this case?
Austral Hydroponics is one of the first successful prosecutions of a director under the new health and safety legislation in Australia. Austral Hydroponic Pty Ltd was in the business of growing greenhouse truss tomatoes. Its sole director, Mr Lam, was in charge of the supervision of the company's five employees, including Mr Nuon, who was employed as a farmhand.
In the course of his duties, Mr Lam instructed Mr Nuon to remove plastic sheets from the roof of a hot house located on the premises. Mr Nuon climbed onto the roof using a ladder and stood on the gutter whilst he attempted his task. As he pulled at the sheets, Mr Nuon lost his balance and fell 2.5 metres to the ground, sustaining a spine fracture which resulted in tetraplegia. He remained in hospital for 17 months before passing away due to respiratory failure and recurrent aspiration.
Safe Work NSW prosecuted Austral Hydroponic under section 19(1) of the Work Health and Safety Act 2011 (NSW), alleging that its failure to comply with its health and safety obligations had exposed workers to a risk of death or serious injury (a Category 2 offence). Mr Lam was pursued alongside the company for his failure to exercise due diligence in these circumstances.
Both parties pleaded guilty. Upon sentencing Mr Lam, the District Court of New South Wales commented that there was an obvious and foreseeable risk that an employee could fall from the roof of the hot house. Despite this risk, Mr Lam had failed to take a number of crucial steps. He had not provided training or instructions to Mr Nuon in relation to working at heights, had not conducted a risk assessment, and had not adequately supervised Mr Nuon whilst he performed the task. These failures caused Mr Nuon substantial injury and emotional harm.
There were a number of mitigating factors in relation to Mr Lam's conduct, including that he had no prior convictions, was unlikely to re-offend, was remorseful, had co-operated throughout the investigation and had entered a guilty plea at the earliest opportunity.
However, the Court ultimately considered that a significant penalty was necessary to "draw attention to persons operating similar businesses which are inherently dangerous to employees that it is necessary to ensure that they operate without avoidable risk to the health and safety of their employees." Mr Lam was therefore fined $15,000. This was considerably lucky, considering the maximum penalty for an officer involved in a Category 2 offence is $300,000 in Australia (and now also New Zealand).
What does this mean for New Zealand?
Austral Hydroponics illustrates the onerous health and safety duties placed upon directors, partners and others who exercise significant control over the business under the new regime. It is no longer sufficient to just 'tick the boxes'. Instead, anyone who falls within the definition of an officer must proactively test what their organisation is doing to identify, minimise and respond to health and safety risks.
New Zealand courts are likely to follow the same approach. Indeed, we have had a taste of an increased vigilance of the courts in holding directors to account in one of the last cases heard under the old Act.
Michael Kevin Haines died in May 2014 after a newly dug trench collapsed on him. An investigation conducted by WorkSafe New Zealand found that the trench was not created safely. The employer had not assessed the site to ensure that it was sufficiently stable before work began and the trench was not structurally supported from collapse. The company, Steelcon Construction Limited, and its director, Rodney Bishop, were charged under the Health and Safety in Employment Act 1992.
Mr Bishop pleaded guilty to all charges, including failing to take all practicable steps to ensure the safety of workers, failing to take an action that is reasonably likely to cause serious harm, and directing, authorising, assenting to, acquiescing in, or participating in, the failure of the company. He was sentenced to four months home detention. This was the first decision of its kind and clearly in anticipation of the incoming regime, which holds officers to account against a three-tier regime. Those in governance have thus been given a clear warning that, from 4 April 2016, they will need to have good health and safety practices in place.
Please email Sara at email@example.com if you have any questions or topics you would like to see covered in our regular Health & Safety feature.
Students, Stained Glass & SAMP
Patrick Homan is the Asset Manager at Victoria University of Wellington, where he has been working for 4 ½ years. The role sits under Facilities Management, which is a team under the wider Campus Services umbrella. Patrick is co-presenting a seminar at FM Summit 2016 with Tony Smith, Contract Manager at Cushman & Wakefield. SAMP for the TD (Strategic Asset Management Planning for the Technical Desert) will offer advice on identifying and collecting asset component, legislative and organisational data and turning it into a long-term Strategic Asset Management Plan. What do you need to consider in order to provide the plan in a suitable format for senior management? And, once you have the plan, how do you deliver and maintain it during its lifecycle?
Click here for the full Seminar programme.
What does your job involve?
I’m responsible for the long term strategic asset management planning (SAMP) to ensure that the University’s built environment is managed in a responsible and effective way to support the achievement of the University’s Strategic Plan objectives. It includes the cost effective and timely delivery of the annual Capex and Opex Renewal programme to align with the SAMP whilst considering a ‘whole of life’ and ‘whole of University’ approach for prioritisation. The ultimate goal is to ensure the SAMP appropriately targets resources whilst balancing asset failure risk against clearly identified organisational strategic priorities and objectives.
I’m not sure that any day in a FM’s life is typical, but my day encompasses a wide variety of activities that range from analysing asset data, working on reports for senior management, meeting with the Campus Development team to understand forward projects and align any works with asset renewal programme, discussions with the Space Planner and Asset Analyst around possible future demands and impacts, liaising with the Technical Asset Advisor on current projects being delivered and getting out and seeing the condition of my assets!
What are some of the challenges of your job/your organisation from an FM perspective?
The University has to undertake a lot of its work outside of the times that students are on-site. With building maintenance and construction having to be completed within these tight timeframes and changing priorities it can be quite full-on especially over Christmas.
What are some of things you like most about your job?
I love the variety that the University environment provides; no two days are ever the same. I also enjoy walking or cycling up the hill in the morning to the University knowing that I am maintaining and creating learning environments as part of New Zealand’s capital city’s globally-ranked university.
What do you think are the most important skills required to carry out your job?
The ability to think on your feet whilst understanding the wider picture of what is happening in the environment. The environment within the University is constantly changing and whilst we are typically following a set path this can change quickly and you need to be able to adapt to this.
Many FMers describe themselves as ‘accidental’ facilities managers. How did you get into facilities management?
I would say that I sit in the ‘accidental’ FMer basket. Following the completion of my Mechanical Engineer diploma, I was fortunate to become a cadet with MECON and spent several years doing technical submissions, drawings and installation work on-site. This provided some great grounding on how things work at the coal face. From there I worked as both a service and maintenance manager, interacting with both staff and clients to provide cost effective and timely solutions. The opportunity to get into FM came when I started at NZ Post and it provided some very valuable lessons on dealing with people across different levels from CEO to cleaners. The role at the University has allowed me to draw on my past learnings and experiences and apply them.
What advice would you give to someone who is starting out in FM?
Enjoy it – there will be plenty of adversity and challenges thrown your way but if you’re enthusiastic, a person of your word, trustworthy and thrive in a crisis then you’ll definitely go places in FM!
When you’re not at work, what do you enjoy doing?
I enjoy getting out on the mountain bike and am especially fortunate to be able to ride into work on some of the great trails in Wellington. I love spending time with my family who help recharge my batteries.
CCDHB Saves on Bills and Improves Patient Wellbeing
Freedom at Work: Melbourne's Medibank Place
With the aspiration to create one of the healthiest headquarters in the world, Medibank headquarters in Melbourne's Docklands enlisted multidisciplinary design firm Hassell to create a head office where employees have freedom to choose how and where they work.
If the Google office style represents an haute couture moment in commercial interiors – inspirational and extravagant, yet unbearably self-conscious – then Medibank shares some of its playful flare, yet represents a rather more grounded evolution in workplace design. As seasoned designers in this field, Hassell has carefully calibrated a balance between step-change innovation and common sense. In doing so, it has created a rare hybrid of social interaction, business innovation and space efficiency.
Read more about the project, and view photos, here.
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How to Handle the BWOF on Empty Buildings
Building law expert and teacher Rosemary (Rosie) Killip is presenting at FM Summit 2016. Don’t miss her seminar, ‘Are Building Professionals Lying to You?' at Villa Maria on 4 May. Find out more here.
For some buildings this may be a nonsense as there may be specific functional reasons why the BWOF checks cannot occur. In other buildings (which are presently unoccupied but fully functional and advertised for lease) there may be no physical reason why the BWOF cannot continue. So let’s take a look at the possibilities here.
1. Building Number One
Advice: There is no reason, other than the financial one, for the BWOF to be stopped.
2. Building Number Two
Advice: As there is a planned demo and the building has been permanently evacuated, there would be good reason to apply for the Compliance Schedule to be removed and thus the requirement for a BWOF system eliminated as a result. A letter, with support documentation and a Form 11, could be sent to the Council for consideration.
3. Building Number Three
Advice: Apply for the Compliance Schedule to be removed as there are no longer any specified systems in the building.
4. Building Number Four
Advice: Apply for the Compliance Schedule frequencies to be reduced through an amendment to the Compliance Cchedule to reflect an agreed reduced procedure (between the council and owner).
If you have found this article useful and are keen to learn more, join BuildNet - your one stop shop for building compliance training and advice - here.
The problem is, not only parents of young children, but now also the rest of society is sleep-deprived. Almost all of us are awake for longer hours than a century ago, due to the opportunities afforded by electricity. Add to that the impact of an increasingly global economy, the advent of the internet and modern telecommunications and we discover that since the 1980s many people have an increasing sleep deficit.