The Summit, Strategic Plan and Student Research
As promised, we are now beginning the planning process to create the second edition of FMANZ’s strategic plan, providing that lighthouse on the hill, guiding our direction. The initial stage of the process will be to survey members about FMANZ, its purpose, the issues confronting facility managers and the industry, and how FMANZ can best contribute to the greater acknowledgement of FM as a profession, its continuing development and advancement. Please take this vital opportunity to contribute to our future direction and the success of your association.
In the coming weeks FMANZ will be initiating a research project to ascertain the size and makeup of the FM industry in New Zealand. We are aware of membership strength in a number of sectors of our industry and weaknesses in others. Reference will be made to several smaller countries in Europe, where significant membership growth is being achieved. Unsurprisingly, we will again partner with Hanze University of Applied Sciences in the Netherlands and AUT University to complete this project. It is hoped that our nominated Hanze graduate-student, Astrid Bruursema, will present the research results at FM Summit 2016.
Chief Executive, FMANZ
The Summit in Pictures
Under clear blue skies last month, Villa Maria hosted another hugely successful FM Summit. Knowledge and networks were expanded as facilities managers from around the country descended on the south Auckland vineyard for two days of inspirational speakers and a fun-filled gala dinner. Here is a small sample of photos taken.
To view more photos on the FMANZ website, click here.
FMANZ gratefully acknowledges the support of the FM Summit 2015 sponsors:
Original Artwork Goes Under the Hammer
Congratulations to John Braithwaite who, for the second year running, out-bid all contenders to take home this original cartoon by award-winning cartoonist Rod Emmerson. Commissioned for the Summit, Rod built on the Superman theme from last year, capturing perfectly the super-hero abilities needed at times to work in FM. There were murmurs from the floor that next year perhaps Rod might go for a Superwoman theme instead … will John try to make it three in a row?!
Key Messages Captured in One Line
Want to know more? Most of the presentations from the workshop and conference days are available on the FMANZ website. Click here to view.
"With Every Pair of Hands Comes a Free Mind"
What You Need to Know and Why You Need to Know It
A popular workshop at the Summit was the ‘Health and Safety Regulation Update’ presented by Jennifer Mills and Ronni Cabraal from Anthony Harper Lawyers. They talked about why the law needs to change, the proposed changes and liability. If you missed out on this workshop, click here for a summary.
Jennifer Mills, speaking at the Summit
The Past, Present and Future
The Lowdown on Green Procurement
During the FM Summit, Anne Staal discussed the role of suppliers in green procurement and worked with workshop participants on the topic. Here, he reports back on his findings.
(CLICK HERE for the longer version of the article below)
This is what participants fed back during the workshop:
3. They believe they can make things happen. Psychologists call this ‘self-efficacy’ and it is very high in these people. There are two aspects to this. Firstly, it is the belief that matters not the ability. Secondly, because they focus on ‘making things happen’ (outcome) this allows them to find someone who can do it if they can’t and still credit themselves with ‘making it happen’ which, of course, is true. They didn’t actually do it but they did make it happen. Richard Branson would be a perfect example of this.
4. Controlling their personal brand in terms of the behaviours they exhibit to the world enhances their influence, builds stronger and broader support networks, increases their feelings of being accepted and respected by others and generally helps their days go better. By engraining these behaviours they also come across as genuine, which they are because ‘genuine’ simply means ‘like you’ which, in turn, is merely your engrained behaviours.
5. They are action-focused and focus their actions. They are not busy doing ‘stuff’, or busy doing nothing, or busy avoiding things that need to be done. They identify a goal, clarify the required actions and get on with them, even if these are challenging and/or outside a perceived comfort zone. They are ‘focused doers’.
How do you measure up against these characteristics?
|If you’ve got a project sitting in the sidelines waiting for the necessary time and expertise, we might have the answer!
Two students from The Rotterdam University of Applied Sciences in The Netherlands are seeking internships in NZ from September to December this year. Yvette Kooijman and Jacqueline van den Bos have completed three years of a Bachelor of Facility Management and are eager to secure work placements within the New Zealand FM industry.
Master Classes Postponed
Please note that the Leadership, Strategy & Change Management Master Classes have been postponed from 5 and 19 June until 6 and 27 November. The Professional and Team Leadership Master Classes have also been postponed from 26 and 31 July to 2 and 30 October. Email email@example.com to register for these classes.
Bruce Kenning recently joined the FMANZ Board. Bruce is the Group Manager, Facilities Management at Inland Revenue where he manages a range of core and non-core FM services, supporting the 6,500 staff and contractors at 25 sites across the country. Based in Wellington, Bruce has been a National Evaluator for the New Zealand Business Excellence Foundation, and introduced the Baldrige model for performance excellence into FM. Before joining Inland Revenue in 2011, Bruce had a 32-year career with the NZ Defence Force. He led the amalgamation of the property organisations of the three services into one organisation, resulting in one of the largest government property portfolios. Bruce has a Bachelor of Science from Victoria University and a Master of Business Studies from Massey University. firstname.lastname@example.org
Go for Gold
FMANZ welcomes Goleman to the sponsorship team as a Gold Sponsor. Established in Christchurch in 1993, Goleman is New Zealand’s leading Exterior Building & Asset Care service provider. They offer a range of services including building maintenance and construction; specialist cleaning; roofing, waterproofing and painting; and geotechnical. You can contact them on 0508 GOLEMAN, email@example.com or take a look at their website www.goleman.co.nz.
In the April issue of FMANZ e-mag, we looked at Kiwi and Australian salaries. How do these compare with what colleagues are being paid in Britain? Find out here.
|Wear it Proud
Jack Crutzen spotted a t-shirt he thought was pretty cool!
FM 4 Gen Y?
Recent US research from Jones Lang LaSalle found that only 1% of millennials (the so-called 'Generation Y', born between the 1980s and the early 2000s) were studying FM. William Betts, Associate at recruitment consultancy Macdonald & Company, takes a look at Generation Y's perception of FM and why the industry can provide a great career for young people. Read William’s analysis here.
New Law Facing French FMs
A new law recently passed in France mandates that all new buildings built in commercial zones must be partially covered in either plants or solar panels. Read more about the law and the benefits of green roofs, here.
Celebrate With Breakfast
To celebrate World FM Day, FMANZ members are invited
to bring along a guest to this month's FMANZ National Breakfast.
FMANZ National Breakfast Seminar:
The buildings you look after
could be at risk
(What you need to know about commercial building projects)
Did you know...
This event is free to members (individual membership is not transferable).
This June 2015 event is also free to guests of FMANZ members.
Non-members can attend this event for a one-off fee of $40.
You will receive payment details by email in the confirmation of your registration.
Find out how other countries are celebrating World FM Day here.
Stewart Hinks on Fast Food FM
Stewart Hinks is National Facilities Manager, Restaurant Brands NZ Ltd. He has been in the role since 2013, overseeing, managing and implementing functional FM across Starbucks, KFC, Carl’s Jr and Pizza Hut.
The FM team manages 198 stores nationwide and engages over 250 regular contractors to deliver the various service elements required to meet compliance and maintain brand standards.
What does ‘facilities management’ mean to you/your organisation?
To me personally it’s about striving for continuous improvement in our service delivery and support of the wider business. At the end of the day FM services are an overhead, although an essential one, that needs to demonstrate its value and contribute effectively to the bigger business picture.
It is important to be able to be flexible to meet business needs and changes and be a reliable source of reference for others in relation to the many areas FM encompasses: H&S, budget management, compliance and technical input. We work closely with Brand Retail Operations to ensure that they can get on with the business of running brands efficiently, safely and profitably without equipment downtime or property related issues.
What is a typical day like for you?
The team is based in our Head Office in Penrose, Auckland. Most days start at this location with external meetings, store visits and audits (scheduled after the Auckland rush hour if possible). When in the office it’s important for me to try and structure my day to cover the various elements of the job in terms of FM administration, reactive items and longer term planning and implementation issues. Depending on what’s coming through the door this can be a moving target; I’m sure this is true for most FM Managers. It’s important to cut down on superfluous business noise whenever possible and I do create and maintain structured forums for Brand Operations Managers to ensure that we capture and channel issues in one place and that plans and solutions are recorded and worked through.
Once a month I travel to the regions to audit stores, meet Area Managers and contractors. Some of our best value is time spent in the field on the ground.
What are some of the challenges of your job/your organisation from an FM point of view?
The QSR business is extremely dynamic; we can be buying another brand, selling outlets to franchisees, building new stores and closing others at any one time. This being the case, it’s important for the FM team and our contractors to be able to move quickly and adjust to and cater for new situations. It’s also important to keep abreast of new equipment technologies and wider business requirements in terms of best practice and regulatory changes. It’s important to make correct decisions when investing capital expenditure; poor or hasty decisions will impact the business if you don’t get them right and they’re short of operational requirements in any way. Due diligence is crucial.
On a wider scale, the challenge of maintaining a national portfolio can present many logistical and operational challenges from an FM viewpoint. The team work hard at maintaining a methodical and organised approach with good records and effective communication at all times.
What do you think are the most important skills required to carry out your job?
Wider thinking - To be able to step back from the coalface every now and then is essential; having a good FM Annual Plan to work to throughout the year with realistic and tangible goals.
Contract and Financial Management – To fully understand your budgets and have the ability to monitor trends, identify issues and use information to contribute to improved operational strategy.
People skills – FM touches all areas in most businesses and this will mean everything from talking to contractors to presenting to the wider organisation. If you don’t like people this isn’t the business you should be in.
Many Facilities Managers in NZ describe themselves as ‘accidental’ FMs. How did you get into facilities management?
My background is in commercial HVAC, leading on to building services management, contract management and into FM. I would say that I’ve grown with the FM industry as it’s developed in the past in the UK and now for the last 12 years in NZ. As well as technical qualifications, I have qualifications in NZ Dip Management. This background has served me well in the FM arena but it’s encouraging to now see other recognised areas and skill sets coming into FM recognition in their own right.
How has your education and/or past experiences helped prepare you for your current role?
I think undoubtedly past building services experience has helped me with previous FM roles, although the diversity of FM and its many facets ensures that you are always learning and improving your knowledge base.
What is your proudest accomplishment in your career to date?
An easy one! I was lucky enough to be the ODA Olympic Stadium FM through 2011 to 2012 for the London Olympics. To be part of the team that delivered the 2012 Games was a great experience from the last stages of the ‘Big Build’ through to the Games completion. I was encouraged to see Lawrence Waterman at the NZ Annual H&S Conference recently and that we are looking at some of the learnings from the event and that strategy to contribute to improve H&S in NZ. A lot of good work has been done around the globe and we shouldn’t waste time reinventing the wheel but rather take the successful strategy of others and fit to our own environment.
What advice would you give to someone who is starting out in FM?
Get educated! There are many more qualifications now available for professional recognition as FM has grown into a recognised profession in the wider world. Perhaps I would also say that if you thrive on variety, people and organisational process but can still think on your feet, then you’ve chosen well.
Where do you hope to go with your current job and your career in general
In my current role I’ve made some resource and system improvements that have raised the effectiveness of the team to bring us to a level that we can demonstrate greater value to the wider business. My challenge going forward is to raise the bar further with some of the more strategic FM goals that we have set ourselves.
When you’re not at work, where would we find you?
You would most likely find me at Pakuranga Golf club or out on my Triumph Street Triple.
An artist's impression of the new Remarkables Ski Area base building.
The new Curvey Basin chair is part of the $45 million staged upgrade of The Remarkables ski area.
Mergers, Technology and the Value of FM
How long have you been in the property industry?
Longer than I care to remember! Actually it’s about 26 years now, starting out in the UK in 1989 on the pathway to becoming a Chartered Building Surveyor, becoming Chartered in 1995, moving to Australia with my wife in 1999 and now New Zealand in January of this year. I’ve spent about half my career on the service provider side and the other half on the client side.
Yes, it’s been very exciting for us and the culmination of a long term plan. Essentially, back in 2011 UGL limited, an Australian headquartered engineering and construction business, purchased the global DTZ real estate business and merged it with its existing global property business it had built over about 15 years. In late 2012 that merged business became DTZ (a UGL Company) until in late 2014 we were acquired from UGL by a TPG Capital led private equity consortium for AU$1.2B and globally became known as DTZ once more. Since then DTZ acquired the US real estate firm Cassidy Turley with over 4,000 employees across 60 offices in North America. Also announced recently (11th May, 2015), DTZ purchased and will merge globally with Cushman & Wakefield which is expected to close before the end of this year. At that point we’ll have over 43,000 employees globally across over 60 countries, providing end to end property services to our clients including a full range of real estate, facilities and project management, trade and environmental sustainability services. DTZ will be the second largest global property services company at that point in time. However, we have our roots here in New Zealand dating back to the late 1940’s I believe, starting life as Gooder Electrical!
What makes a great service provider do you think?
Extraordinary client service. Yes you have to be technically proficient of course but at its foundation, we are in a service industry and our clients must be at its centre. They are the reason we are here and if we can deliver outstanding client service they will continue to be our clients long into the future.
What value do Facilities Managers provide to clients and their businesses?
Well, I’m biased of course but as a profession I actually think it’s still quite undervalued considering the impact it has on so many aspects of our lives, community and environmental wellbeing. We have the ability to influence so many things such as safety, security, comfort, efficiency (utilisation of property, energy/ utility use etc), operational business efficiency and more. When done well, all these elements contribute positively to our personal wellbeing as well as the health of our economic prosperity. I think this is only going to become more important as technology advances and our built environments become more and more complex. It serves as a good reminder that the capital cost of a building is far less than the assets operational cost over its lifetime, and as such, minimisation of cost in use through effective facilities and asset management is the path of the wise investor or occupier.
With new Health & Safety laws about to come in, what do you think this means to the industry?
The new Health and Safety law is a much needed change within the safety arena. Unfortunately New Zealand currently has a very poor safety record. It’s important to remember that this relates directly to whether or not someone goes home to their family after work in the same condition that they were at the start of their day, or sadly not at all.
From an industry perspective the new legislation will level the playing field in terms of contractors who take safety seriously and perform well in this space and those who cut corners. Clients, as both corporates and individuals, face personal liability for a failure to perform their duties appropriately and can face hefty fines or imprisonment in doing so. We can already see the changes in the ruling in safety prosecutions with a number of cases resulting in sentences of home detention.
The great thing for DTZ in New Zealand is that we already have great systems in place that meet the high standard that was set in Australia when they had their reforms a few years ago. That puts us ahead of the game when it comes to the new legislation required here in New Zealand. We are in good shape to lead our clients through this change.
Most importantly we have safety as a core value within every level of our business and we believe in empowering our team, by giving them the right tools to make the right call with every job. If that means that the job needs to be stopped until it can be done safely, then they have my full support. Our main aim is to provide the team with a safe working environment no matter where the job site is located.
Technology is constantly changing and pervades our society more and more. What does this mean for the industry and clients in the future?
We live in a time of great technological change at an ever increasing speed. The pace of innovation in our industry is rapid with the advent of truly mobile wireless technology, the gathering and analysis of large quantities of data in real time and the multiple ways of communicating with individuals or across entire nations or the globe. What it means for us is that technology and data is going to become a greater player in the property space and will constantly challenge what have been industry norms of practice for many years. Control of assets, buildings and entire portfolios will become (is becoming) possible from mobile applications, the performance of building systems will be in real time optimising efficiencies and minimising waste. Maintenance will move from being a prescriptive time dependant regime to being based on the degradation in performance of the asset not bound by predetermined calendar service dates. Established industry players will be disrupted by innovative technology players and in addition to the continuing trend of industry consolidation at the larger end of town.
What’s the most important factor in your business aside from your clients?
Our people, without question. We are still very much a people business and whilst technology plays a growing role I still believe we will always be a people business at the heart. It’s these relationships and the quality and strength of them that are so important. Working closely as a team makes us greater than the sum of the individual parts and together we can be more successful whilst enjoying what we do and having fun at the same time.
What’s your approach to leadership and bringing out the best in your team?
I believe everyone in our business has a huge contribution to make to the success of our clients and our business at all levels. Everyone has a voice. My role is to give the business direction, to enable everyone in our team to contribute their best in whatever capacity they can. To ensure everyone feels valued, shares in our successes, raises problems openly and without fear and becomes part of the solution whilst growing both personally and professionally.
You’re from the UK originally and have lived in Sydney for the past 15 years. How are you finding life in Auckland and what similarities and differences have struck you?
My family and I are really enjoying life here in New Zealand. When we moved to Australia it was just my wife and I. Now we have three kids, this move was even busier and I have even less hair now than I had six months ago! NZ has many more similarities to the UK (not just a touch of the weather!), things like words such as “Duvet” and “Togs” vs the Aussie “Doona” and “Bathers” and lets not even mention “Jandals”, “Thongs” or “Flip-Flops”. My new favourite thing is being able to buy wine in the supermarket like you can in the UK but not in Australia…why is that I wonder… Similarities that top my list are the love of sport across all three countries, the “sledging” that goes on with such great rivalries, a common bond of friendship forged across the years and our shared sense of humour.
Robyn Pearce (aka ‘The Time Queen’) sheds some light on why we procrastinate and what we can do to get it done now.
3. Some people are masters at putting things off, to the point that they're actually positively reinforced. For example - if they regularly put off tasks they don't like and someone else sorts it, or it goes away. (They might have been allowed to get away with this as kids and teenagers, and their poor future employers and colleagues suffer the consequence.)
How prevalent is procrastination?
According to Canadian productivity consultant Ann Gomez, 95% of us will procrastinate to some degree, some of the time. However, only about 20-30% of the adult population are chronic procrastinators.
Interruptions are part of the problem. Many workers, and especially those in noisy open plan offices, live in a constant state of distraction. However, it's not just because of other people; 44% of interruptions are self-imposed. Watch the number of times you're working on something but allow yourself to break pace by diving into your email.
Research shows that, on average, knowledge workers are interrupted every five minutes in the workplace. Email alerts are a major source. The problem is that, by accepting these interruptions (which is our default setting) we never get to the concentrated deep thinking. Then we work late into the evening, or on weekends, to do our real work - stealing time from our personal lives and loved ones.
Another factor is perfectionism. If we're hard-wired to turn out perfect work, no matter what the task, we'll appear to be procrastinating when in reality it's just that we took too long on the prior task.
There are two major categories of procrastinator - arousal and avoider
Arousal procrastinators wait until a deadline is imminent. Their due date is the start date. They're optimistic, love the adrenalin rush, and think they can fit more into the day than they really can. However, this last minute rush doesn't give them time to be reflective. I still have to fight this one myself - I used to be a master of procrastination and still easily can slip into the deadline-driven state, especially when I'm very busy.
The other major category is avoiders. They're driven by a concern about what others think. Generally they'll prefer to let people think they ran out of time, rather than risk being seen as incompetent.
What to do if you're at the receiving end of a procrastinator's bad habits
Dr James Brown, who for many years was a senior project manager for NASA and worked on the space shuttle programme, shared this simple strategy. He called it 'bird-dogging'.
Before the deadline, call the person from whom you're expecting something. 'I know you'll be working on ..... for next Tuesday. I'm just checking in to see if there's anything extra you need in the way of help or information from me.'
He said that people hardly ever missed his deadlines, and yet he hadn't nagged.
If you're a parent, start NOW
Some of you are thinking, 'Is she joking!?'
No, I'm not and I speak from the experience of raising six kids and actively contributing to the lives of seventeen grandchildren. (The oldest, aged eighteen, is living with me at the moment.)
We can conquer procrastination and we're never too young to start being taught good habits.
|Those of you who attended the Summit will have received a pie chart in your bag showing the (many!) roles and responsibilities of Facilities Managers; an enlarged ‘FM Pie’ was also on display within and outside the Barrel Hall. We reproduced this chart courtesy of Michel Theriault, the Principal of Strategic Advisor, an FM consulting firm in Toronto, and the 2011 recipient of IFMA’s Distinguished Author award.|
Michel’s book Managing Facilities & Real Estate claims to provide strategic practices for leaders in the Facility, Real Estate and Property Management Profession. “It’s written for both new and experienced facility professionals, regardless of level, function or the type of facility managed, who want to leverage existing skills and advance their career with leading business practices, strategy, management and leadership in FM,” Michel says.
Preview the book here.
If you miss out, you can purchase a copy of Managing Facilities & Real Estate from Amazon or direct from Michel’s website.
Also available from his website: The FM Pie as a mouse pad. The perfect gift for an FM colleague!
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