ZAMZUL KHAIRI B ZULKIFLI

EMBA-BFM-781009145455
MANAGEMENT

PROF S VENKATESWARAN
ADVANCED BUILDING & FACILITIES

1.0 Introduction
There is a belief that a nations wealth can be measured by the number of buildings erected
and the number of cranes hovering throughout the nations cities. This can be well related to
Malaysia, where myriads of structures have been mushrooming for the past decades. According
to UNICEF (2014), Malaysias urbanized population was at 73.5 percent in 2012 with an average
annual growth rate of urban population of 3.9 percent between 1990 and 2012. Taking into
consideration of the opportunities available in the cities, mass urban migration will continue to
grow, though at a slower rate at an average of 1.8 percent between 2012 and 20130.
With the combinations of a healthy construction sector, a strong economic fundamentals
(Kamil, 2015) and significant average gross domestic product (GDP) of 6 percent for the last 3
years (GDP Growth, 2015), Malaysia continues to construct new buildings for the use of
commercial, retail, and residential to cater the needs of a highly urbanized population. Rationally,
anything that has a physical state will deteriorate over the years, in which can be best described
through a life cycle process. Human being is a good example, where the life cycle of an
individual starts at the time of birth and ends at the time of death. In between this two milestones,
the individual has undergone the growth and deterioration processes. Buildings, like human
beings share the same concept. A building begins its life cycle process when it is fully built and it
will be demolished when it defeats its purpose. To avoid falling ill, human beings will perform
routine exercises and consume supplements. Similarly can be said about buildings, breakdowns
are avoided through effective implementation of preventive and predictive maintenance. The
construction boom has directly helped the building and facilities management sector gradually
mature in Malaysia. People are aware that buildings do not sustain the aesthetic values and
functionality without maintenance.
A building will not function without the existence of facilities. Lifts and escalators,
centralized air conditioning system, domestic water system, fire protection system, high tension
(HT) and low voltage (LV) electrical systems are a few examples of facilities installed in
buildings. Both building and facilities complement each other to benefit the occupants. Implicit
to the management of building and facilities are issues pertaining to public safety, comfort, and
return on investment (ROI).
Previous years, there were news about children falling from flats due to the negligence of
improper maintenance. The most recent incident happened in January 2015 at Kota Damansaras
Projek Perumahan Rakyat (PPR) where a 5 year old boy plunged to his death from the 6 th floor
while playing with his brother along the common area corridor. The boy fell through the gap of

ZAMZUL KHAIRI B ZULKIFLI

EMBA-BFM-781009145455
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PROF S VENKATESWARAN
ADVANCED BUILDING & FACILITIES

the railing, which was found to be rusted and unworthy (Joibi, 2015). Improper maintenance of
the railing cost the life of a boy and continue to pose a threat to public safety. When public safety
is not addressed, the comfort is compromised too. Other residents feel uneasy thinking of the
safety of their well-beings, especially their children. Issues related to public safety and comfort
can have a negative impact on the return on investment for the building owners resulting to
inability of the building to attract potential tenants. Therefore, an efficient building and facilities
management is imperative in ensuring public safety and comfort, and achieving positive return
on investments.
From a global standpoint, building and facilities management is well recognized as a
profession and the industry has matured throughout the years. In the United States of America,
facilities management is represented by the International Facilities Management Association
(IFMA). In the United Kingdom and Europe, it is represented by the British Institute of Facilities
Management (BIFM). Both associations provide the necessary training and certifications for
facilities management professionals. In Malaysia, there are also associations that are related to
building and facilities management such as Malaysian Association of Facilities Management
(MAFM) and Building Management Association of Malaysia (BMAM).
This paper discusses the factors contributing to an efficient building and facilities
management with suitable examples to support the claim that the role that it plays is important in
ensuring public safety, comfort, and enhancing return on investments (ROI).
2.0 Contributing Factors for an Efficient Building and Facilities Management
According to the online business dictionary website Investopedia (2015), building
management can be seen as property management which can be defined as the administration of
residential, commercial and/or industrial real estate. Property management typically involves the
managing of property that is owned by another party or entity. The property manager acts on
behalf of the owner to preserve the value of the property while generating income. Managed
properties include residential and vacation properties, commercial retail space or industrial
warehouse space. Property managers are typically paid a fee and/or a percentage of the rent
brought in for the property while under management.
According to the International Facilities Management Association or better known as
IFMA (2015), facilities management can be defined as a profession that encompasses multiple
disciplines to ensure functionality of the built environment by integrating people, place, process
and technology. In other words, it is the management of buildings and services. Building

ZAMZUL KHAIRI B ZULKIFLI

EMBA-BFM-781009145455
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PROF S VENKATESWARAN
ADVANCED BUILDING & FACILITIES

management and facilities management are fundamentally linked; nevertheless, facilities

management has a wider definition.
International Facilities Management Association (IFMA) has identified 11 core
competencies leading to an effective and an efficient facilities management. These competencies
are communication, emergency preparedness and business continuity, environmental stewardship
and sustainability, finance and budget, human factors, leadership and strategies, promotion and
marketing, project management, quality, real estate and property management, and technologies.
Building Owners and Managers Association (BOMA), on the other hand, has identified 6
key areas that need to be focused in achieving better building management which are building
operations and management, energy management, environmental performance and sustainability,
life safety, security and risk management, tenant relations and community involvement, training
and education for building personnel.
There are similarities when comparing both IFMAs 11 core competencies and BOMAs 6
key areas, the similarities can be categorized as people and communication, operation and
maintenance, finance and budget, security, safety and environment, and technology. These
categories are the factors that will contribute to an efficient building and facilities management.
Each of these categories will be explained further to provide a better understanding.
2.1 People and Communication
In the field of facilities management, communication is vital and interaction among
people cannot be avoided. A good building and facilities manager will find ways to ensure people
are well-managed and stakeholders are properly communicated. Stakeholders can be referred as
the facilities team and the public. Under this category, there are four attributes that will assist in
ensuring an efficient building and facilities management is in place. Each of the attribute is
explained as follows:
2.1.1 Leadership and Strategies
Rear Admiral Grace Murray Hopper once said You manage things; you lead people;
thus a building and facilities manager cannot neglect the importance of leadership. Since
management is all about getting things done through others, the manager must be clear in
providing instructions, possess good delegation and organizational skills, able to communicate
and negotiate with others effectively.
A good building and facilities manager must be able to lay down suitable strategies in
order to achieve smooth operations on a day to day basis. According to Brian Atkin and Adrian
Books (2015), there are three main stages in the development and achievement of a workable
strategy for facilities management which are analysing requirements, developing solutions, and

ZAMZUL KHAIRI B ZULKIFLI

EMBA-BFM-781009145455
MANAGEMENT

PROF S VENKATESWARAN
ADVANCED BUILDING & FACILITIES

strategy implementation. A graphical representation of developing a facilities management

strategy is shown in Figure 1.

Figure 1:
Developing Facilities
Management Strategy
Source: www.facilities.ac.uk
2.1.2 Talent Search and Acquisition
Jim Collins in his book Good to Great (2007) stated that People are not your most
important asset, the right people are. A good and reliable building and facilities management
team is dependent on choosing the right people with the right set of skills, traits, and intelligence.
Unfortunately, in the Malaysian facilities management industry, it is common to have people who
are hired just to fulfil the contractual head count. Based on verbal feedbacks obtained from three
facilities manager working for the appointed service providers stationed in Putrajayas Kompleks
D, Kompleks E and Kompleks B, hiring unqualified personnel is inevitable due to the stringent
requirements set forth by their clients in order to avoid payment deductions. For each vacant
position will lead to calculated deduction from the equal monthly payment. When the right set of
people are hired, it is possible to create an effective building and facilities management team.
2.1.3 Training and Development
Continuing education whether it is conducted externally or internally helps to keep the
knowledge current for the building and facilities management personnel. Moreover, training
helps the team to work more effectively. Washington REIT is a good example where training and
development are emphasized. According to Washington REITs property manager, Kent Bell,
education is a way to enhance the tenant experience through enhancing the skills of the building
management team (Bates et al, 2015)
2.1.4 Tenant Relations and Community Involvement
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EMBA-BFM-781009145455
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Fostering relationships between the building and facilities management and tenants are
essential in achieving smooth operation and avoiding unnecessary conflicts. The CBRE team that
manages Building 201 on 17th Street, Atlanta, Georgia has conducted programs with the
objectives to enhance the relationship. Monthly e-newsletter, delivering candy door-to-door, and
offering discounted movie tickets are just to name a few. The team also set up an online tenant
portal where information such as tenant handbook, forms, and emergency manuals are displayed
at the convenience of the tenants. With these initiatives, surely the team has managed to achieve
an efficient was of managing the building and the facilities within it (Bates et al, 2015).
2.2 Operation and Maintenance
Daily operation of the building and facilities cannot operate uninterrupted without an
effective maintenance program in place. This has been proven by numerous accounts of system
failures caused by the lack of proper maintenance. According to the Department of Occupational
Safety and Health Malaysia (2011), an incident in 2010 where one of the lifts of a low cost
apartment had stopped between level 4 and 5 was caused by the lack of maintenance. The
incident led to the death of the rescuer where he was caught in between the header and the lifts
apron. The incident could have been avoided if maintenance was performed according to the
schedule.
2.2.1 Planned Preventive
The objective of having a planned preventive maintenance is to avoid equipment failure
and to improve system reliability by replacing faulty and worn parts. Planned preventive
maintenance can be defined as a schedule of tasks such as equipment inspections, system audits,
diagnostics, adjustments, and overhauls to be performed at specified intervals. There are 2 types
of planned preventive maintenance which are required by regulation and not required by
regulation (Atkin & Books, 2009) Servicing the air conditioning system, is an example of a
planned preventive maintenance that is not required by regulation, while lifts are required to
undergo planned preventive maintenance as stipulated under the Factory and Machineries Act
1963.
Checklists and standard operation procedures (SOP) are a few items required to perform
maintenance. The checklist provides the list of items to be serviced while SOP is the step-by-step
procedure on how to perform the servicing.
2.2.2 Energy Management
Utilities consumptions, in particular to electricity and water, are the major contributors to
the high monthly operation expenditure cost. By implementing an energy management program,
utilities cost can be reduced. For a commercial building, a centralized air conditioning system
5

ZAMZUL KHAIRI B ZULKIFLI

EMBA-BFM-781009145455
MANAGEMENT

PROF S VENKATESWARAN
ADVANCED BUILDING & FACILITIES

takes up between 60 to 70 percent of the monthly utilities bill. By retrofitting the system with
newer technologies and upgrading obsolete components that are energy efficient, the utility
consumption will be reduced. For example, University of California San Diego has implemented
a considerable number of energy programs such as lighting retrofitting, enhancing utility
consumption monitoring, and improving ventilation system. These initiatives are predicted to
reduce the energy consumption by 4,000,000kW/year. With that amount of electrical
consumption reduction, the University is able to reduce its operation expenditure in terms of
dollars (Energy Conservation: What Facilities Management is Doing, 2014).
Using energy efficient equipment, the building and facilities management is able to
provide a balance between preserving nature and fulfilling the requirements of the occupants of
the building. In the United Kingdom, 30 to 40 percent is believed to be the amount of energy
consumption and energy wastage accounts for a similar range (Atkin & Books, 2009). Therefore,
a more efficient building is preferred.
2.3 Finance
It is essential to manage the finances systematically. The following activities are part of
the systematic approach.
2.3.1 Cost Monitoring
Cost monitoring must be done for fixed costs and ad hoc work costs. The financial reports
furnished must state the title of the works, category of work, budgeted value, actual expenditure,
and variances of the two indicating over spending or saving. The report will be helpful in
monitoring the operation expenditure closely. Furthermore, unnecessary financial accruals can be
avoided.
2.3.2 Vendor Performance Management
Like the construction industry, building and facilities industry deals with a number of
vendors to perform improvement works. It is a huge task in managing multiple vendors. A vendor
management system needs to be in place. This system will monitor the performance of the
vendors and compliance to the agreed contract. A periodic assessment of the vendors is required
to maintain the quality of the services rendered. The Facilities and Materials Management
Department (FMM) of Malaysian Deposit Insurance Corporation (PIDM) conducts annual
vendor performance review. The scope of review covers the vendors quality of work, fulfilment
of the projects requirements, commitment, and price. Scores are given to each evaluated
components. The total score reflects the performance of the vendor. A total score below 80
percent is considered as unsatisfactory. Engaging reliable and competent vendors guarantee good
6

ZAMZUL KHAIRI B ZULKIFLI

EMBA-BFM-781009145455
MANAGEMENT

PROF S VENKATESWARAN
ADVANCED BUILDING & FACILITIES

workmanship quality, avoid unnecessary cost due to reworks, enhance the lifespan of assets, and
ensures compliance to safety standards; thus better return on investment can be achieved.
2.4 Security, Safety and Environment
The tenants and the buildings facilities will not be safe, secured, and healthy without the
presence of security systems, compliance to the legal requirements, enforcing safety and health
policy and procedures and putting efforts towards a sustainable environment. The following
items are explained and discussed further in order to have a clear understand of the importance
for a secured, safe, and healthy building.
2.4.1 House Rules and Legal Compliance
House rules are a set of policies, procedures, and other useful information compiled with
the objective of providing tenants a comprehensive review of the workings of the building. In
general, house rules are the DOs and DONTs the tenants should adhere to.
Cap Square Tower located at Jalan Munshi Abdullah, is an example, where the tenants are
guided by a set of house rules. Cap Square Tower building management team provides the
Building Occupants Handbook / House Rules as a reference. The handbook contains a list of
building services and facilities, renovation procedures and guidelines, and fire safety instructions.
Besides the house rules regulated by the building and facilities management, compliance
to local regulations is important too. Examples of local regulations are Uniform Building by
Laws 1984, Occupational Safety and Health Act 1994, and Fire Services Act 1988.
2.4.2 Security Management
Installation of equipment such as closed circuit television (CCTV) and card access system
as well as engaging security personnel to man the premises will enhance the security of the
building and its perimeter.
For example, 100 East Pratt at Baltimore, Maryland has a good security and risk
management. Phylis Seman, the property manager said that the building has detailed procedures
for life safety, security, and operations which are designed to mitigate risk. With these procedures
in place along with upgraded security equipment, the building ensures safety for the tenants
(Bates et al, 2015).
2.4.3 Safety Procedures and Policies
In order to enhance the safety condition in the building for the building and facilities
management team, and the public, safety procedures and policies must be put in place. Figure 2
shows an example of a safety and health policy.

ZAMZUL KHAIRI B ZULKIFLI

EMBA-BFM-781009145455
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PROF S VENKATESWARAN
ADVANCED BUILDING & FACILITIES

Figure 2: Sample of Safety and Health Policy

Source: www.mrcb.com.my
2.4.4 Fire Safety and Emergency Preparedness
The building and facilities management has to guarantee that the tenants are well
informed about the fire safety and emergency preparedness procedures. Revisions of the safety
procedures must be addressed to the tenants and visitors. Fire drills are conducted at least once a
year. The management also need to ensure all records are well kept and the fire certificate in
valid. The following is a sample of a building evacuation plan during an emergency

Figure
3:

Sample
of an
Evacuation
Plan
Source: www.evacmap.com

ZAMZUL KHAIRI B ZULKIFLI

EMBA-BFM-781009145455
MANAGEMENT

PROF S VENKATESWARAN
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2.4.5 Inspections and Audits

Periodic safety inspection and audit must be performed throughout the building premises
in ensuring the place is safe to be occupied. The exercise includes live testing of fire safety
equipment and review of fire safety and emergency procedures. Furthermore, the inspection and
audit will determine whether the building is complying with local regulations.
2.5 Technology
Like any other industry, building and facilities management is moving forward
concurrently with the advancement in technology. Nowadays, there are software and hardware
designed specifically for building and facilities management. The following computerized
management systems are commonly used in the industry. CMMS significantly boost the
performance of the building and facilities management team. Furthermore, the performance of
the equipment is closely monitored systematically. Certain software provide real time
monitoring.
2.5.1 Computerized Maintenance Management System
A computerized maintenance management system or simply known as CMMS is a
software package that maintains a database of information about the buildings assets,
inventories, maintenance schedule and history. The system is intended to help the operations and
maintenance team to perform the tasks effectively and to assist the management in making
strategic decisions. Nowadays, the CMMS scope is broadened whereby the stored data can be
used to verify regulatory compliance and assist in property and space management. CMMS is
capable of producing reports to suit the requirements of the building and facilities management
team. The report usually contain summaries of maintenance activities.
In Malaysia, CMMS is commonly used to monitor maintenance works. Government
agencies in Putrajaya uses a software produced by CWorks Systems Berhad. The system is
managed by the Public Works Department of Malaysia. It is a web based application that can be
access online. The monitoring is real time. Any updates to the system will be reflected in a matter
of seconds. The implementation of this system has helped the agencies to monitor the condition
of the assets, control the cost of maintenance, and avoid unnecessary breakdowns.
2.5.2 Building Automation and Management System
Building Automation System is better known as (BAS) is interlinked and centralized
networks of hardware and software, which monitor and control the environment in building and
facilities. The system ensures the operational performance of the facility including the comfort
and safety of building occupants.

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Axiata Tower KL Sentral, which was previously known as Quill 7, has a building
automation and management system installed. The system not only monitors the performance of
the equipment such as chillers, air handling units, and lighting, it operates the equipment too.
Every weekday at 6 oclock in the morning, the chillers will be switched on followed by the air
handling units at 7 oclock. The automation of the equipment has resulted to fewer maintenance
personnel to operate and maintain the building. The fewer personnel the lesser the overhead cost.
3.0 Discussion
Using IFMAs 11 core competencies and BOMAs 6 key areas, a better understanding of
the contributing factors for an efficient and effective building and facilities management was
established. Strategies must be devised and put in place; thus creating a positive impact on the
safety and comfort of the management team and public alike, and enhancing the return of
investments. One might wonder to what extent the role of an efficient building and facilities
management while have on the economics and the surrounding of the building, which includes
the people and property. Further discussion on the importance and impact are addressed in the
following segments.
3.1 The Role and Impact of Efficient Building and Facilities Management in Ensuring Public
Safety
Building and facilities management does not only cover the safety of its personnel within
the building premises but also ensures the safety of the tenants and visitors alike. As stated
earlier, the management must have a comprehensive safety procedure in place. Once an
individual enters the building premises, he or she becomes the responsibility of the management.
Public safety is a serious concern. Any safety related incident involving the public can have a
negative impact on the reputation of the building owner and the management. Public in this case
can be the tenant, visitors, contractors, and even passer-by.
Recently, a safety incident happened in Jalan Ampang where two faade cleaning workers
were injured when their gondola fell. Luckily it was not a fatal accident. This incident is still
under investigation by the Department of Occupational Safety and Health (DOSH). Nevertheless,
one can infer that such incident happened due to human negligence (Window cleaners escape
death from freak accident, 2015). Prior to commencing the works, safety inspection of the
equipment integrity, equipment installation, and working procedures should have taken place.
Assuming that the cleaning company engaged by the building and facilities management
submitted a work permit, it is the responsibility of the management to thoroughly inspect the
condition of the equipment, review the cleaning procedures, and ensure that the workers are
experienced and qualified before approving the works.
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EMBA-BFM-781009145455
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ADVANCED BUILDING & FACILITIES

Even though there were no fatalities and major damage to the property and its
surrounding, the consequences could have been more severe. As we all know, Kuala Lumpur is
densely populated and during the working hours, there are many people passing by buildings.
Considering a worst case scenario, not only the cleaning workers can be accounted as casualties,
there were also possibilities that passer-by can be hit by the falling gondola resulting to death.
Another possible consequence was hat the gondola may fall onto a parked or passing vehicle
which can cause injury or fatality.
It is imperative that the building and facilities management take into consideration of the
worst case scenario that may happen and find ways to prevent from occurring before approving
the cleaning works. Any works perform within the building premises is under the purview of the
building and facilities management.
Texas Instrument Malaysia Sdn Bhd has a good check and balance system before
approving any work permits. Any high risk jobs that requires working at height, in confined
spaces, and that may have an impact on property must get the greenlight from Facilities Change
Control Board (FCCB). The board will review the working procedures and safety measures put
in place. If the board is satisfied then the work permit will be approved.
For routine jobs such as repairing pumps, servicing of air conditioning equipment, and
servicing machines, standard operation procedures (SOPs) become the reference to a safer work.
Building and facilities personnel should adopt this good practices at their respective building.
This can help to reduce the risk and eventually avoid mishaps to the public. Like the saying goes
Safety first, safety always.
Therefore, the role of an efficient building and facilities management is essential in
ensuring public safety.
3.2 The Role and Impact of Efficient Building and Facilities Management in Ensuring Comfort
A building by itself cannot be operational without the facilities put in place. The purpose
of having a building with it facilities is to ensure that the occupants are able to perform their
daily task with comfort. Facilities such as centralized air conditioning system, domestic water
system, restrooms, lift system, and electricity supply are common in buildings. It is very
important to ensure that these facilities are running without interruptions. Interruptions can have
an impact to the comfort level. Occupants may feel uneasy.
An easy example of compromising the building occupants comfort is when the
centralized air conditioning operation is interrupted. This interruption may be due to system
operation failure. An incident involving the centralized air conditioning system happened at
Axiata Tower KL Sentral in December 2014. The chillers and the cooling towers tripped when
the water supply to the system was interrupted. The air handling units and fan coil units were
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ZAMZUL KHAIRI B ZULKIFLI

EMBA-BFM-781009145455
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PROF S VENKATESWARAN
ADVANCED BUILDING & FACILITIES

only blowing untreated air. Tenants began to emailing complains and through phone calls. The
incident lasted for 6 hours. This incident provides a clear understanding as to what can happen
when the occupants feeling discomfort.
Another incident happened at the same building in the month of April 2015. There was a
water supply interruption from the 17th until 20th April 2015 whereby the building and facilities
management was repairing a major leak at level 10. During this period, the tenants were advised
to use the restrooms at the nearby buildings. Even though the management assured us that water
supply will be back to normal on the 20 th April 2015, they were unable to do so due to another
major leak located at level 8 that occurred during the normalization process. The water supply
interruption lasted another day. This incident incited the anger of the tenants. They were forced to
walk a considerable distance just to use the restrooms and perform prayers.
A failed pipe joint was the root cause for the first incident while the second incident was
due to human error. The valve was opened at a fast rate resulting to water gushing to the system
at a high flow rate. The mass of water that filled in the empty pipes created a water hammer and
disjointing a 6 inch pipe at level 8.
It is important for the building and management team to have a standard operation
procedure when normalizing the water supply system. Inexperience personnel also can contribute
to human error. Therefore, a combination of experienced personnel and the presence of a
standard operation procedure will ensure that the building and facilities management performs
efficiently and will not compromise the comfort of the occupants.
3.3 The Role and Impact of Efficient Building and Facilities Management in Enhancing Return
of Investment (ROI)
The revenues generated by a property depends on the office rental collection, service
charges imposed, rental of parking bays, and at some buildings rental of halls. The main factor
that affects revenue is the total operation expenditures. The bigger the amount of expenses
allotted to operate the building the smaller the revenue margin is. Performing planned preventive
maintenance diligently will minimize system breakdown; hence minimizing ad hoc and
emergency spending.
Executing system and equipment upgrading can help in enhancing the return of
investment. Newer energy efficient equipment and implementing a building automation and
management system can optimize electricity consumption leading to lower electricity cost.
Pairing with an effective energy management program, better electricity consumption can be
achieved.
The Gas Company Tower in Los Angeles, California is an example where systems are
retrofitted with energy efficient equipment. According to the building manager, these proactive
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measures have a direct impact on the operating expenses, in which the expenses are relatively
lower (Bates et all, 2015).
The Madison Theater Building in Detroit Michigan is nearly 100 years old. Bedrock Real
Estate Services, the owner and manager of the building and facilities has implemented an energy
management program, execute efficient practices, and implemented system upgrades throughout
the years. The result is a significant return on investment, including paybacks on systems
upgrades and nearly 100 percent occupancy (Bates et al, 2015).
These examples prove that lowering operation expenditure through good energy
management practices, upgrading obsolete equipment, and performing planned preventive
management will enhance the return on investments both in the short and long runs.
4.0 Conclusion
Building and facilities management was once seen as two different entities where
building management was perceived more as property management while facilities management
was more confined to the maintenance aspect of the building. Nowadays, both building and
facilities management complements each other. The scope has become broader to suit the needs
of the industry and market. An efficient building and facilities management can be achieved
through understanding the contributing factors as addressed earlier. These factors are important
in ensuring public safety and comfort as well as enhancing the return on investment.

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