Discerning policy and drivers for sustainable facilities management practice

Elmualim, Abbas; Valle, R. C. S. C.; Kwawu, Wisdom

doi:10.1016/j.ijsbe.2012.03.001

Cited by 86 publications

(84 citation statements)

References 15 publications

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“…According to Tucker [13], sustainable FM is all about "being able to manage, implement and deliver an organisation's non-core business services that contribute to the improvement of the economic, social and physical environment, and, in turn, to the greater environmental sustainability on an organisation's core business objectives" p 242. The potential of FM contributing to achieving sustainability goals within organizations have been acknowledged and investigated [2,7,23,26]. FM has been firmly established now as an integrated function that operates, manages, and improves buildings and infrastructure of organizations in order to create an environment that enables core business to thrive [27].…”

Section: The Concept Of Sustainable Facilities Management [Sfm]mentioning

confidence: 99%

“…There seems to be a wide recognition of the benefits and importance of incorporating sustainability into FM practice [2,3,13,22,23,25,26,[28][29][30], however, studies and literature focusing on the drivers of SFM are very few [2,25,26].…”

Section: Drivers For Sustainable Facilities Managementmentioning

confidence: 99%

“…Elmualin et al [2] conducted a study to identify policy and drivers for SFM practice and found that legislation, corporate image, and organization ethos were the chief drivers for SFM practice. This view has been shared by Meng [25], who identified market competition pushing organizations to maintain a corporate image to stay ahead of the competition, and legislation as the key drivers to SFM, both studies based on developed market scenario, the UK [2] and the UK and Ireland [25].…”

Section: Drivers For Sustainable Facilities Managementmentioning

confidence: 99%

“…This view has been shared by Meng [25], who identified market competition pushing organizations to maintain a corporate image to stay ahead of the competition, and legislation as the key drivers to SFM, both studies based on developed market scenario, the UK [2] and the UK and Ireland [25]. Especially for large organizations, there is pressure from legislation, fierce market competition and constantly changing business environments warranting the need to seek competitive edge.…”

Section: Drivers For Sustainable Facilities Managementmentioning

confidence: 99%

“…In a 2007 IFMA report, sustainability was identified as one of the key areas FM professionals need to develop their competencies in order to face the demands, challenges and opportunities of sustainable development and practices [2]. With the increasing relevance of FM toward business success, the FM function has transformed from just a cost cutting option to a strategic link between organization's core business and support services.…”

Section: Introductionmentioning

confidence: 99%

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A review of sustainable facilities management knowledge and practice

2016

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Abstract. Sustainability is seen as a far-reaching issue now, and one which the facilities management [FM] profession cannot overlook. This paper explores current sustainable facilities management [SFM] knowledge and practice with specific focus on performance as part of a research focus toward proposing a sustainable FM performance management framework for sustainable healthcare waste management in Malaysia. This paper utilized a review of extant literature on the subject of SFM, FM performance and FM development in Malaysia as source of information. Findings reflect the increasing recognition of the need for the strategic FM function, and how facilities managers are best positioned to drive organizations' sustainability agendas. In Malaysian context, this recognition is barely evident as findings show FM practice is still immature and predominantly operational. Unlike developed FM markets, FM relevance in Malaysia is being driven by the public sector. Also findings show a disharmony between organizations' sustainability priority areas and the responsibilities for facilities managers to execute them where the sustainability policy of organizations prioritize one FM service and the facilities managers' responsibilities prioritize another. As most of SFM implementation is driven by legislation this seems to strengthen the position that, organizations continue to view support services as non-value-adding, as unavoidable liabilities. The implication of this is the pressure on the FM function to continually express its strategic relevance to organizations by tangible value-adding performance output. This creates a new perspective to measuring and managing facilities performance. This paper therefore elevates the importance of FM performance management in SFM context taking into account the peculiar position of the facilities manager. This is seen as a way forward for FM to better express its value to the organization .

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Section: The Concept Of Sustainable Facilities Management [Sfm]mentioning

confidence: 99%

Section: Drivers For Sustainable Facilities Managementmentioning

confidence: 99%

Section: Drivers For Sustainable Facilities Managementmentioning

confidence: 99%

Section: Drivers For Sustainable Facilities Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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A review of sustainable facilities management knowledge and practice

2016

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Governing energy in organisations: Energy management professionals, marginalised practices, and the limits to change

2020

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Organisations and institutions of many kinds play important roles in maintaining and transforming energy systems, not least through their direct contributions to energy demand. Major service‐providing institutions such as universities and hospitals have especially large and complex demands. Facing pressures to reduce environmental impacts and costs, many of these organisations are trying to reduce their energy consumption—with varying degrees of success. The responsibility for pursuing this goal in practice often lies with practitioners here referred to as Energy Management Professionals (EMPs). However, there has been little systematic investigation of EMPs' practices and their energy implications. Using qualitative evidence from English universities and hospitals, we argue that three types of work are marginalised in EMPs' practices, namely: (a) change‐focused work, and within that; (b) work engaging with people and what they do, and within that; (c) work engaging with institutional policy‐making. We argue that these marginalisations limit the scale and scope of demand reduction efforts, and also show how they arise from interacting dynamics of national policies and priorities, institutional structures and professional practices, and the influence of neoliberal governance, among other things. Finally, we discuss how rethinking institutional energy governance could help reduce energy demand and reflect on wider lessons for research and policy on organisational sustainability.

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Higher Education Sustainability Professionals

Michel¹,

Kessler²

2019

Encyclopedia of Sustainability in Higher Education

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Discerning policy and drivers for sustainable facilities management practice

Cited by 86 publications

References 15 publications

A review of sustainable facilities management knowledge and practice

A review of sustainable facilities management knowledge and practice

Governing energy in organisations: Energy management professionals, marginalised practices, and the limits to change

Higher Education Sustainability Professionals

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