Editorial

Citation

Finch, E. (2001), "Editorial", Facilities, Vol. 19 No. 3/4. https://doi.org/10.1108/f.2001.06919caa.001

Editorial

Facilities managers play a key role in developing sustainable and ecologically sound business approaches for organisations. The short life of fittings and furnishings makes the selection and management of these assets central to an organisational policy. But what are the yardsticks for assessing the appropriateness of such systems. In the paper by Treloar et al. the issue of embodied energy is identified as a key variable to consider. In other words, how much energy is consumed in the manufacture, transportation and use of materials used in offices. Developing ideas from a paper that appeared in an earlier issue of Facilities, Treloar et al. argue that intuition is not enough when it comes to the energetics of building materials. Materials thought to be low in embodied energy may be similar to conventional products. The method described to assess embodied energy may throw up results that might appear counterintuitive.

Health and safety of contractors working on refurbishment projects is an increasing concern for the informed client. The paper by Lin and Mills examines the impact of the Zero Tolerance approach being used by the Victorian Government in Australia in relation to occupational health and safety. Construction maintenance firms, particularly small firms, that are not in a position of financial strength have been particularly burdened by these requirements. The paper suggests that safety performance is affected by company size and management and employee commitment to health and safety in the workplace.

Are facilities managers any better than project managers at project delivery? The evidence for success in terms of time, cost and quality is not good for the project management profession. The argument put forward by Brown et al. in their paper is that the process orientated skills of the facilities manager, together with their direct knowledge of operational requirements, mean that they should be appointed to the lead role in the management of new building procurement. This is an interesting viewpoint and one that is sure to engage the interest of the project management profession.

Partnering in the UK health sector is the subject of the paper by Okoroh et al. It examines the experience of one particular hospital struggling to address problems of escalating costs. Its conclusions suggest that the partnering arrangement in this case has provided added value and improved customer service. By the introduction of innovative multi-skilling working practices the service provider has developed a flexible and motivated workforce. Since 1995 absenteeism of staff has fallen from 11 per cent to 4 per cent.

In the previous issue of Facilities, Pitt and Brown discussed the strategic direction of FM provision for Dublin International Airport. In this issue Pitt examines the obstacles that US and UK models of airport ownership impose on economic growth. Many of these problems arise from difficulties of airport expansion in the face of increased planning restrictions and the diverging interests of airlines and airport authorities. Radical solutions such as strategic alliances and vertical co-operation are put forward as possible solutions to the problem.

Edward Finch