building services risk management operations
In these challenging times of rationalisation and need to develop effective plans for future building portfolios, Geoff Prudence gives his personal views on how building services need to be factored into that thinking.
Building Services Risk Management: Who’s looking after yours?
their organisations core business and manage associated risks. In the next few years, those challenges will increase along with exponential growth in technology and customer expectations to levels never experienced before. One certainty is that there will be buildings. Whilst there will be growth in construction, demolition and redevelopment, in the UK the majority of our future building stock is already in existence. Ongoing refurbishments will undoubtedly continue as a means of improving the proposition of the asset, which will add to the dynamics of property estates over the next few years.
R What are the risks?
Businesses will be looking to identify and prioritise their risks associated with existing and future properties, developing strategies to own and mitigate those most appropriate to survival or for competitive advantage and growth. As a corporate strategy, headline business drivers will feed to specific property- related plans involving existing and future needs, specific functions, together with investment, project delivery and other programme associated risks.
egardless of organisation, sector or country, property professionals are continually faced with complex and often competing challenges to provide effective support to
So, linking existing and future property
portfolios, what are the risks to be considered? Acknowledging that there are variations across different organisations, but generally risks can be simplified to the following core areas: • Strategic; • Operational; • Financial; • Compliance. Any organisation heavily dependent on
property to deliver their core business will have a defined approach to the management of buildings. From a corporate real estate function through the blended variations of facilities management to other specialist support services required for effective operations. Dependant on the selected model, these may be managed, outsourced, self delivered or various combinations in line with the business requirements. In many areas of risk associated with building services may only be evident in installation projects and be aligned to delivery to agreed brief & financial aspects. Along with the building fabric
maintenance, another hard FM area that receives varied attention across organisations is the effective operation and maintenance of building services. Subject to who you are talking to in an organisation, perception may range from ‘a brief awareness of the need’, that it is ‘just planned preventative maintenance (PPM)’, or more often, the easy target in any annual budget cuts.
www.pm-select.co.uk l july/august 2010 l Property Management Select l 31
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