CERTIFIED FACILITY

MANAGEMENT MANAGER(FMM)
Performance Assessment

M03
LEADERSHIP AND STRATEGY PLANNING

I/C: 830920-04-5045

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 Leadership and Strategy Planning

Performance Assessment
LEADERSHIP AND STRATEGY PLANNING

M D K H A I R U L L N I Z A M B I N
Trainee Full Name : K A M I S A N

NRIC Number : 830920-04-5045

Date : 1 MAC 2024

CU NO CU TITLE

03 LEADERSHIP AND STRATEGY PLANNING

Verification Result : Non Competent First Second

Competent First Second

TRAINER/ASSESSOR REMARKS
Date: Date:
Name and Signature of Assessor: Name and Signature of Assessor:

OFFICE USE: CIDB STAMP

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 Leadership and Strategy Planning

ATTENTION:

This Performance Assessment is to assess your performance in strategy planning;

and this task complies with competencies requirement as stated in NOSS for
Leadership and Strategy Planning. You are required to perform task given as evidence
of competency.

TERMINAL PERFORMANCE OBJECTIVE (TPO):

To be able to develop FM strategy plan based on the reference material and

instructions given, demonstrating the linkage with the core business. The end
submission shall be in the form of an FM Strategy document based on the information
of the core business.

DIRECTION TO THE TRAINEE:

Before beginning the Performance Assessment, carefully review the checklist

attached. When you feel you are ready, contact your resource person. You must
complete all steps satisfactorily.

DIRECTION TO THE RESOURCE PERSON:

The trainee will contact you when he is ready to complete the performance
assessment. The trainee must complete all steps satisfactorily before continuing with
additional learning activities. If all steps are not completed satisfactorily, review the
checklist with the trainee, pointing out areas requiring further study. Assist, as required
to ensure the trainee understands the performance assessment requirement and will
contact you when he is ready to repeat the performance assessment.

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 Leadership and Strategy Planning

DURATION: 14Working Days

TASK:

1) Study the material given to you in Appendix A.

2) Assuming you area the Facilities Management Director for your employer (the
Company mentioned in the given material), produce an FM Strategy document for
the Company that contains the elements below:-
a) The list and analysis of occupants and their activities;
b) The list of FM services supporting the core business;
c) The (general) Service Level of the FM services;
d) The FM organisation chart;
e) Indications and reasons of outsourced and in-house services; and
f) Assumptions for your document.
3) You must refer to the guideline explained and given to you during the completed
Lecture session for the overall structure of the document.

ASSESSMENT CRITERIA:

Your performance will be accessed accordingly to the assessment criteria below:

1) The required FM services are clearly listed and explained;

2) The Service Level of each FM services area are aligned with client’s core
business / key business process / departments;
3) The FM organisation clearly stated the respective scope and numbers of staffs;
4) Indications and reasons of outsourced services (if any) are clearly explained;
and
5) All relevant assumptions are clearly stated.

TOOLS / EQUIPMENT / MATERIALS:

1) Building and occupants information (Appendix A).

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 Leadership and Strategy Planning

PERFORMANCE ASSESSMENT SCHEME SHEET

LEADERSHIP AND STRATEGY PLANNING

Please complete the assignment below in 14 days upon course completion and supervised by Assessing Officer. Competency will be
marked (). Repetition can be made with the permission of Assessing Officer.Marking scheme is a reference for the submission of
Introduction to Facilities ManagementPerformance Assessment and will be marked accordingly.

FULL MARK
NO. ITEMS ASSESSED MARK(%)
(%)

1.1 Core business listed and determined (the occupants are listed and their activities
20
analysed).
1.2 Business process listed and determined (FM services listed and are aligned with
20
occupants’ activities).
3.2 Operational performance status determined (FM service levels are described). 20
5.1 Individual team member’s role and responsibility listed and determined (indications
20
and reasons of outsourced services and in-house team are explained).
5.3 Simplified line of communication hierarchy generated (the FM organisation clearly
20
stated the respective scopes and numbers of staffs).
TOTAL 100
NYC = Not Yet Competence, C = Competence
Passing Mark: 70%

Verification Result Not Yet Competent First Second

Competent First Second

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 Leadership and Strategy Planning

ASSESSOR REMARKS
Date : CIDB Stamp:
Nama and Signature of Assessor :

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 Leadership and Strategy Planning

Appendix A

Situation:

You are a Facilities Manager for a new single-owned, multi-tenanted, 15-storey

Purpose-built Office Building. General information of the building is as below:

Year of completion : 2020

Number of floors : 15 (including roof)
General space allocation : Ground floor – lobby, retail spaces, loading bay
Level 1 to 4 – car park
Level 5 to 7 – private college with classrooms
Level 8 – vacant
Level 9 to 14 – office spaces (normal setup)
Occupancy : 90% (only level 5 is vacant)

As the Facilities Manager of the building, the owner/landlord (your employer)

has instructed you to write a Facilities Management strategy to sufficiently support
the core business activities for the clients.

Considering all information given above, write a FM Strategy to be presented

to your Board of Directors. The document does not need to include any cost/budget
element. Please remember to consider the tenants’ business activities in your plan.

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 Certified Facility Management Manager
Performance
Assessment PA-Z-004-
M03
M03: Leadership and Strategy Planning

Task: Assuming you area the Facilities Management Director for your employer (the
Company mentioned in the given material), produce an FM Strategy document for
the Company that contains the elements below: -
a) The list and analysis of occupants and their activities.
b) The list of FM services supporting the core business.
c) The (general) Service Level of the FM services.
d) The FM organisation chart.
e) Indications and reasons of outsourced and in-house services; and
f) Assumptions for your document.

Situation:
You are a facilities manager for a new single-owned, multi-tenanted, 15-storey.
Purpose-built Office Building. General information of the building is as below:

Year of completion: 2020

Number of floors: 15 (including roof)
General space allocation: Ground floor – lobby, retail spaces,
loading bay Level 1 to 4 – car park
Level 5 to 7 – private college with classrooms
Level 8 – vacant
Level 9 to 14 – office spaces (normal setup)
Occupancy: 90% (only level 8 is vacant)
As the Facilities Manager of the building, the owner/landlord (your employer) has
instructed you to write a Facilities Management strategy to sufficiently support the core
business activities for the clients. Considering all information given above, write a FM
Strategy to be presented. to your Board of Directors. The document does not need to
include any cost/budget element. Please remember to consider the tenants’ business
activities in your plan.

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 EXECUTIVE SUMMARY

In the context of a newly constructed, 15-storey, purpose-built office building with a single
ownership but multi-tenanted structure, the Facilities Management (FM) strategy plays a
critical role in ensuring the seamless operation and support of core business activities for
the building's diverse clientele. This executive summary outlines a strategic approach to
efficiently manage and maintain the facilities in alignment with the specific needs and
requirements of the tenants.

Key Considerations:

Tenant Diversity: The building accommodates a variety of tenants ranging from retail
spaces and loading bays on the ground floor to office spaces on levels 9 to 14, with a
private college occupying levels 5 to 7. Understanding the unique needs of each tenant
segment is essential for tailoring FM services effectively.

Occupancy Rates: With a high occupancy rate of 90% across the building, except for level
8 which is currently vacant, it's imperative to maintain high standards of service delivery to
meet the demands of the majority of tenants while also focusing on attracting new
occupants for the vacant space.

Facility Functionality: Ensuring the functionality and efficiency of common areas such as
the lobby, car park, and loading bay is crucial for providing a positive experience for both
tenants and visitors. Additionally, maintaining the integrity of specialized spaces like
classrooms and office areas is essential for supporting the core activities of tenants.

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1.0 Introduction

In today's dynamic business environment, the effective management of facilities within

commercial properties is paramount to ensuring the smooth functioning of core business
activities. This is particularly true for newly constructed, multi-tenanted office buildings,
where the diverse needs of occupants must be met while maintaining operational efficiency
and tenant satisfaction.

This introduction sets the stage for outlining a Facilities Management (FM) strategy tailored
to support the core business activities of clients within a specific scenario—a newly
constructed, single-owned, multi-tenanted, 15-storey purpose-built office building. With its
completion in 2020, the building stands as a modern architectural marvel, boasting a
strategic allocation of spaces across its various levels:
• The ground floor features a welcoming lobby, retail spaces, and a loading bay,
serving as the building's primary entry point and facilitating commercial activities.
• Levels 1 to 4 comprise dedicated parking facilities, ensuring convenient access for
tenants and visitors alike.
• Levels 5 to 7 are occupied by a private college, housing classrooms and educational
facilities, contributing to the building's vibrant ecosystem.
• Level 8 currently stands vacant, presenting an opportunity for strategic utilization and
tenant acquisition.
• Levels 9 to 14 offer traditional office setups, accommodating a diverse array of
tenants engaged in various professional endeavors.

With an impressive occupancy rate of 90%, barring the vacant level 8, the building is a
bustling hub of activity, requiring a robust FM strategy to meet the demands of its
occupants effectively. This introduction sets the stage for delving into the intricacies of
crafting a tailored FM approach that aligns with the unique characteristics and requirements
of this dynamic office building scenario.

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2.0 Vision

Our vision is to create a well-maintained, sustainable, and tenant-friendly environment that

enhances the productivity and satisfaction of occupants. We envision a building where
every aspect of facilities management is meticulously executed to not only meet but exceed
the expectations of our tenants. By prioritizing sustainability, comfort, and functionality, we
strive to foster a vibrant and thriving community within our premises.

3.0 Mission

Our mission is to provide proactive and responsive facilities management services that
align with the business needs of tenants and support the overall success of the building.
We are committed to delivering exceptional service quality, driven by a deep understanding
of tenant requirements and a proactive approach to addressing their evolving needs.
Through effective communication, collaboration, and continuous improvement, we aim to
create an environment where tenants can thrive and achieve their goals.

4.0 Objectives

Ensure the safety, comfort, and functionality of all building facilities:

We prioritize the safety and well-being of our occupants by implementing stringent safety
measures, conducting regular inspections, and maintaining all building systems and
amenities to the highest standards. Our goal is to create a secure and comfortable
environment where occupants can work, learn, and interact with peace of mind.

Optimize operational efficiency and minimize operational costs:

We are committed to maximizing the efficiency of building operations while minimizing
costs through streamlined processes, effective resource allocation, and the adoption of
innovative technologies. By optimizing energy usage, implementing preventive
maintenance strategies, and exploring cost-saving initiatives, we aim to achieve
operational excellence while maintaining financial sustainability.

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Enhance sustainability practices and reduce environmental impact:
Sustainability is at the core of our operations, and we strive to minimize our environmental
footprint through responsible resource management, energy conservation measures, and
waste reduction initiatives. Our goal is to embrace sustainable practices that contribute to
a healthier planet and create a greener, more eco-friendly building environment for current
and future generations.

Foster positive tenant relationships and maximize tenant satisfaction:

We place great emphasis on building strong relationships with our tenants based on trust,
transparency, and open communication. By actively engaging with tenants, addressing
their concerns promptly, and seeking feedback to continuously improve our services, we
aim to foster a sense of community and ensure high levels of tenant satisfaction. Our goal
is to be responsive to tenant needs and exceed their expectations, ultimately contributing
to their success and loyalty to the building.

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5.0 Occupants & Activities

Ground Floor:
1. Lobby:
• Welcoming visitors: The lobby serves as the first point of contact for visitors
entering the building. It provides a welcoming and professional atmosphere, with
trained staff to greet and assist visitors.
• Providing information: Staff stationed at the lobby desk offer information about
building amenities, tenant locations, and visitor guidelines, ensuring a seamless
experience for all.
• Managing access control: Access control systems are implemented at the lobby
entrance to regulate entry into the building, ensuring security and safety for
occupants.
2. Retail Spaces:
• Hosting various commercial establishments: The ground floor retail spaces offer a
diverse range of amenities and services, including cafes, shops, and service
providers. These establishments cater to the needs of tenants, visitors, and
surrounding communities, enhancing the building's convenience and appeal.
3. Loading Bay:
• Facilitating loading and unloading: The loading bay provides a designated area for
the efficient loading and unloading of goods and supplies for tenants and vendors.
It is equipped with necessary infrastructure, such as loading docks and freight
elevators, to facilitate smooth logistics operations.

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Levels 1 to 4 (Car Park):
1. Dedicated Parking Facilities:
• Tenants, visitors, and staff utilize the dedicated parking facilities across levels 1 to
4. These parking spaces are essential for ensuring convenient access to the
building and accommodating the transportation needs of occupants.
2. Vehicle Access Control and Security Monitoring:
• Access control systems and security surveillance are implemented throughout the
car park to regulate vehicle entry and exit, deter unauthorized activities, and ensure
the safety and security of parked vehicles.

Levels 5 to 7 (Private College with Classrooms):

1. Educational Activities:
• The private college conducts various educational activities, including lectures,
seminars, and workshops, across levels 5 to 7. These activities cater to students
enrolled in academic programs and contribute to the building's vibrant educational
environment.
2. Student Services and Administrative Offices:
• Student services, administrative offices, and faculty facilities are located within the
private college premises. These facilities provide essential support services to
students and faculty members, including academic advising, counseling, and
administrative assistance.

Level 8 (Vacant):
1. Potential for Future Development:
• Level 8 represents an opportunity for future development or customization to meet
specific tenant requirements. The vacant space offers flexibility for expansion,
relocation, or customization based on market demand and tenant preferences.

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Levels 9 to 14 (Office Spaces):
1. Core Business Activities:
• Tenants occupying office spaces on levels 9 to 14 engage in core business
activities, including administrative work, client meetings, and collaboration among
teams. These spaces serve as the primary work environments for tenants,
facilitating day-to-day operations and business interactions.
2. Utilization of Office Spaces:
• Office spaces are utilized for a variety of purposes, including individual
workstations, conference rooms, meeting areas, and communal spaces. Tenants
utilize these spaces for meetings, presentations, brainstorming sessions, and other
business events, fostering productivity and collaboration within their organizations.

Level 15 (Mechanical Plant Room):

1. Mechanical Plant Room:
• Housing essential mechanical equipment and systems, such as HVAC (Heating,
Ventilation, and Air Conditioning) units, electrical panels, and plumbing
infrastructure.
• Responsible for maintaining and regulating building utilities to ensure optimal
performance and comfort for occupants.
• Regular inspections and maintenance are conducted to uphold the reliability and
efficiency of mechanical systems, minimizing downtime and disruptions to building
operations.

Analyzing the occupants and their activities across different levels of the building provides
insights into the diverse functions and requirements of each space. Understanding these
dynamics is essential for tailoring facilities management services to meet the specific
needs and preferences of occupants, thereby enhancing their overall experience and
satisfaction within the building.

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 6.0 FM Services Supporting Core Business

Facilities management (FM) services play a crucial role in supporting the core business
processes of tenants within a multi-tenanted office building. These services are designed
to ensure the smooth operation of the building's infrastructure, maintain a safe and
comfortable environment for occupants, and enhance overall productivity. Below are some
key FM services that support the core business processes of tenants:
Hard FM Services Soft FM Services
Mechanical Services: Cleaning:
- Hygiene & Sanitary Services: Cleaning and maintenance
- Plumbing: Maintenance of internal cold water
of hygiene-sensitive areas for occupant health and
and sanitary plumbing systems.
comfort.
- Air Conditioning & Mechanical Ventilation: - Waste Management: Collection, disposal, and recycling
Maintenance and repair of HVAC systems. of waste to support sustainability efforts.
- Pest & Wildlife Control: Implementation of pest control
- Fire Protection System: Inspection, testing, and measures to prevent infestations.
maintenance of fire suppression systems.
Security:
- Front Desk: Monitoring and management of building
Electrical Services:
access points.
- High Voltage System: Maintenance of high - Landscape: Ground maintenance and landscaping to
voltage electrical systems. enhance the aesthetic appeal.
- Lighting System: Installation and upkeep of
internal and external lighting systems.
- Standby Generator Set: Inspection and testing of
standby generators.

Civil & Structures:

- Building and Finishes: Upkeep of building
structures and finishes.
- Toilet Fittings: Maintenance and replacement of
toilet fittings.
- Sports Facilities: Maintenance of sports facilities.

ICT & Telecommunication:

- ICT Maintenance: Regular maintenance of
network systems.
- Infrastructure - Network Testing: Testing and
calibration of network infrastructure.
- Telecommunication: Maintenance of
telecommunication systems.
This table provides a clear breakdown of the hard and soft FM services, categorizing them
based on their functions and responsibilities within the building.

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6.1 General Service Level of the FM Services
The facilities management (FM) services in the building are committed to delivering at a
consistently high standard, aiming to meet or exceed industry benchmarks and tenant
expectations. This encompasses various areas such as maintenance, cleaning, security,
utilities management, and space management services.

Adherence to Service Level Agreements (SLAs):

To ensure transparency and accountability, service level agreements (SLAs) will be
established between the FM team and tenants. These SLAs will clearly outline response
times for maintenance requests and service inquiries. Urgent repairs will be resolved within
a specified timeframe, while non-urgent issues will be addressed based on their severity
and priority.

Timely and Efficient Response:

Maintenance requests and service inquiries will be promptly acknowledged and addressed
by the FM team. In cases of emergency maintenance issues, such as HVAC failures or
plumbing leaks, immediate attention will be provided to minimize disruption to business
operations and ensure occupant safety. Non-emergency requests will also be handled
within agreed-upon timelines, with regular updates provided to tenants.

Performance Evaluations:
Regular performance evaluations will be conducted to assess the effectiveness and
efficiency of FM services. Key performance indicators (KPIs) will be established to measure
service delivery, including response times, resolution rates, customer satisfaction scores,
and compliance with SLAs. This data will be analyzed to identify areas for improvement
and implement corrective actions as needed.

Tenant Feedback Mechanisms:

Mechanisms will be in place to solicit and gather feedback from tenants regarding FM
services. Surveys, suggestion boxes, and regular meetings with tenant representatives will
be utilized to collect input, suggestions, and complaints. This feedback will be actively
reviewed and used to inform decision-making, prioritize service enhancements, and foster
continuous improvement in FM practices.
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 Assessment
KPI Definition Performance Measurement Measurement Target Output Penalty Indicator
Period
Time taken to address maintenance Emergency: Within 2 hours
Response Log of maintenance requests Failure to meet response
requests categorized as emergency, Urgent: Within 24 hours Monthly
Time and response times time targets as per SLAs
urgent, and non-urgent Non-urgent: Within 48 hours
Frequency and completion of Quarterly scheduled inspections Missed preventive
Preventive Inspection reports and
scheduled preventive maintenance Bi-annual HVAC servicing maintenance tasks or Quarterly
Maintenance maintenance records
tasks Monthly elevator maintenance checks delays in execution
Daily cleaning of common areas
Failure to maintain
Cleaning Frequency of cleaning activities in Cleaning schedules and Weekly deep cleaning of restrooms
cleanliness standards or Weekly
Frequency common areas inspection reports Monthly cleaning of windows and
missed cleaning schedules
facades
Security breaches or
Security Effectiveness of security surveillance Surveillance footage review and Continuous monitoring of access
incidents captured on Daily
Monitoring monitoring incident reports points and CCTV cameras
surveillance footage
Increase in energy
Optimization of energy consumption Reduction in energy consumption
Energy Utility consumption data and consumption or failure to
and implementation of energy-saving and implementation of energy-saving Quarterly
Management energy-saving initiatives implement energy-saving
measures measures
measures
Detection and repair of water leaks
Detection and repair of water leaks Failure to detect and repair
Water Water consumption data and within 24 hours
and implementation of water-saving water leaks within specified Monthly
Management leak detection reports Implementation of water-saving
initiatives timeframe
initiatives
Efficient allocation of office space Underutilization of office
Space Efficiency of office space allocation Office space utilization reports
Flexibility for office reconfigurations space or complaints about Quarterly
Utilization and management and tenant feedback
and expansions space constraints
Tenant Satisfaction level of tenants with FM Tenant surveys and feedback Positive tenant feedback and Negative tenant feedback
Bi-annual
Satisfaction services and communication mechanism satisfaction scores or low satisfaction scores
This table provides a comprehensive overview of the service level for each FM services

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7.0 Assessment Of Current State

Before proposing any changes or improvements, it's essential to conduct a thorough

assessment of the current state of facilities management (FM) within the office building.
This assessment helps identify strengths, weaknesses, opportunities, and threats,
providing valuable insights to inform strategic decision-making.

Firstly, data on existing FM processes, procedures, and service delivery methods should
be collected. This includes reviewing documentation such as maintenance records,
cleaning schedules, security protocols, and tenant feedback. Additionally, conducting site
visits and inspections to assess the physical condition of the building and its infrastructure
is necessary.

Once the data is gathered, it's crucial to evaluate the performance of current FM services
against established service level agreements (SLAs) and key performance indicators
(KPIs). This involves reviewing response times for maintenance requests, cleaning
frequency, security monitoring effectiveness, energy and water management practices,
and space utilization efficiency.

Feedback from tenants regarding FM services, communication effectiveness, and overall

satisfaction levels should also be analyzed. Complaints or issues raised by tenants related
to maintenance, cleanliness, security, utilities, or space management should be reviewed
to identify recurring themes or common concerns.

Assessing compliance with regulatory requirements, industry standards, and best practices
in FM is another critical aspect of the assessment process. Additionally, risk management
practices, including emergency preparedness, safety protocols, and mitigation strategies,
should be evaluated to identify any areas of non-compliance or potential risks that require
immediate attention.

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 Reviewing the allocation of budgetary resources for FM activities, including staffing,
equipment, maintenance contracts, and capital expenditures, is essential to ensure cost-
effectiveness. Opportunities for optimizing resource allocation should be identified based
on the review.

Benchmarking against industry standards and best practices in FM helps assess the
competitiveness of current practices. Comparing performance metrics with similar
buildings or competitors can identify areas of relative strength or weakness.

Engaging with key stakeholders, including building owners, tenants, FM staff, service
providers, and regulatory authorities, is crucial to solicit feedback and input on current FM
operations, challenges, and areas for improvement.

Finally, summarizing findings from the assessment process using a SWOT (Strengths,
Weaknesses, Opportunities, Threats) analysis framework helps identify strategic
opportunities for enhancing FM services, addressing weaknesses, leveraging strengths,
and mitigating threats.

Strengths Weaknesses
- Modern, purpose-built infrastructure - Vacant Level 8
- High occupancy rate (90%) - Lack of optimized space utilization
- Established service level agreements (SLAs) - Discrepancies in SLA compliance
- Comprehensive emergency preparedness protocols - Inefficiencies in resource allocation
- Compliance with regulatory standards - Challenges in addressing tenant feedback
- Tenant satisfaction mechanisms in place
Opportunities Threats
- Development or optimization of vacant Level 8 - Competition from other office buildings
- Improved space utilization and flexibility - Regulatory changes impacting FM practices
- Enhanced tenant engagement and communication - Emergence of new risks and threats
- Proactive risk management and resilience planning - Economic downturn affecting occupancy rates
SWOT Analysis Table

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8.0 Solution Development In FM

In order to decrease and manage operating expenses while enhancing the company's
concentration, we have pinpointed various services that will be contracted out to external
vendors. This approach allows us to reallocate internal resources for novel initiatives and
streamline the efficiency of labor-intensive tasks that the company may currently lack
resources for. The green highlights in Figure 1 depict the services we have chosen to
outsource to selected service providers capable of delivering superior service to fulfill our
customers' requirements. We utilize the matrix as a reference point for determining which
services to outsource.

Figure 1: Outsource Matrix

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We have delineated several factors crucial for selecting our outsourcing partners. These
factors are pivotal in enabling them to serve as our contracted partners, and they include:
1. Resources: We assess the robustness of our workforce in terms of their
capabilities. If we lack the necessary expertise internally, outsourcing becomes a
viable option. This strength is evaluated based on the knowledge and competence
of our workforce.
2. Cost: We consider various cost aspects, including salaries, essential equipment,
and training requirements for upskilling our workforce. These factors help us
determine the cost-effectiveness of outsourcing compared to in-house operations.
3. Risk: Evaluation of the risk associated with a particular service is imperative. If the
risk is deemed high, transferring it to more proficient and efficient external partners
helps mitigate potential risks associated with internal operations.

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 Below is the breakdown of hard and soft FM services, divided into in-house and outsourced
services, along with explanations:
Hard FM Services In-House Services Outsourced Services
- Plumbing maintenance for internal cold
- HVAC system maintenance and repair.
water and sanitary systems.
Mechanical Services: - Fire protection system maintenance
and repair
- Lift maintenance
- Maintenance of high voltage electrical
- Energy Manager
systems.
Electrical Services: - Maintenance of lighting systems.
- Inspection and maintenance of standby
generator sets.
- Building structure and finishes upkeep.
- Maintenance and replacement of toilet
Civil & Structures:
fittings.
- Maintenance of sports facilities.
- Regular maintenance of network systems.
- Testing and calibration of network
ICT & Telecommunication: infrastructure.
- Maintenance of telecommunication
systems.

Soft FM Services In-House Services Outsourced Services

- Daily cleaning of common areas. - Hygiene and sanitary services.
Cleaning:
- Waste management and recycling. - Pest and wildlife control.

Security: - Monitoring of building access points.

Hygiene & Sanitary - Cleaning and maintenance of hygiene-

Services: sensitive areas.

Pest & Wildlife Control: - Implementation of pest control measures.

Landscape: - Ground maintenance and landscaping.

Parking - Manage parking system and collection

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In-House Services:
These are tasks and responsibilities that are managed and performed directly by the
facilities management team within the organization. They often include daily operational
activities that require ongoing control and supervision, such as cleaning, security
monitoring, and general maintenance. In-house services provide greater control and
flexibility over service delivery, allowing the facilities management team to adapt quickly to
changing needs and priorities.

Outsourced Services:
These are services that are contracted out to external vendors or service providers. They
typically involve specialized tasks or activities that require specific expertise, equipment,
or resources that may not be available in-house. Outsourcing certain services allows
organizations to leverage external capabilities, access specialized knowledge, and
optimize resource allocation. Common outsourced services include HVAC maintenance,
pest control, and landscaping.

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9.0 FM Organisation Structure

Figure 2: FM Project Organisation Chart

When considering buildings occupied by internationally renowned businesses, the

recruitment of workers for this development has been tailored to meet their requirements.
These individuals are selected based on their extensive experience and qualifications,
including possessing CIDB competency and skill certificates in the field of Facilities
Management (FM). Additionally, proficiency in English communication is essential, and
proficiency in other languages is considered advantageous for employment in this
environment.

Department Designation Number of Scope of Work

Staff

Premise Civil Engineer (1) 7 • Conduct routine inspections, lubrication,

Department Electrical adjustments, cleaning, and part

Engineer (1) replacements as necessary.

Mechanical • Establish preventive maintenance initiatives

Engineer (1) to reduce downtime and prolong equipment

longevity.
Technicians (4)
• Identify and rectify equipment malfunctions
to maintain optimal performance.

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Support Service HR Executive (1) 6 • Managing the daily functions of the office,
Department Helpdesk (1) which involve scheduling meetings,
Customer Service (1)
managing office inventory, and managing
Clerk (1)
correspondence.
Contract
• Offering customer service assistance to
Executive (1)
occupants and visitors by addressing
Procurement
inquiries, resolving grievances, and
Executive (1)
furnishing information to guarantee a
satisfactory customer experience.

• Manage contracts with service providers

and negotiate contract terms and review
agreements.

• Assist in procurement processes and

vendor selection.

Technical Technical Services 2 • Space allocation and utilization.

Services Supervisor (2)
• Manages Technical Specialist Vendor

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