Energy savings of up to 15%

Advantages of PCM ceiling panels stem from the fact that they support thermal comfort with no mechanics, energy expenditure, or fossils fuels to burn! A valuable, sustainable solution for a world prioritizing decarbonization, ceiling panels with PCM technology can reduce energy costs and consumption by as much as 15%.* By enabling energy savings, these ceilings offer advantages including:

• Reduced reliance on fossil-fuel powered HVAC systems
• Less wear on HVAC systems — critical to facilities with aging systems and strict budgets
• Improved thermal comfort — especially well-suited for changing climates or environments with daily hot-cold fluctuations
• Ability to enhance indoor environmental quality with features like acoustical sound blocking and absorption
• Easy installation and little-to-no maintenance

Energy-saving ceiling products also fit into the thermal comfort portion of the WELL Building Standard and can contribute to energy and atmosphere credits for LEED.

Up to 50% in tax credits

While the above advantages can work to help a facility realize ongoing savings related to lower energy consumption and less reliance on mechanical heating and cooling — a project owner can get a “head start” on cost benefits because PCM ceiling panels qualify for certain tax credits. Projects utilizing energy-saving ceiling panels may qualify for Investment Tax Credit (ITC) 48E, which was introduced under the Inflation Reduction Act of 2022 and offers tax incentives for investments in clean energy technologies. Because of their thermal energy storage properties, most projects using PCM ceiling panels may qualify:

• Up to 40% federal tax credit
• Additional 10% tax credit if the project is deployed in an “Energy Community.” (i.e., a Brownfields site or fossil-fuel-dependent community)

When investing in energy-saving ceilings for a project, consider a solution that helps you maximize tax savings opportunities. For example, when installing an Armstrong Templok Energy Saving Ceiling, the ceiling panels, and associated grid, trim, and labor all qualify for tax credits under ITC 48E. Moreover, these panels are made in the U.S.A. of domestic and global content, meeting a requirement for additional tax savings.**

Qualifying energy saving ceiling projects include those of taxpayers and non-taxpaying entities and span multiple sectors, including:

• Public — such as government entities
• Private — corporations, healthcare facilities and others
• Education — K-12 and higher education
• 501 (c)(3) charitable organizations

The list of ideal projects is extensive and includes K-12 schools, public and private universities, dorms, museums, hospitals, nonprofit offices/facilities, military bases, courthouses, faith-based buildings, convention centers, and arenas — to name a few. In addition to getting information from the ceiling manufacturer, it’s important to consult your tax advisor to confirm qualification of your project.

More affordable, more sustainable

Thanks to tax credits, the use of energy-saving ceilings could make your next construction or renovation project more affordable. And, with PCM technology helping reduce energy costs, the impact on your bottom line won’t stop there. You can learn more about energy saving ceilings and related tax credits by visiting Armstrong Ceilings.

Notes:

• *Cooling energy savings according to research estimates measured in lab tests. Results may vary.
• ** This article lists various federal tax credits and deductions that your project may qualify for when purchasing Armstrong TEMPLOK Energy Saving Ceilings. Please consult your own tax attorney or advisor.
• LEED is a registered trademark of the U.S. Green Building Council; WELL Building Standard is a trademark of the Well Building Institute.

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By Eileen McMorrow — NeoCon, the world’s premier fair for commercial design, is pleased to announce a powerhouse jury for the 2025 Best of NeoCon Awards. Now in its 35th year, the industry-leading competition features an on-site panel of top architects, designers, facility managers and business media who will conduct an in-depth review of the latest solutions shaping contract environments. Broad in its reach, the program brings together multidisciplinary professionals across workplace, healthcare, education, retail and hospitality sectors to evaluate 40 plus categories — from furnishings and architectural products to surface materials and more. 

With insider knowledge and real-world experience in specification, design strategy and product performance, the 2025 roster includes decision-makers from Aflac, CBRE and Walgreens, and designers from Corgan, Gensler, Marmon Mok and Shepley Bulfinch, to name a few. The distinguished group will judge each entry in-person at THE MART in Chicago on June 6 and 7, before the show opens. Winners will be unveiled during a high-energy ceremony on Monday, June 9, at 7:30 a.m., kicking off the 56th edition of NeoCon.

“Each year, we select a jury with a keen understanding of how products influence the built environment,” remarks Eileen McMorrow, Director of the Best of NeoCon Program. “Their expertise — from both the interior design perspective and the facility manager and end-user experience — is invaluable in recognizing solutions that push the industry forward.”

Uniting returning and first-time jurors with a diverse range of perspectives and project experience, the delegation ensures a well-rounded assessment of every submission. Participants include Suzanne Lefebvre of CannonDesign (Buffalo, NY), Annie Portner of Gensler (Philadelphia), Brad Robichaux of HKS (Dallas), and Robin Turansky of TVS (Atlanta), alongside seasoned facility managers Lelitha Williams of Aflac (Columbus, GA), Kathryn Feddor of CBRE (Chicago), and Jennifer Leighty of Walgreens (Kenosha, WI). The full list of jurors can be found on the Best of NeoCon website.

Regarding the critical role the Best of NeoCon jury plays in recognizing standout innovations, Lelitha Williams, Supervisor, Office Design & Planning at Aflac, says, “We carefully assess each product’s potential impact on real-world applications, validating that award recipients represent the best solutions for today’s built environments and reinforce the integrity and prestige that have made these awards so respected.”

Jurors will engage in an immersive evaluation of every Best of NeoCon entry — allowing for careful deliberation, meaningful dialogue with manufacturers, and product testing. This face-to-face exchange, paired with the jury’s thorough onsite assessment, upholds the Best of NeoCon program’s reputation as the most trusted industry benchmark for design excellence.

“One of the highlights for me is meeting with the product designers and learning about their process, seeing firsthand how their vision comes to life,” notes returning juror Suzanne Lefebvre, Interior Design Leader at CannonDesign. “I value the opportunity to dive deeper into emerging trends and technologies, particularly in how they affect student and staff experiences in the academic and workplace settings.”

Awards are given for Gold, Silver, Innovation and Sustainability, and the singular Best of Competition honor. The Business Impact Awards will also return, recognizing products that drive organizational performance through smarter workflows, cost savings, space optimization and other strategic outcomes. Business Impact finalists will advance to a second round of on-site review by a panel of business journalists from Fast Company, Forbes, Newsweek, Vogue Business and Morning Brew, among other notable publications.

This year, NeoCon attendees will also be able to weigh in on innovations through the inaugural People’s Choice Awards. This peer-to-peer recognition allows industry professionals to vote for their favorite Best of NeoCon-winning products via QR codes displayed in award recipients’ booths and showrooms throughout THE MART, during the show. The winners will be revealed on Wednesday, June 11.

Submission rules, deadlines and entry fees

NeoCon exhibitors are encouraged to submit entries through the Best of NeoCon online portal. Eligible products must have entered the U.S. market since June 2024 and be on display at NeoCon 2025. Products previously entered in Best of NeoCon 2024 are ineligible. Entrants must be NeoCon 2025 exhibitors. The final submission deadline is May 20th at $1,100 per entry and the Business Impact Award opt-in fee is $250 per entry.

More details on the program and entry process can be found at Best of NeoCon.

NeoCon 2025 is open to trade, C-suite executives, and other industry-related professionals, and registration is free for all attendees. Register here. 

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Rick Karg, ASHRAE Epidemic Task Force member, stated:

The intent of the Communities of Faith guidance is to offer those who operate and care for buildings used for worship a plan for implementing short- and long-term HVAC strategies to reduce the possibilities of transmission of the SARS-CoV-2 virus. The document also helps communities move toward a “new normal” operation after this public health emergency nears an end.

Recommendations for houses of worship include the following:

• Identify HVAC system characteristics. Compile and review operation and maintenance manuals and schedules.
• Verify HVAC systems are well maintained and operating as intended. For maintenance, follow the requirements of ASHRAE Standard 180 – 2018, Standard Practice for the Inspection and Maintenance of Commercial HVAC Systems.
  • Consider personal protective equipment (PPE) when maintaining HVAC systems, including filters, coils and drain pans.
• Operate HVAC systems, if present, with system fan set to run continuously when building is occupied for services or cleaning.
• Operate the system for a time required to achieve three equivalent air changes of outdoor air (effect of outdoor air, filtration and air cleaners) before the first daily occupancy and between occupied periods, if appropriate. Three equivalent air changes can be calculated using ASHRAE’s Building Readiness Guide.

To view the complete Communities of Faith Buildings guidance and additional Covid-19 resources, visit the ASHRAE website.

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Rome and the Vatican are slowly emerging from the coronavirus lockdown, providing a critical window to help build health resilience, prevent disease and reduce viral transmission in houses, offices, parishes and school facilities through scientifically supported technologies and solutions.

Delos, a trusted scientific authority on healthy buildings, has customized a program for the Pontifical Orientale Institute that includes air-purification and surface-cleaning technology, circadian lighting and other evidence-based interventions designed to help support immune health, reduce stress, improve sleep quality and promote overall well-being.

In partnership with Humanity 2.0 Well Being, the wellness platform created in collaboration with the Vatican (Holy See), the Pontifical Orientale Institute was identified due to its rich history and innovative leadership, as well as vital role in convening global interfaith groups at the Vatican. Led by Rev. David Nazar, S.J., the Pontifical Oriental Institute was created by Pope Benedict XV in 1917, and is currently a school of higher studies that has as its particular mission the service of the Oriental Churches.

Father David Nazar, rector of the Orientale, remarked:

The Catholic Church runs the largest governmental school system in the world, serving in over 100 countries — some over 1,000 years old — and runs one-quarter of the world’s health-care institutions. Its preoccupation has always been the care of the entire person and of society. Recent information technology and wellness sciences have brought to the fore much-needed insights into humanizing the educational environment. Our students come from over 40 countries, many without deep resources, and student depression is an increasing phenomenon in a world that is struggling to find a common purpose. COVID-19 has shown us how fragile we are. With Delos and Humanity 2.0 Well Being, we will be implementing health and wellness tools that address these contemporary educational challenges, helping us continue our focus on strengthening the whole person — body, mind, and spirit. Pope Francis, with his focus on human ecology, has asked church institutions to show leadership. With Delos and Humanity 2.0 Well Being, the Orientale is doing just that.

Paul Scialla, founder and CEO of Delos, stated:

We are honored to have been asked to customize our suite of research and technology solutions accrued over years into a first-of-its-kind program for the Pontifical Orientale Institute residences at this pivotal time. We know that buildings have a profound impact on human health, but the current pandemic has magnified the essential need for evidence-based health interventions in the indoor environment, which are being shared with the Vatican and its global network.

Given the Catholic Church’s global footprint, comprising 200,000 colleges, universities and other schools, 220,000 parishes, 117,000 nursing home and senior living facilities, and 10,000 orphanages in 196 countries, Delos’ Vatican program at the Orientale will be made available more widely to the Catholic Church to educate and shape institutional best practices.

Morad Fareed, CEO of Humanity 2.0 Well Being and a co-founder of Delos, pointed out:

Through upgrading our educational buildings with health innovations, we are actually building human capacity at one of its most formative periods. Father Nazar and the Orientale have a heritage as pioneers, and this initial partnership is both a template and a catalyst for greater strategic collaboration with the Vatican at this defining time.

With the support of Pope Francis, and in conjunction with Fr. William Watson, S.J., vice president for advancement for the Orientale, the Orientale’s residences, offices, classrooms and library/conference facilities were significantly upgraded in 2017 — the 100th anniversary of the Institute. These same residences will now become the first residences in the Vatican to implement Delos’ technologies and solutions.

The collaboration with Delos and Humanity 2.0 Well Being is advanced by the Orientale’s initiative to upgrade the technology infrastructure for all Orientale classrooms to enable the most comprehensive distance learning capabilities of any papal university, made possible through partnership with UBS partners James Mallahan and Mark Russo.

Delos is the founder of the International WELL Building Institute (IWBI), which created the WELL Building Standard, currently being implemented in over 4,000 projects, surpassing 500 million square feet of wellness real estate in 61 countries. IWBI recently established a Task Force on COVID-19 and Other Respiratory Infections — co-chaired by the 17th Surgeon General of the United States Richard Carmona, Former Robert Wood Johnson Foundation President and CEO Dr. Risa Lavizzo-Mourey, UCLA’s Dr. Jonathan Fielding, and Harvard School of Public Health’s Joseph Allen — to advance the role of buildings in protecting and enhancing health.

The Delos COVID-19 Resource Center provides up-to-date, actionable insights in the areas of Prevention, Resilience, Recovery and Wellness to help maintain health and well-being during these uncertain times.

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EPA has now concluded several months of score review and consultation with numerous stakeholders concerning the August 2018 scoring models for US K-12 schools, worship facilities, warehouse properties, hotels, offices, retail stores and supermarkets to ensure they deliver metrics that support owners’ and operators’ energy efficiency goals.

As of EPA’s latest update July 31, 2019, ENERGY STAR certification is now open for all eligible US building types, and updated scores are available.

Office properties scoring model

After several months of review and consultation with numerous stakeholders, EPA determined that an adjustment to the current office model, released in August 2018, is needed to better account for heating energy use. Therefore, EPA is reintroducing a heating degree day (HDD) adjustment into the scoring process, which results in more equitable scores for office properties in all climates.

Some office buildings in colder climates will see score increases with the final model, but no buildings will see decreases.

Scoring models for all other properties covered

EPA’s extensive analyses during the review period confirmed that the models for the other types of properties are capturing the efficiency improvements of the last decade, as well as important changes in how energy is used in buildings. Based on these results, EPA concluded that the retail, supermarket, K-12 school, hotel, warehouse and worship facility models are working as intended to deliver energy performance metrics that help owners and operators meet efficiency goals, and no adjustments were made to the models released in August 2018.

Full details about EPA’s analysis and key findings for each of the models are available for download:

• Analysis and Key Findings from EPA’s Review of the ENERGY STAR Model for Office Properties
• Analysis and Key Findings from EPA’s Review of the ENERGY STAR Model for Retail Properties
• Analysis and Key Findings from EPA’s Review of the ENERGY STAR Model for Supermarkets
• Analysis and Key Findings from EPA’s Review of the ENERGY STAR Model for K-12 School Properties
• Analysis and Key Findings from EPA’s Review of the ENERGY STAR Model for Hotel Properties
• Analysis and Key Findings from EPA’s Review of the ENERGY STAR Model for Warehouse and Distribution Center Properties
• Analysis and Key Findings from EPA’s Review of the ENERGY STAR Model for Worship Facilities

EPA reinstated certification for all properties covered under the models, as of July 31, 2019.

The ENERGY STAR Updates webpage offers details about the option to earn both a 2018 and 2019 certification this year, based on the period end date, and information about state and local reporting deadlines. EPA is also offering a recorded webinar: “Overview of Changes to 2018 and 2019 Certification Application Rules.”

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Given the unpredictable and rapid nature of active shooter events, the organizations say it is critical that schools and educational institutions, entertainment and sporting facilities, religious establishments, and organizations of all types and sizes have the best tools at their disposal to manage security, safety, and fire risks associated with mass violence.

A kick-off stakeholder meeting in Arlington, Virginia on January 19, 2016, will bring together over 50 standards developers, industry groups, and members of law enforcement, government, and academia to explore how to address administrative, management, and technology issues related to active shooter events.

Dr. Marc H. Siegel, commissioner, ASIS Global Standards Initiative, commented:

Active shooter incidents are unpredictable and evolve rapidly. Violent attacks at gatherings, businesses, and public facilities have significant consequences. It is essential to better prepare for and respond to these types of incidents. The intent of this meeting is to bring together the foremost active shooter experts from across the spectrum of security, fire, and safety in an effort to develop tools for organizations of any size and sector, to best protect human life and physical assets.

Robert Solomon, division manager, Building Fire Protection, NFPA, added:

Security, fire protection, and life safety communities need to develop a coordinated effort to address these low probability / high consequence events in our society. By implementing the best technology, architectural and management strategies, we can strengthen our defenses and resilience against active shooters. Given the short response time to active shooter incidents, people need the technology and training to buy time essential to survival, and to minimize losses and consequences of an attack.

Topics of discussion will include:

• Assessing the risks of an active shooter event
• Actions to take to prevent and prepare for an active shooter event
• Recognizing potential indicators of violence
• Responding to an active shooter event
• Actions to take when confronted by an active shooter
• Communication and interfacing with law enforcement officials and first responders
• Managing and mitigating the consequences of an active shooter event
• Seamless integration between security and fire-safety measures and regulations

The objective is to provide guidance to organizations and individuals to prepare for and minimize the likelihood of an event, as well as respond to and recover from an active shooter situation. The meeting will identify the need for technology and management measures as well as awareness and training programs to enhance active shooter mitigation and emergency management. The outcome of the NFPA / ASIS initiative will provide guidance for organizations to consider when developing tailored site-specific plans and procedures.

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The fund will finance energy efficiency, renewable energy, and energy storage projects for commercial buildings, shopping centers, industrial facilities, multi-family housing, churches, and lodging. Financing is available for projects in Greater Los Angeles and across the United States.

James Willson, executive director, LA/NECA, commented:

This fund is a key component to our Net Zero Plus initiative, and we are pleased with the growth it provides. We are offering a full spectrum of energy solutions from energy efficiency upgrades to building or retrofitting net zero and high performance buildings. The Net Zero Plus Electrical Training Institute provides a highly trained workforce of energy specialists, testing, and demonstrating emerging energy technologies in our living laboratory, and now another avenue to finance these projects through ReNewAll’s programs.

RenewAll specializes in assisting developers and building owners to finance projects, which are “cash-flow positive” from day one. Since July 1, 2015, ReNewAll has reportedly originated more than $35 million in project term sheets for NECA contractors in Southern California. A recent ReNewAll project that was completed with NECA and IBEW members is the retrofit of the Hilton Los Angeles/Universal City. This $7 million energy efficiency retrofit is said to be the largest, most comprehensive PACE project in the U.S. It has led to annual energy, material, and maintenance savings of approximately $800,000 for the hotel.

Joe Berney, president of ReNewAll, explained:

We will be offering multiple PACE project financing options as well as power purchase agreements (PPAs) and leases for NECA and IBEW members. ReNewAll’s various financing mechanisms allow contractors to deliver solutions to property owners for little to no out of pocket investment.

Each year, IBEW Local 11 and LA/NECA train more than 4,000 men and women for careers in the electrical industry at the 142,000-square-foot national Net Zero Plus Electrical Training Institute in greater Los Angeles, with a focus on veterans. Those trained at this facility, which is itself undergoing a net zero retrofit, are energy specialists prepared to design, develop, and manage solutions for today’s energy management challenges.

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• Location
• Leasing
• Redevelopment
• Tenant relations
• Performance
• Holding period
• Condition of the property

Location

Not every property is situated in an ideal location. Very often, properties were developed in locations with significant challenges. Examples include retail strip centers with limited traffic access and office buildings located on the periphery of business centers. Location problems are, by nature, difficult to correct. They require an open and creative mind that can develop an effective mitigation plan, such as creating new amenities or planning a change of use. One manager, for instance, took an anchorless retail center in Denver with limited access and turned it into a church with administrative offices.

Leasing

Leasing is a central concern to the viability of any investment property. Some firms exclusively offer leasing services; others, only management services; while still others offer both. It is certainly easier, from an asset manager’s point of view, to have one firm handle both functions. However, if your property has a significant vacancy rate, you may wish to engage a leasing firm that can give you the kind of immediate attention that a major leasing effort requires.

Alternatively, if there are physical problems with the property that exceed the capabilities of most firms, you may wish to award the assignment to a specialized firm for repairs and let a more traditional firm handle the leasing.

If separate leasing and management firms are selected, the asset manager assumes the responsibility to make certain that there is sufficient communication and cooperation between the two companies. Problems can occur in many cases. For example, a leasing firm might make promises that the management firm is unaware of, or the management firm might fail to maintain the property well enough for the leasing team to meet objectives.

Redevelopment

Depending on its age, location, and neighborhood, a property may be a candidate for redevelopment. A redevelopment opportunity may include working with publicly funded redevelopment agencies (RDAs) in addition to the traditional sources of new equity and/or debt financing. Working with RDAs is a highly specialized area that requires an understanding of public funding and the responsibilities that RDA directors have toward their governing body. Therefore, a publicly funded redevelopment calls for a specific kind of manager. Redevelopment opportunities that are not in defined redevelopment areas, which can benefit from available public funding, should be managed by a firm with more traditional project management skills.

Tenant Relations

Tenants are everyone’s clients, and without their rent, a real estate investment has no economic value. Since a property manager has more contact with tenants than the rest of the ownership team, he or she is better positioned to positively influence tenants. Thus, tenant relations are an important issue to consider when selecting a property manager.

If a property has been acquired through foreclosure or if prior ownership has not managed a property well, there could be significant tenant relation problems that need immediate and direct attention. Typically, this requires a property manager who has experience in these situations, where sensitivity and responsiveness can defuse tensions caused by the neglect of a previous owner.

Performance

A property may be under pressure because of poor returns. In this situation, an asset manager should seek a property management company that has the creativity to develop and implement a plan to address issues identified in the business plan. The solution may be as simple as determining where and how to cut operating expenses without upsetting tenants or causing potential damage to the property. Or perhaps a property’s desirability can be enhanced through aesthetic upgrades or improvements to tenant relations, thereby increasing the potential market rent. Creative ways to pro-duce additional income opportunities must be explored, such as adding storage or leasing parking space to outside customers. The objective is to improve a property’s net revenue-generating potential to create a higher return on investment.

Holding Period

In some cases, asset managers seek property managers who can assist a property during a relatively short hold period—typically, six to 12 months. There are several reasons why investors might plan a short-term holding period. It may be that the investor has more important objectives and that the asset is only a piece of a larger strategy. It may be that the acquisition was unintended (for example, a foreclosure), and there is no interest in actually holding title to the property. It could be an opportunity to acquire a property at a discount, reposition it, or otherwise correct existing deficiencies, and then flip the property for a quick gain. Whatever the circumstances, short-term assignments are typically not as profitable as long-term investments. Absent special considerations, the owner and asset manager won’t expect the property manager to be much more than a caretaker.

Condition of the Property

Some properties have significant physical plant problems (for example, HVAC, elevator, or lighting) or problems with tenant services (for example, cleaning, security, or parking). These situations require skilled engineering and maintenance staffing that can address and correct these problems in an efficient and economical fashion. Other properties may have relatively few problems, but nevertheless have extremely complex and/or sophisticated buildings. An analysis of the property’s unique needs is critical. This analysis—whether formal or informal—must be designed and executed in such a way that the asset manager can use the data to develop specific goals. Examples of specific goals include:

• reaching 90 percent occupancy within 18 months
• reducing operating expenses by 15 percent
• renewing four key tenants during the next two years

Once the goals are established, the asset manager will identify the skill sets required to achieve these goals. This will help the asset manager evaluate prospective management firms and, later, determine how well a firm is performing by comparing achievement to the original goals.

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In 2013, though, the Public Services (Social Value) Act came into force, placing a duty on government, councils, the NHS and other public bodies in England and Wales to consider the economic, social and environmental impact — known collectively as the “social value” — when commissioning services.

This is now starting to have an effect on the way in which facilities management services are procured, particularly in the public sector.

“It’s been reflected in more in-depth conversations about our training programmes, specifically apprenticeships; the employment of local people and procuring of local products; and community engagement such as supporting events, donations of time, materials and expertise; together with sustainability initiatives,” says Richard Sanders, director of vacant property firm Orbis. “In the past, these types of questions were perhaps more of a box-ticking exercise. Now they are fundamental to the procurement process.”

According to a report by Social Enterprise UK — a membership organisation for social enterprises that was one of the driving forces behind the legislation — some 81 per cent of commissioners now seek to identify the social value of potential contracts, and 75 per cent of public sector bodies say their tenders now include social value criteria.

Finding out local needs

But as things stand, the definition of what constitutes social value is deliberately vague. “It’s up to the commissioning body, either nationally or locally, to set priorities around what it wants to see,” says Nick Temple, director of business and enterprise at Social Enterprise UK. “There are pros and cons to that; it means that hopefully you get social value being delivered that’s very relevant to that local context. On the other hand you get lots of different practices and you don’t get much consistency. Some local authorities will say that what’s critical at the moment is youth unemployment, while others are leaving it very vague.”

One of the challenges for FM providers is how to assess the impact of any social value they deliver, either financially or through the longer-term benefits a contract delivers to a community. There are some obvious metrics; Mitie, for example, can point to its own charity — The Mitie Foundation — which was set up a year ago and has found work for 38 unemployed people and supported careers events at more than 100 schools over the past year.

“It is possible to measure social value,” says Anthony Bennett, co-founder of bespoke hospitality provider Bennett Hay. “The key is choosing the right measures and then setting improvement targets using leading and lagging indicators.”

This could include behavioural training completed, numbers of hours volunteered for charity, total donations to charity in the year or the number of successfully completed apprenticeships where people are now in full-time positions, he says.

Different strokes

Yet it doesn’t take long before some difficult questions emerge. Rohan Martyres is head of impact and investment strategy at CAN, a body set up to help social enterprises and charities measure the benefits they deliver. Some aspects are relatively easy to measure, he says, such as energy consumption or economic value of a contract, but the more “social” aspects are much harder.

“Different people value things in different ways, so what a company thinks is valuable might be quite different to the commissioner, and that may be quite different to what end-users, beneficiaries or communities think,” he says. “One of the challenges of impact measurement is to take all of that into account, particularly if there are contradictions.”

Often issues can arise when clients start to become more prescriptive, and want to see hard numbers around which to make a decision — potentially ignoring other aspects which may make up a bigger picture. Greg Daniel, operations director at Serco Infrastructure Services, gives the example of a recent contract where the business lost out after the client focused solely on the number of jobs it would create.

“The winning company delivered more or less the same type of solution but were proposing to get more people back to work,” he says. “But we had a really interesting programme which would get ex-offenders back to work, on the back of our experience in the prison sector.”

Andrew Bish is business development director for local government at Interserve. He says there are a number of metrics that can be used, citing apprenticeships, sustainable employment of six months or more, the use of smaller businesses in the supply chain and volunteer days undertaken by staff. “But you can pick holes in all of these,” he points out. “If you take SMEs, for example, you can easily get bogged down in arguing the toss about what’s an SME and what’s the definition of local.”

Bish would like to see a looser system of reporting, based around annual or half-yearly updates that incorporate some form of independent verification.

“If it’s a housing association, it could be a tenant representative,” he says. “That allows you to get down into the detail and for people to challenge it. Volunteering days is a good example. We might say we’ve given 200 days of staff time from a particular contract to help good causes locally. But that doesn’t tell the whole story, because you don’t know if those 200 days have been productive or if they were particularly deserving causes.”

His big concern is that any moves towards a more prescriptive, key performance indicator-type arrangement could turn such reporting into a box-ticking exercise, which discourages organisations from undertaking other initiatives.

Ian Murray, business operations director at Sercon, also cautions against trying to solely measure the impact of social value in monetary terms. “What monetary value can be put on giving a third-generation unemployed person an opportunity to build a career?” he asks. “Until there is a comparable methodology to measure and analyse social value which is used throughout the industry, social value will continue to be applied on an ad-hoc basis.”

There are signs that such a set-up may eventually come. The Inspiring Impact scheme, which brings together a number of charitable bodies to attempt to measure the impact of third-sector organisations, for instance, aims to share best practice and ensure greater consistency across the board. If such a set-up eventually flourishes, it would not require a huge leap to deploy similar metrics for private sector businesses.

But Martyres is keen to resist any mass move towards standardisation or formalisation of reporting metrics.

“The process of organisations putting up whatever they measure is a good thing, because in the long term this means that commissioners will start to see the different sorts of elements that potential contractors are measuring, and that they can start to see what’s possible and what’s appropriate from those contractors’ point of view,” he says.

There is, however, the potential for significant benefits for organisations that seek to embrace this kind of reporting while it’s still a largely un-coordinated affair.

Serco, for example, has made it a matter of course to report on the social value of any contract it wins, whether in the public or private sector. “We can directly draw a line between the values of the customer organisation and the outcome as that we’re delivering, even though they may not have asked us to,” says Daniel. “It’s not just altruistic; it allows us to create a better customer experience, enhances our profile and allows us to demonstrate that we do this, so when we bid for a central government contract we can point to real-life examples, and have that backed up by customers.”

The direction of travel is only moving in one way, too. Temple highlights growing interest in such metrics from the European Union, particularly through the recent EU procurement directive. “That just lends even more strength to this,” he says. “If you want to get ahead of the game, you really need to start thinking about this now.” – See more at:http://www.fm-world.co.uk/features/feature-articles/acting-up/#sthash.zsMgV9aC.dpuf

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The Pertamina Energy Tower will consolidate office space for Indonesian state-owned energy company PT Pertamina (Persero), with a capacity of 23,000 workers on 99 floors. The new landmark on the city skyline will serve as a city within a city, equipped with supporting functions such as a convention hall, an energy center, a sports facility, and a mosque with a capacity of 5,000 people.

According to SOM, the integrated campus is the world’s first supertall tower for which energy is the primary design driver. The gently tapered top of the tower opens to reveal a “wind funnel” that will use the prevailing winds to generate energy, and the tower’s curved façade is calibrated to mitigate solar heat gain at Jakarta’s location near the equator.

The supertall will serve as a city within a city, equipped with supporting functions such as a convention hall, an energy center, a sports facility, and a mosque with a capacity of 5,000 people.

Exterior sun shades will help optimize the workplace environment and save energy through a reduced need for artificial lighting. Overall, SOM says the development will reduce water demand and target zero discharge while reducing carbon dioxide emissions by 26 percent by the year 2020 and generating 25 percent energy from renewable resources by the year 2020.

The sustainable campus will be linked by the “Energy Ribbon,” a covered walkway that provides sun and rain protection and generates energy through solar photovoltaics (PV) along its roof surface, spanning land bridges and gardens to create an array of accessible public spaces, adds SOM.

The supertall is targeting a Platinum green building certificate from the Green Building Certificate Institute.

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