intelligent buildings for better health wellbeing and productivity
TRANSCRIPT
Creating the Productive Workplace
Professor Derek Clements-Croome
School of Construction Management and EngineeringThe University of Readingwww.derekcroome.com
Intelligent Buildings for Better Health, Well-Being
and Productivity
Derek Clements-CroomeUniversity of Reading
EU Report with Debrecen University 2014
www.derekcroome.com
Environmental Design Affects Well-Being of People
Architecture is more than the art of constructing individual buildings. It is also the creation of environment. Buildings do not exist in isolation. They not only impose their character on their surroundings but also have an incalculable effect on the lives of human beings who inhabit them----Conti (1978)
Employers are recognising that good health is a total business issue, and a lack of it affects work performance ------- Towlers Watson (2014)
How people feel about their physical surroundings, can impact on not just mental health and wellbeing, but also physical disease-------Scottish Government, 2006
I react to the physical and emotional presence of the people who sit for me-----Lucien Freud (adapted from words quoted in FT 25 October 2014)
Good Health and Well-Being Lead to Increased
ProductivityOccupants want an enjoyable
experience in their workplace not just a functional one
Workplaces need to be kind to people’s health, mood and well-being
This leads to happier and more creative and productive people
Beyond Environmental Comfort
MAT model of behaviour by Fogg 2008
Behaviour=Motivation x Ability x Trigger
Trigger means stimulus or opportunity
McGraw-Hill(2013) survey of non-residential property owners found
significant benefits from healthy buildings:
47% a reduction in the cost of
healthcare ranging from 1% to 5%. 66% improved employee
satisfaction 56% lower absenteeism 21% higher employee productivity.
Direct effects of poorly performing environments
Lost work hours due to sickness
Inability to reach true operational potential.
Reduction in gross domestic productReduced company profitA demoralised workforce
Increased Facilities Management costsIncreased staff turnover
Lack of sustainability
.
US Green Building Council 2003 report Making the Business Case for High Performance Green Buildings concluded: • higher capital costs are recoverable in a comparatively
short time• integrated design lowers operating costs• better buildings equate to better employee productivity• new appropriate technologies may enhance health and
well-being• healthier buildings can reduce liability• tenants’ costs can be significantly reduced• property value will increase• communities will notice your efforts• using best practices yields more predictable results,
but remember that occupancy• behaviour affects the performance• respect the landscape and open space near the
building.
World Green Building Council (WGBC ) 2013 Report The Business Case for Green Building concluded: Green buildings do not necessarily cost more and appeal to tenants because they command higher rents and sale prices.
Operating costs lower because of reduced energy and water use plus reduced maintenance
Better environments affect employees and lead to higher staff retention rates
Workplace illnesses and hence absenteeism are reduced ---whilst well-being is higher than in conventionally designed offices where high quality environments have not always been a priority.
There is a need to: create greater public awareness of the health impacts of buildings;
increase the focus on better tools and methodologies to collect data and measure healthy impacts;
encourage building codes to place increased emphasis on healthier building practices.
If we only concentrate on energy we are in danger of neglecting the real purpose of architecture which is to provide for people’s well-being.
Environments conducive to health and well-being and hence creativity and productivity need: • A fresh thermal environment.• Ventilation rates sufficient to provide clean fresh air
with good distribution and acceptable levels of CO2.• Good natural lighting. • No lighting glare. • Acceptable acoustic climate.• Spatial settings to suit various types of working.• Ergonomic workplaces that have been designed to
minimise musculoskeletal disorders.• Landscaped surroundings should be properly
considered as part of the internal and external design.• Minimum pollution from external sources, including
noise.
Metrics in WGBC 2014 Report
Absenteeism Staff turnover/retention rates Medical complaints and costs Physical environment complaints Self reported attitudes via perception
studies Physical environment measures
Health, Well-being and Productivity in Offices 2014
Michael Deane, chief sustainability officer for Turners Green Market Barometer 2014:
“While building owners continue to incorporate green features in buildings to reduce operating costs, we see more organizations paying closer attention to the positive impacts of green buildings on indoor environmental quality and employee satisfaction and productivity….We are also seeing, both in our own work and from the results of the survey, increased attention to maintaining essential building operations in the face of extreme weather events.”
Turners Green Market Barometer 2014 300 + owners and landlords surveyed found:
• Outlook for Construction Projects Remains Strong
• Continued Importance Placed on Financial Benefits of Green Buildings In deciding whether to incorporate green features, financial considerations were very important. The financial factors most highly rated were energy efficiency, rental value, operations and maintenance costs, and occupancy rates.
• Attention to Benefits on Employees and Occupants is Increasing Non-financial factors with highly rated benefits of Green buildings included health and well-being of occupants, indoor air quality, employee productivity, impact on brand/reputation, and satisfaction of employees/occupants. These factors affect ability to attract and retain talented employees.
• Expanding Attention to Water Efficiency • Increased Focus on Building Resiliency
Maintain or quickly resume operations in the event of extreme weather.• Rising Importance of Material and Supply Chain Transparency• Green Building Rating Systems
Conclusions
Concentrate on Value not capital cost; quality and whole life cost approach
Use technology selectively Facilities management process to
cover evaluations of occupants attitudes; physical measurements
Well-being commitment at Board level
This is an evolving field as social attitudes, work styles and technology change
Occupant
Observer / passer by
External environment
Building
Internal environment
Buildings, Environment & People
Integration
People
Product(System
s)
Process
Whole Life Value Cost Ratios
Design & Construction (X)
Facilities Management (Y)
Utilisation (Z)
Z >> Y > X e.g. 80 : 8 : 1
Wu & Clements-Croome, 2004
Sustainable Design Adds Value
Environments Conducive to Health and Well-being
A fresh thermal environment
Ventilation rates to provide fresh air with good distribution and acceptable levels of CO2
Good natural lighting
Minimal lighting glare from within and external to the space
Spatial planning and settings to suit various types of working
Ergonomic work places so as to minimise muscular-skeletal disorders
Minimum pollution from external sources including noise
Low carbon buildings can be unsustainable if the human needs are neglected
Healthier buildings are automatically low carbon
but not all low carbon buildings are healthy workplaces
Overheated buildings are wasteful, uncomfortable and lower productivity
Each deg C rise is about 8% in energy terms in UK
Air Quality and Temperature Equally Important
Emphasise Well-being and Freshness rather than Comfort
Improved People Performance in Green Buildings?
Sickness Absence is reducedNatural light and ventilation increase
accuracy, concentration .health and well-being ,happiness, attitudes...
Productivity gains of up to 6-16% often cited
Journal Property Management /Rocky Mountain Institute/Pennsylvania Power and LightSarah Daly, 2010, Heath Avery Architects
The workplace – people perspective
Current explosion of interest FM literature, despite claims of
strategic impact, and remains first cost fixated
Few results framed in terms of business outcomes
FM and property professions have not risen tochallenges posed by Becker, Clements-Croome (and others)
Need for a theoretical frameworkDr Haynes B P, 2007, Research in the Field Of Productivity, CIBSE Natural Ventilation Group Seminar
World Green Building Council (WGBC) 2013 Report The Business Case for Green
Buildings Green buildings do not necessarily cost more
and appeal to tenants because they command higher rents and sale prices.
Operating costs lower because of reduced energy and water use plus reduced maintenance
Better environments affect employees and lead to higher staff retention rates
Workplace illnesses and hence absenteeism are reduced ---whilst well-being is higher than in conventionally designed offices where high quality environments have not always been a priority.
Workplace Ecology
The connectivity between the office occupiers and their work environment consists of:
a psychological (perceptual) response a physiological (biological) response
Levin, H (1981) "Building Ecology”, Progressive Architecture, vol. 62, no. 4, pp. 173-175 April
Becker, F. (1990) The total workplace: facilities management and the elastic organization, VanNostrand Reinhold, New York.
Building a Thinking Room
Scientists have begun to focus on how architecture and design can influence our moods, thoughts and health. The quality of a view, the height of a ceiling, wall colour, furniture can influence how we think.
Jonah Lehrer, The Wall Street Journal, 30 April 2011
Building a Thinking Room
Old building with low ceilings and noisy environments compared with new building with sky lights and open cubiclesThere was more stress in the old building
Jonah Lehrer, The Wall Street Journal, 30 April 2011
Building a Thinking Room
Ohio State University & National Institute of Mental Health experimented with colour—
RED (danger, stop, take care) environments better for accountancy and detailed work
BLUE (openness and sky) environments are better for creative tasks
Jonah Lehrer, The Wall Street Journal, 30 April 2011
Ceiling Height and Thinking Style
High spaces better for seeing connections between unrelated subjects.
Joan Meyer-Levy, School of Management, University of Minnesota
MIT’s New Stata Centre, Designed by Frank Gehry.
University Officials Sought an Unconventional
Building to Inspire Creativity
6%
Salary costs over buildings life cycle 92%
Business Costs of Organisations
Design and Construction 2% Maintenance ans Operation 6%
Amanda Levete architect
To live in a great space inspires you and lights your spirit. The environment in which you live and work has a tremendous capacity to change your mood and affect the way you live your life. Space, volume and natural light are vital for good living.Levete, A, Architecture at Future Systems, To live in a great space that inspires you, Financial Times, 16.02.08
Andrew O’Hagan (Author)
… I love the light in the room where I work and where things seem to change every day. The flowers are important. The room makes me want to work hard and there’s always such a lot to do…
Guardian, 31.03.07
Place Factor Productivity Energy Payback
VeriFone Daylight +5% -60% <1 year
Georgia ‘’ Less compensation cases
North Carolina ‘’ + 14% -22 to -64% <3 years
Wisconsin Personal control
+7% -40%
Lockheed Daylight +15% -$300,000pa
Joseph J Romm Cool Companies. Earcthscan, London 1999.
Study: A survey of 10,000 property and construction professionals about their office environments
March 2010: UK offices
Author: Development Securities with University College London and the Building Research Establishment, UK
55% of respondents stated unsatisfactory temperatures
Over 38% rated noise levels as too high 33% were not satisfied with amount of daylight in
their workplace More than 40% did not have a satisfactory outside
view 45% were unhappy with the ventilation or air quality
in their building. In summary, according to experts cited in the report,
poorly planned working spaces could result in a 20% drop in worker productivity and a range of health and behavioral problems
Study: Building Research published by Carnegie-Mellon University
2008:15 individual case studies analyzed for periods of 1985 - 2000
Improved indoor air quality shows productivity increases in ranging
from 0.5% to 11%Daylight access in offices increases individual productivity by between
5 and 15%
Author: Vivien Loftness, Center for Building Performance & Diagnostics
Study: Retrofit of 500 Collins Street, Melbourne 2005-2006: Australian officesAuthor: Sustainability Victoria : Kador Group
44% reduction in the monthly average cost of sick leave. 9% improvement in the average typing speed of
secretaries and a significant improvement in overall accuracy.
One study found a 7% reduction in headaches but another study found a 20% reduction. These two studies also revealed improvements in other health indicators such as the incidence of colds and flu, sore eyes, fatigue and poor concentration but the findings varied depending on the study
In one study there was no change in productivity but a different study found a 12% increase in self-reported productivity
Sacramento Municipal Group Utility District INCOMING CALL CENTRE WORKER
PERFORMANCE
Workers with the best view were found to process calls 6% to 12% faster than those that had no view.
Employees with workstations having partitioned heights above eye level on two sides performed 11% to 18% slower than those with partitions below eye level.
Total variation observed in performance was 2% to 4% in environmental conditions and 6% to 19% demographic and management information.
Heschong Mahone Group, California, 2004
A small increase in air temperature can slow worker performance (740F/23.3 C to 76oF /24.4 C reduced worker performance by 2%)
Good ventilation and cooler conditions let people work faster. Increasing the rate of outside air by 1ft3/min( 1.7 m3/h) resulted in 4% faster handling of calls
Sacramento Municipal Group Utility District INCOMING CALL CENTRE
WORKER PERFORMANCE
Heschong Mahone Group, California, 2004
PR0DUCTIVITY GAINS IMPROVES QUALITY
10% improvement in Call Centre worker performance is worth saving a $9,000 per year employee or $118/ft2 per year.
Typical low rise office construction costs in California are $85/ft2 to $121/ft2
hence improving worker performance by 10% would justify doubling construction costs while maintaining a one year payback on investment.
"The cost of providing accommodation for office workers is dwarfed by the cost of their salaries. Companies must recognize that the influence of the office on their staff in terms of increased productivity and effectiveness will have a much greater financial impact than the cost of office accommodation,"
Gensler Office Survey 2005
These Four Walls: The Real British Office
,
Gensler, London,2005 (Gary Wheeler)
Gensler Office Survey 2005
About half of office workers (52%) rate their working environment as above average; (19%) would embarrassed to show customers their office.
58% of office workers believe their office has not been designed to help them do their job.
79% of office workers consider quality of working environment very important to job satisfaction; over third state working environment has been a factor in accepting or rejecting a job offer.
Office workers claimed an improved workplace would increases employee productivity by 19%; equivalent to a £135 billion annual increase in the UK's service sector output. These Four Walls: The Real British Office
Desirables 35% of professionals would prefer
an office with a sea view, 26% countryside, and 10% mountains. 10% would settle for "any view of the outside world."
Office workers want better environment; personal space (39%), climate control (24%) and daylight (21%) are crucial factors for a good working environment.
Gensler Office Survey 2005
These Four Walls: The Real British Office
Problems "office irritants" are IT; (36%),
colleagues' voices (19%); gossip (15%); cheap furniture (9%); music/radio (7%) and bad coffee (6%).
25% would like to ban colleagues from their office, including 'gossips', 'whingers', and 'egos' - and mobile phones.
Gensler Office Survey 2005
Office Space Satisfaction Questionnaire Findings
Only 39% believe that their place of work has been designed with people in mind;
94% of the respondents thought the quality of the workplace reflected employers attitudes to their staff;
85% of the respondents thought their workplace was a key indicator of a company’s corporate culture;
Nearly half would consider changing companies if given an identical role and salary;
Only 47% are proud to bring clients back to their place of work; The provision of relaxation and thinking spaces, a gym and
restaurants were highly important; Health care facilities, showers, cultural activities and general
concierge services were other factors mentioned as being desirable;
24% considered that leisure facilities and breakout areas were essential features to be provided by an organisation;
32% would prefer working at home but only to avoid the hassle of commuting; the respondents believed that the social interaction and face to face networking was essential to their job;
Hot desking engendered deep hostility in this sample of respondents with most preferring the security of their own designated workspace.
Myerson, J., 2003, Workspace Heaven?, Management Today, June issue.
Office Productivity – Evidence Component
Comfort Layout Interaction Distraction
Ventilation 0.72Natural Light 0.71Heating 0.69Artificial Light 0.67Cleanliness 0.67Overall Comfort 0.62Décor 0.62Physical Security 0.45
Informal Meeting Area 0.79Quiet Areas 0.78Formal Meeting Area 0.76Personal Storage 0.54General Storage 0.50Privacy 0.50Workarea, Desk 0.43Circulation Space 0.38
Social Interaction 0.82Work Interaction 0.80Position Relative to Colleagues 0.62Position Relative to Equipment 0.53Overall Atmosphere 0.51Overall Office Layout 0.47Creative Physical Environment 0.46Refreshments 0.45
Crowding 0.79Interruptions 0.78Noise 0.68
Myerson, J., 2003, Workspace Heaven?, Management Today, June issue.
Correlation Coefficients between Comfort and Health Variables
Roulet et al, 2006, Perceived Health and comfort in relation to energy use and building characteristics, Building Research & Information.
Building Symptom Index
Illness Indicator
r P(%) r P(%)
Office Buildings Air Quality 0.66 5E -09 -0.02 90
Thermal comfort 0.48 7E -05 0.11 38
Lighting comfort 0.37 3E-03 -0.12 37
Acoustic comfort 0.30 2E -02 -0.11 37
Comfort overall 0.58 9E -07 0.01 94
Apartment Buildings
Air Quality 0.41 2E-04 0.24 3
Thermal comfort 0.24 4 0.20 9
Lighting comfort 0.25 3 0.14 22
Acoustic comfort 0.17 14 0.03 82
Comfort overall -0.08 51 0.17 13
Note: p probability that these coefficients are actually zero
Correlation Coefficients between Building Symptom Index (BSI)
and the Perceived Environment
Correlation with Building Symptom Index (BSI) of
r p
Amount of privacy in the workLayout in the officeDecoration in the officeCleanliness of your office
0.510.640.640.60
2E-053E-082E-082E-07
Roulet et al, 2006, Perceived Health and comfort in relation to energy use and building characteristics, Building Research & Information.
Correlation Coefficients between Perceived Control and
Corresponding Comfort
Perception of Satisfaction with r p
Control of temperatureControl of ventilationControl of lightingControl of shadingControl on noise
TemperatureAir qualityLighting overallNatural lightNoise overall
0.510.470.280.300.60
4E-061E-045E-021E-021E-07
Roulet et al, 2006, Perceived Health and comfort in relation to energy use and building characteristics, Building Research & Information.
PeopleInvestor
(high quality)
Highlyproductive
(added value)
Poorproductivity(low value)
CostCutter
(low quality)
Low
LowHigh
High
Cost
Per
form
ance
Source: Oseland, Bartlett, 1999
The Relationship between Cost and Performance on
Productivity
Maslow’s Hierarchy of Needs in the Workplace
NeedPhysiological
Safety
Social
Esteem
Self-actualisation
Achieved byGood working conditions, attractive salary, subsidised housing, free cateringPrivate health care, pension, safe working conditions, job security.Good relationships, team spirit, company sports, office parties, informal activities, open communication.Regular positive feedback, prestige job titles, write-up in company news sheets, promotion and reward.Challenging job, discretion over work activity, promotion on opportunities, encouraging creativity, autonomy and responsibility
Source: (MASLOW 1943)
Public Works Canada Study (1985)Source:
Poor Environmental Conditions can Rapidly Fatigue Office Workers
Aural/acoustic quality Visual illumination quality Thermal quality Air quality Building amenities Functional ergonomics
A Conceptual Model for Sensory Responses
Farshchi in Clements-Croome, 2006
HumanBeing
Social psychological aurasGravity
Matter
Matter
Matter
Matter
Electromagnetic
radiation
Mechanical
radiation
Chemical
People, Environment and Matter
Brain – Body
Pathways
Schematic Diagram of Four Human Circadian Rhythms
Source: CIE, 2004 in
Chung 2005 Int Lighting Symposium Proceedings, Hong Kong
Circular Ordering of Mood Descriptors
Farshchi in Clements-Croome, 2005
Light
Sound
Smell
Heat
Air quality
Electric climate
Partial climate Induces
Organic
Reactions
Stimulates
Sensors
Organs
Create
Associations
Describes
The
Environment
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Effects of Partial Climates
Holistic Environmental ModelH
um
an
Management
Sustainability
HolisticEnvironment
HumanSenses
BuiltForm &Services
Management
PollutionErgonomics
Well-being
Interiordesign
Mission
workplacework flow
furniture
computer
ionisationhumidity
temperature
indoorair quality
aesthetics
lightingspace
textures
colour
sound
electro-magnetic
noisechemical particulate
Ecologicaldesign
energy materialswaste
recycling
water
Forminfrastructure
structures
utilities
intralinks
policies
resourcesstrategies
imageBusinesses
systemsprocess
planning
monitoringfinance
Workingculture
integration
creativitysocial
production
innovation
Lorsch and Abdou (1994b)
Conclude that temperatures which provide optimum comfort may not necessarily give rise to maximum efficiency in terms of work output.
Beyond Environmental Comfort
REFERENCESSee References in EU Report 2014 by Clements-Croome eg Ong; WGBC
Perceived Comfort and Perceived Productivity
Leaman and Bordass 2006
Varying Temperature and Convection Currents around the
Body by Tong Yang 2007
Tong, 2007
The Relationship between Temperature and
PerformanceC
ha
ng
e in
pro
du
cti
vity
per
ce
nta
ge
+50
+40
+30
+20
+10
0
-10
-20
-30
-40
-60
Accidents
30C Temperature25201510
Speed and sensitivity
of figure
Manual dexterity
Work rate
Mental performance
-50
Comfort
Zone
Source: Wyon 1986, CIBSE, 1999
Seppanen et al, Rehva Workshops Clima 2005
Change in Performance per 10 C Increase in Indoor Temperature
Perceived Productivity and Temperature in the Summer
Roulet et al, 2006, Perceived Health and comfort in relation to energy use and building characteristics, Building Research & Information.
(Seppanen et al, Proceedings of Healthy Buildings, Singapore, Volume 3
Decrease of Performance and Productivity with Temperature
2% decrease per deg C above 250C
and below 20
0C
Relative Performance as a Function of Temperature
Benefits of improved IEQ in leased buildings to building owner via rent and long term value of the building.
Wargocki et al.. Indoor Climate and Productivity in Offices, REHVA Journal 2006 December
Cost Implications of Productivity Loss at Different Neutral
Temperatures
(Kosonen and Tan 2003)
Loss of Productivity per Employee
Standard Office South Facing
9
44
6
59
15
71
10
61
24
79
49
103
0
20
40
60
80
100
120
7.2 4.4 3.7 4.6 3.4 2.8
Cooling (Comfort categories in accordance with NPR-CR 1752)
No Mechanical Cooling
Ventilation Rate [m3/(m3.h)]
Loss
of p
rodu
ctiv
ity
[Hou
rs/Y
ear]
Relationship between the Loss of Productivity, PPD and the
PMV
25
20
15
10
5
-1.5
80
60
40
20
0
Predicted Mean Vote (PMV)
Pe
rce
nta
ge
of d
iss
atis
fied
(PP
D)
Lo
ss
of
Pro
du
cti
vit
y (
pe
rce
nta
ge
)
-1 -0.5 10 1.50.5 2-2
0
Loss of Productivity and PPD
as a function of the PMV
Source: Roelofsen, 2001
PPD
0
0.2
0.4
0.6
0.8
1
0 1 2 3 4Ventilation rate (h-1)
Illn
ess
or
sick
lea
ve
pre
val
ence
rela
tiv
e to
pre
val
ence
wit
h n
o
ven
tila
tio
n
Milton (2000), sick leave in officesBrundage (1988), illness in barracks, all years
Brundage (1988), illness in barracks, 1983 dataDrinka (1996), illness in nursing home
Seppanen and Fisk in Clements-Croome, 2005
Predicted Trends in Illness or Sick Leave Versus
Ventilation Rate
The Effect of Low Ventilation Rates on the Cognitive Function of a Primary School Class
Several studies have suggested that recommended ventilation rates are not being met within schools.
Using the Cognitive Drug Research computerised assessment battery to measure cognitive function, this study demonstrates that the attentional processes of school children are significantly slower when the level of CO2 in classrooms is high.
The effects are best characterised by the Power of Attention factor which represents the intensity of concentration at a particular moment, with faster responses reflecting higher levels of focussed attention. Increased levels of CO2 (from a mean of 690 ppm to a mean of 2909 ppm) led to a decrement in Power of Attention of approximately 5%. Thus, in a classroom where CO2 levels are high, students are likely to be less attentive and to concentrate less well on what the teacher is saying, .
,D.A. Coley, R.Greeves and B.K. Saxby, Centre for Energy and the Environment, University of Exeter
Boerstra et al, Rehva Workshops Clima 2005
Average, Maximum and Minimum CO2
Concentrations in 11Dutch Primary Schools
Dijken et ai, 2005 in
Health symptoms reported by pupils
Van Djiken, Van Bronswick
Sundell,2006, Indoor environment and
pupils health in primary schools,
Building Research & Information.
Mean temperature concentrations during computerized performance tests in16 classrooms at 8 Reading schools
* For Schools 1-3 no recirculation was made; the low ventilation condition was obtained by leaving the windows in closed position
Bakó-Biró Z, Clements-Croome D J., Kochhar N, et al., 2012, Ventilation Rates in Schools and Pupil’s Performance, Building and Environment , 48, 215-223
Mean CO2 concentrations during the computerized performance tests in 16 classrooms at 8 Reading schools; 3-4 Groups of pupils were tested in each school.
Bakó-Biró Z, Clements-Croome D J., et al., 2012, Ventilation Rates in Schools and Pupil’s Performance, Building and Environment, 48, 215-223
Performance with Fresh and Recirculated Air
Boerstra et al, Rehva Workshops Clima 2005
Performance of School Work as a Function of Outdoor Air Supply Rate
Percentage of Dissatisfaction against Carbon Dioxide Concentration
Mu & Chan, (2005), Building calibration for IAQ Management in Building and Environment, 41, 877-886
Impact of CO2 on human decision making and productivity
The Strategic Management Simulations (SMS) methodology measures the process of thinking and can assess cognitive and behavioural responses to real world task situations.
ConclusionThe performance or decision making is at marginal or even at dysfunctional level on some of the important productivity measures, especially at 2500 ppm – a typical concentrationfound in many buildings. Even levels of 600ppm --less than normal 1000 ppm– can affect decision making.Usha Satish,, William B. Fisk, Mark J. Mendell, Katia Eliseeva, Toshifumi
Hotchi,Douglas Sullivan, Lisa B. Cleckner, Krishnamurthy Shekhar1 and Kaeling
Teng Proceedings of Indoor Air 2011, Austin, TX; Jun 5-10, 2011; a574.
Seppanen et al, Rehva Workshops Clima 2005
Change in Performance per 10 L/s Per Person Increase of Outdoor Air Supply rate
90
92
94
96
98
100
0 10 20 30 40 50 60 70
Dissatisfied with indoor air quality
Per
form
ance
%
%
(R2=0.78; P<0.01)
90
92
94
96
98
100
0 1 2 3 4 5 6 7
Outdoor air supply rate
Pe
rfo
rma
nce
%
(R2=0.78; P<0.01)
L/(s*standard person)
Performance of office work as a function of the indoor air quality
Performance of office work as a function of the outdoor air supply rate per standard person (olf)
Wargocki and Wyon in Clements-Croome 2006
Indoor Environment and Productivity
Traditionally thermal comfort has been emphasised as being necessary in buildings, but is comfort compatible with health and well-being? The mind and body need to be in a state of health and well-being for work and concentration. This is a prime prerequisite for productivity. High productivity brings a sense of achievement for the individual as well as increased profits for the work organization.
Subjective Well-being
AwarenessSatisfaction with lifeComfort – discomfortGood body – mental healthSatisfy Maslow Pyramid of Needs
Impact of Distraction
Source: Peopleware: Productive Projects and Teams, Tom DeMarco and Timothy Lister)
Architecture and the Senses
Although the five basic senses are often studied as individual systems covering visual, auditory, taste–smell, orientation and the haptic sensations, there is an interplay between the senses.
Nine Levels of Consciousness The five senses felt by the eyes,
ears, nose mouth and skin The integration of senses using
reason and logic Rational thought expressed via
self awareness and intuition The stores of experience in the
long and short term memories Pure consciousness within the
inner self; this also involves emotion.
Allwright (1998)
Human Olfactory System
The average person has about 400 different types of olfactory receptors, but not everyone has the same setThe average person has about 400 different types of olfactory receptors, but not everyone has the same set
Tillotson 2004, New Technologies and Smart Textiles for Industry and Fashion
T H
T
T
H
Ambient Air
Spray Nozzle
Regulating Valve
AirHandlingUnit
Heat Exchanger Spray Fan
Control Unit
Atrium
EssenceContainer
Thermostat
Humidistat
Atrium Fragrance Control System for Kajima Building in Tokyo
(Takenoya 2006)
Atrium Fragrance and Control Scenario for Kajima Building in
TokyoCOME
LUNCH BREAK
TO OFFICE WORK WORK LEAVE THE OFFICESCHEDULE
FRAGRANCE & IMAGEOVER-TIME WORK
No 1 WOOD
No 2 FLORAL
No 3 CITRUS
SPLAY PATTERN
Your Workplace can Improve Employee Engagement
Dr Craig Knight, at Exeter University, studies have shown, that introducing some 'enrichment' to workplaces (simple things, like plants...) will improve productivity and giving people some control and engagement in their workplace surroundings will increase productivity further.
Conversely, the 'lean office', minimalist, one size fits all, blandness of many corporate offices today does NOT inspire this feeling of engagement, which is so important to wellbeing and work output. Based on Craig Knight 2011
Burge (1987)
Conducted a study of building sickness among 4373 office workers in 42 UK office buildings having 47 different ventilation conditions. The principal conclusions were that as individuals reported more than two symptoms, the subjects reported a decrease in productivity.
Health and Productivity in the Office
Doggart in Clements-Croome, 2006
Each Diamond Represents the Data from One Building
1. Healthy 2. Generally
Healthy
3. Unhealthy 4. Unhealthy 5. SBS & BRI
Per
cen
tage
of
tota
l bu
ildin
g
Problem unknown
Problem known
50
40
30
20
10
0
Office Buildings by Health Category
Dorgan (1994)
Source of
Productivity Gain
Reduced respiratory
disease
Reduced allergies
and asthma
Reduced sick building
syndrome symptoms
Improved worker performance from changes in thermal
environment and lighting
Potential Annual
Health Benefits
16 to 37 million avoided
cases of common cold or influenza
10% to 30% decrease in symptoms within 53
million allergy sufferers
and 16 million asthmatics
20% to 50% reduction
in SBS health symptoms experienced frequently
at work by approximately
15 million workers
Not applicable
Potential U.S. Annual Savings or Productivity
Gain (1996 $U.S.)
$6 - $14 billion
$2 - $4 billion
$15 - $38 billion
$20 - $200 billion
Estimated Potential Gains from Improvements in Indoor Environments
Fisk (1999)
Use of Alternative Materials
2002 Study by Environment Department and the Lawrence Berkeley National Laboratory California found that the improved air quality by the use of green design, building materials and technologies;
lowers SBS symptoms by 20% to 50%
Influenza reduced by 9% to 20% Allergies and asthma drop by
8% to 25%
Temperature
Ventilation
Lighting
Overall Control
Degree of Control (low = 1, high = 7)
7410
1.0
0.8
0.6
0.4
0.2
0.0
-0.2
Mor
e or
less
pro
du
ctiv
e th
an a
vera
ge
Relationship between Self-reports of Productivity and Levels of Control Over Temperature, Ventilation, Lighting and
Overall Control
Assessment of Productivity
Ilgen (1991)
States that the methods of performance measurement can be classified into three categories:
Physiological Objective Subjective
Indicators of Increased Productivity
Performing tasks more accurately Performing faster without loss of accuracy Capability to perform longer without tiring Learning more effectively Being more creative Sustaining stress more effectively Working together more harmoniously Being more able to cope with unforeseen
circumstances Feeling healthier and so spending more time
at work Accepting more responsibility Responding more positively to requests
Source: NEMA, 1989
Productivity Measures Absence from work, or work station. Health costs including sick leave, accidents and injuries. Interruptions to work. Controlled independent judgements of work quality. Self assessments of productivity. Speed and accuracy of work. Output from pre-existing work groups. Cost for the product or service. Exchanging output in response to graded reward. Volunteer overtime. Cycle time from initiation to completion of process. Multiple measures at all organisational levels. Visual measures of performance, health and well-being at
work. Development of measures and patterns of change over time . ASHRAE Workshop on Indoor Quality held in Baltimore in September 1992
Average Downtime Attributed
to a Range of FactorsRepeating work due to glare
Walking to pick up consumables
Repeating work due to poor IT
Waiting for archive material
Extra work due to software incompatibility
Walking to pick up documents
Searching for paperwork
Walking/waiting at fax
Repeating work due to interruptions
0 .5 1 1.5 2 2.5 3
Mean downtime (percentage of work time)
Repeating due to feeling too warm
Source: Oseland, Bartlett, 1998
Productivity Losses in Offices
Computer crashes, slow PCs and printer jams cost the average office worker up to 48 minutes a day.
In addition 26 mins. a day are lost on unnecessary phone and conference calls.
BACS Payment Schemes UK, Times, May 19 2005
Office workers are distracted by phone calls, emails and text messages. Constant interruptions reduce productivity and leave people tired and lethargic
Productivity Losses in Offices
TNS Research (Hewlett Packard)
Dr Glenn Wilson, Kings College, London
The Guardian, April 22 2005
Absolute Methods
Direct
Indirect
Comparative Methods
Objective measurese.g. work output quality and speed
Physiological measurese.g. brain rhythms
Rating scales, questionnaires,semi structured interviews
Measures of Productivity
Measurement of Productivity
Simulated work where the subject performs a realistic but artificial task
Diagnostic test where the subject performs a test procedure unlike any real task
Embedded tasks where the outcome metric is derived from part of an existing task
Existing measures where the existing outcome metrics are made available
Absenteeism the records of sick leave are used, this may also be extended to include medical records.
Physiological Measures
Brain waves
Muscle tension
Eye pupil dilation
Speech patterns
Cerebral blood oxygenation
Questionnaire
Background information about the organisation and the workplace
How much the environment and the job causes dissatisfaction
The feelings of the subject about their current work situation
The principal causal factors influencing health symptoms of occupants
Which factors influence job satisfaction and productivity
Clements-Croome (2000)
The Analytic Hierarchy Process
Level 2 -Human Factorsof the Individual
Level 3 -Systems FactorsandPersonalCircum-stanceswhichinfluenceHuman Factors
Level 1
Level 4
Level 5
OccupationOccupationOrganisationOrganisationPersonal
CircumstancesPersonal
CircumstancesFacilities &
ServicesFacilities &
ServicesOutdoor
EnvironmentOutdoor
Environment
Main Factors WhichInfluence ProductivityMain Factors Which
Influence Productivity
Well-BeingWell-Being Ability toPerform
Ability toPerform
MotivationMotivationJob
SatisfactionJob
SatisfactionTechnical
CompetenceTechnical
Competence
Environmental factors which influenceSystem Factors Temperature and Humidity,
Ventilation, Lighting, Crowding
Health factors which influence System FactorsRespiratory, Skin, Nervous,Nasal and Related Problems
Indoor Environment
Indoor Environment
Clements-Croome (2000)
Self-assessed Productivity
SAP = 6.8510 - 0.3625 * En - 0.1542 * JD - 0.1329 * CS
(r = 0.5083, F = 14.86 > F = 0.01 [3,132] = 3.94
The principal factors which affect self-assessed
productivity (SAP) in the offices surveyed were an overall unsatisfactory
environment (En),
crowded workspace (CS) and job dissatisfaction (JD).
Clements-Croome (2000)
PRODUCTIVITY
Organisation
Personal Environment
Indoor climateWorkplaceIAQ
Managerial roleOrganisational structure
Career AchievementHome/Work interfaceIntrinsic to job
Relationship with others
Conceptual Basis for Impact of Environment on
Productivity
Clements-Croome (2000)
Social
Patterns of Space and Time
Building envelope modifies light, air, sound and energy
Scale and texture of space
Dynamic arrangement of space
24 Hour society
Temporal patterns of concentration
Nature and patterns of working
Future workspace: staff have flexible workstations enabled by cordless technology
Warman C, Now, where shall I work, The Times, 20/07/1998
Warman C, Now, where shall I work, The Times, 20/07/1998
Clients Views of Their Buildings
Containers built for a cheap price with no respect for the impact of the built environment on performance
Prestige Symbols in which the exterior is the key status factor than internal working conditions.
Vehicles for Industrial Relations in which a healthy work environment is viewed as important for the workforce
Instruments of Efficiency in which work investment expenditure is related to the rate of return of money not staff welfare
Operational Force for which the function and the symbolic roles are reflected in the management and design.
Comparison of Energy and Staff Costs for North American
Offices
5–4.332-3.752.25Equivalent productivity costs (min/day per person)
1.20.91.00.5-0.90.5Energy as proportion of productivity costs (%)
87118100114-218200Ration of staff to energy costs
1.5221-21.5Energy costs ($/ft2/year)
2.91262-10–HVAC running costs ($/ft2/year)
130237200218300Staff costs ($/ft2/year)
BOMA (1988)
Woods (1989)
EPA (1989)
Abdou & Lorsch (1994)
Rosenfeld (1989)Costs
The Relationship of Incremental Initial Cost to Potential User Time Saving
(Rosenfeld, 1989)
Average salary dollars
Per sq.m.per year
$2000
$3000
$4000
$5000
$10000
0 10 20 30 40
00
0.5
1.0
1.5
2.0
1
2
3
4
5
6
7
8
9
10
HVAC systems incremental initial cost, dollars per sq.m
Pe
rce
nt
of
wo
rkin
g h
ou
rs
Sa
vin
gs
in m
inu
tes
pe
r d
ay
pe
r e
mp
loye
e
Design of the Workplace
An Organisational Pathway from IEQ Conditions to
Productivity
IEQ conditionsCommunication among
empolyees
Change in employee
attitudeChange in performance Change in productivity
Seppanen and Fisk in Clements-Croome, 2005
Inputdata
•Building
•Work
•Economic
•Climate
•OA quality
Firstcost
Dec 10, 2002 OS
Selectedmeasure for
IEQimprovement
•improvedthermal conrol
•source control
•improvedventilation etc.
Value ofWorking DaysGained
Value of Less Recruitment and TrainingRetainedexperiece
Economic IEQ model for the owner occupied existing buildings
Investment Operation
Maintenance
O & Mcosts
Value ofImrovedOutput
Health careReducedHealth Costs
Cost effectiveness of themeasures to improve IAQ
Workersaffectedwith themeasure
Changein
indoorenviron
ment
Infectiousrespiratorydiseases
Thermalresponses
PerceivedIAQ (odors,stuffy air etc)
Complaints
Sick leavedays
Performanceat work
•quantity
•quality
•group effect
Responsesof FM tocomplaints
Humanresponses
BenefitCategories
Benefits(reduced costs)
Level ofexisting
IAQ
Input dataMeasures andtheir cost
IEQWork force
Job turnover
Allergy andasthma andother buildingrelatedillnesses
1
2
3
4
5
8
9
10
11
12
13
14
15
16
17
18
e
t
b
d
g
h
i
k
l
m
c
o
p
q
r
s
a
f
n
SBS 6
7
j
Reducedmaintenancecost 19
20
Interst rate,taxes etc
Seppanen and Fisk in Clements-Croome, 2005
Inputdata
•Building
•Work
•Economic
Firstcost
Nov 12, 2002 OS
Selectedmeasure for
IAQimprovement
Economic IAQ model for the rented buildings from lessor`sperspective
Investment Operation
Maintenance
O & Mcosts
Economic indicator of thecost effectiveness of themeasure
Rentalspaceaffectedby themeasure
Change
in
IAQ
Short termeffect:
Rent
Humanresponses
Economiceffects
Level ofexisting
IAQ
Input dataMeasures andtheir cost
IAQWork force
Well-being ofbuildingoccupants
Thermalcomfort
SBS
Long termeffects
•market value ofthe space
•ability tomaintain lessees
Complaints Complaintresponses of FM
•thermostat settings
•controls
•space configuration
•air distributionadjustment
Seppanen and Fisk in Clements-Croome, 2005
Inputdata
•Building
•Work
•Economic
Nov 12, 2002 OS
Selected measure for
IAQ improvement
Investment Operation
Maintenance
Value of Lost Working Days
Recruitment
Training
Lost experiece
Economic IAQ model for the rented space from lessees perspective
Change in rent
Group performance
Value of Deteorirated Output
Economic indicator of the cost effectiveness of the measure
Workers affected with the measure
Change
in
IAQ
Infectious diseases
SBS
Perceived IAQ (odors, stuffy air etc.)
Sick leave days
Performance at work
•quantity
•quality
Human responses
Cost effects Cost items
Level of existing
IAQ
Input dataMeasures and their cost
IAQWork force
Job turn over
BRI
Hum.fever
Allergy and asthma
Thermal comfort
Complaint handling by employer
Seppanen and Fisk in Clements-Croome, 2005
Break even investment cost (€/m2 -office floor area ) depending on gained productivity (1,2,4,6 or 8%) annuity factor of the investment in owner occupied buildings where the building owner gets as an employer all the benefits from
improved productivity.
Benefits of improved IEQ are transferred directly to building owner in owner occupied buildings
Wargocki et al.. Indoor Climate and Productivity in Offices, REHVA Journal 2006 December
Eight Principles for Workplace Design
the initiative to explore remote and mobile work strategies
trust employers to work out of sight of management
encourage joy in the workplace (Cabanac 2000) value individuality emphasise equality more than hierarchy engage in open honest dialogue epitomise cognitivity between all the
stakeholders in the business provide access to a wide range of workplace
options.
Froggatt, C.C., 2001, Work Naked (Jossey-Bass).
advanced building intelligence can increase the productivity of occupants by 10% annually and improve efficiency to satisfy owner-occupiers.
standard building intelligence can improve efficiency by 8% annually and improve efficiency to result in a payback within two to four years.
in an intelligent building there is less illness and absenteeism.
The Journal of the British Council for Offices, 1007, Office
Summary of IB Break-even Periods
IB Payback period (years)
Efficiency + 10%
Productivity gain
Efficiency + 8%
Productivity gain
Efficiency + 5%
Productivity gain
Efficiency + 3%
Productivity gain
Efficiency only
Standard IB
Advanced IB
0 5 10 15 20 25 30 35 40 45 50
Business Benefit
Source: IB Asia
Performance Metrics
Economic – e.g. Productivity, profitability and predictability
Customer satisfaction – e.g. quality of service, overall performance, value for money
Environment- e.g. energy, CO2 emissions, transport, waste reduction, water usage.
People – e.g. safety at work, sickness, absenteeism.
BCO Guide to Post Occupancy Evaluation
Barriers to Environmental Control
Environmental versus Central Control Designers appears to be scheduled by
promise of technology and to think less about its usability. Hence more functions are assigned to automatic controls than are usually warranted and the user interfaces are often absent.
Poor attention to detail in building controls
Manufacturers find it difficult to invest in the required products and services
Bordass, 1998, Factors for Success or how to compensate for things you take away
Guidelines to Successful Environmental Control for
Occupants Understand the context and ruling constraints Make sure everyone shares the same assumptions Keep things as simple as possible (but not more so)
and do them well. Seek robust solutions – minimise the downsides Allow occupants choose where possible Keep technology within affordable manageability, so
that inevitable revenge effects can be identifies and dealt with before they turn into chronic effects.
Provide a sufficient level of management to be able to support the occupants and respond rapidly to their comments
Take occupants’ complaints seriously and deal with them competently and effectively
Let people know what you are doing what you have done, and any constraints which remain
Bordass, 1998, Factors for Success or how to compensate for things you take away
Building Related Satisfaction Factors
Jobs in which people are not tied to one place.
Shallow building depth, in particular with a high proportion of window seats.
Small workgroups Low occupation densities Good perceived control High management responsiveness
Bordass, 1998, Factors for Success or how to compensate for things you take away
Gensler 2013 Workplace Survey 2000 US knowledge
workersUS workers struggle to work
effectivelyNeed to balance focus and
collaborative working to afford higher job satisfaction and performance
Personal choice drives performance and innovation and improves the workplace experience
Gensler cont.
Think holistically about the needs for focus, collaboration, learning and social ambience leading to variety of spaces offering anywhere working policy
Drivers of focus are functionality, satisfactory noise levels and design look and feel.
Gensler cont. Drivers of balance are meeting space,
circulation and support space, in-office amenities
Drivers of choice are variety of spaces, tools, policy to let employees match their space to their needs.
Less space per person is a false economy as work effectiveness decreases.
Offices provide a ‘home’ for ‘work families’
Building can give a sense of pride to employees
Evans and Stoddart’s socio-ecological model of health (Evans and Stoddart,
1990; Morris et al., 2006)
DPSEEA context model (Morris et al., 2006)
Drivers--- Society level: social, economic or political influences on the environment
Pressures--- Factors that act to modify environmental state
State--- The resultant environment modified due to the pressures
Exposure--- Human interaction with modified environment
Effects--- Human health effects Actions--- Policy and practice designed to address
particular factors identified Context--- Individual level: social, economic and
demographic factors that influence a person’s exposure to the modified environment or which lead to a health effect
DPSEEA Model
Intelligent Buildings 2013 ICE Publishing
Third Edition of Creating the Productive Workplace
is planned