Professional Documents
Culture Documents
Productive Workplace
Professor Derek Clements-
Croome
School of Construction Management and Engineering
The University of Reading
www.derekcroome.c
om
Intelligent Buildings for
Better Health, Well-Being
and Productivity
Derek Clements-Croome
University of Reading
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)
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 product
Reduced company profit
A demoralised workforce
Increased Facilities Management costs
Increased staff turnover
Lack of sustainability
US Green Building Council 2003 report Making the
.
Business Case for High Performance Green
Buildings concluded:
Occupant
Internal environment
Building
External environment
Observer / passer by
Integration
People
Product
Process
(Systems)
Whole Life Value Cost Ratios
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
Ergonomicwork places so as to
minimise muscular-skeletal
disorders
but
not all low carbon buildings are healthy
workplaces
Overheated buildings are
wasteful, uncomfortable and
lower productivity
Eachdeg 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?
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,
Van
Nostrand 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
cubicles
There 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
People Highly
Investor productive
(high quality) (added value)
Performance
Poor Cost
productivity Cutter
(low value) (low quality)
Low
High Cost Low
Source: PublicWorksCanadaStudy(1985)
A Conceptual Model for Sensory
Responses
radiation
Matter Matter
Gravity
Human Social psychological auras
Being
Matter Matter
Electromagnetic
Chemical radiation
Brain
Body
Pathways
Schematic Diagram of Four
Human Circadian Rhythms
Light Y Y Y Y
Sound Y Y Y Y
Smell Y Y Y
Heat Y Y
Airquality Y
Electricclimate Y
Holistic Environmental Model
Sustainability
work flow workplace waste
energy materials
recycling
chemical particulate
furniture noise
Ergonomics Ecological water
computer electro- Pollution design
magnetic structures
ionisation Built
humidity Form & Form
Human infrastructure utilities
Senses Services
temperature Well-being
Human
Holistic intralinks
integration
indoor Environment production
air quality
Interior sound
Working innovation
design
aesthetics colour culture
creativity
textures Management social
lighting
space Mission
Businesses process
image
systems
policies planning
strategies resources finance monitoring
Management
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
REFERENCES
See References in EU Report 2014
by Clements-Croome eg Ong;
WGBC
erceived Comfort and Perceived
roductivity
eaman and Bordass 2006
Varying Temperature and
Convection Currents around the
Body by Tong Yang 2007
The Relationship between
Temperature and
Performance
+50
Comfort
+40 Zone
Accidents
Change in productivity percentage
+30
+20
+10
10 15 20 25 30C Temperature
-10
ity
l dexter
Manua
-20
Mental performance
-30
vity
-40 n siti
se
nd
da
ee
Sp
-50 re
figu
of Work rate
-60
No Mechanical Cooling
120
103
100
79
Loss of productivity
80 71
[Hours/Year]
59 61
60
44 49
40
24
20 15
9 6 10
0
7.2 4.4 3.7 4.6 3.4 2.8
Ventilation Rate [m3/(m3.h)]
Relationship between the Loss
of Productivity, PPD and the
PMV
Loss of Productivity and PPD
as a function of the PMV
25 80
60
15
40
10
PPD
20
5
0 0
-2 -1.5 -1 -0.5 0 0.5 1 1.5 2
0.8
0.6
0.4
0.2
0
0 1 2 -1 3 4
Ventilation rate (h )
Seppanen and Fisk in Clements-Croome, 2005
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.
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.
Conclusion
The 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 concentration
found in many buildings. Even levels of 600ppm
--less than normal 1000 ppm can affect decision
Usha Satish,, William B. Fisk, Mark J. Mendell, Katia Eliseeva, Toshifumi
making.
Hotchi,
uglas Sullivan, Lisa B. Cleckner, Krishnamurthy Shekhar1 and Kaeling
Teng
Change in Performance per 10 L/s Per Person
Increase of Outdoor Air Supply rate
98
Performance of office work
as a function of the indoor
Performance
96
air quality
94
(R2=0.78; P<0.01)
92
90
0 10 20 30 40 50 60 70 %
Dissatisfied with indoor air quality
%
100
Performance of
P erformance
98
office work as a 96
function of the 94
(R2=0.78; P<0.01)
outdoor air 92
(olf)
Regulating Valve
Atrium
Spray Nozzle
Air
Handling
Unit
T H
Ambient Air T
Essence
Spray Fan Container
Heat Exchanger
H Humidistat
T Thermostat
Control Unit
Atrium Fragrance and Control
Scenario for Kajima Building in
Tokyo
LUNCH BREAK
COME
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.
40
30
Problem unknown
20
Problem known
10
Healthy
Dorgan
(1994)
Estimated Potential Gains from
Improvements in Indoor Environments
Sourceof PotentialAnnual PotentialU.S.AnnualSavingsorProductivity
$6$14billion
Reducedrespiratory 16to37millionavoided
disease casesofcommoncoldorinfluenza
10%to30%decreaseinsymptomswithin53 $2$4billion
Reducedallergies millionallergysufferers
andasthma and16millionasthmatics
20%to50%reduction
$15$38billion
inSBShealthsymptomsexperiencedfrequently
Reducedsickbuilding atworkbyapproximately
syndromesymptoms 15millionworkers
Notapplicable
$20$200billion
Improvedworkerperformancefromchangesinthermal
environmentandlighting
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%
Relationship between Self-reports of
Productivity and Levels of Control Over
Temperature, Ventilation, Lighting and
Overall Control
1.0 Temperature
0.8
More or less productive than average
Ventilation
0.6
0.4
Lighting
Overall Control
0.2
0.0
-0.2
0 1 4 7
Ilgen (1991)
ndicators 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 Factors
Repeating work due to glare
Walking/waiting at fax
0 .5 1 1.5 2 2.5 3
Absolute Methods
Muscle tension
Speech patterns
Level 3 -
Systems Factors
and
Personal
Circum- Indoor Personal Facilities & Outdoor
Organisation Occupation
stances Environment Circumstances Services Environment
which
influence
Human Factors
Clements-Croome (2000)
Self-assessed
Productivity
SAP = 6.8510 - 0.3625 * En - 0.1542 * JD - 0.1329 * CS
environment (En),
Clements-Croome (2000)
Conceptual Basis for Impact
of Environment on
Productivity
Relationship with others
Managerial role
Organisational structure
Organisation
Social
PRODUCTIVITY
Environment
Personal
24 Hour society
Energy as proportion of
0.5 0.5-0.9 1.0 0.9 1.2
productivity costs (%)
Equivalent productivity
costs (min/day per 2.25 2-3.75 4.33 5
person)
The Relationship of Incremental Initial
Cost to Potential User Time Saving
(Rosenfeld, 1989)
$2000
10 2.0
8
Average salary dollars
1.5 $3000
7 Per sq.m.per year
Savings in minutes per day per employee
6
Percent of working hours
$4000
1.0
5
4
$5000
3
0.5
2 $10000
0 0
0 10 20 30 40
Communicationamong Changeinemployee
IEQconditions Changeinperformance Changeinproductivity
empolyees attitude
n Responses s Reduced
O&M of FM to maintenance
costs complaints 14 cost
19
Cost effectiveness of the 20
measures to improve IAQ
Dec 10, 2002 OS
Short term
effect:
Selected Rent
Change Well-being of
measure for building
occupants
IAQ in
improvement Long term
Rental IAQ Thermal
effects
space comfort market value of
affected the space
SBS
by the
ability to
measure
maintain lessees
Complaints Complaint
responses of FM
Investment
thermostat settings
Operation
controls
Maintenance
space configuration
air distribution
adjustment
O&M
costs
Economic indicator of the
cost effectiveness of the
measure
Nov 12, 2002 OS
Measures and
Input data Work force IAQ Human Cost effects Cost items
their cost responses
Infectious
diseases
BRI
Selected Hum.fever
measure for Change Allergy and Value of Lost
IAQ asthma Sick leave Working Days
days
improvement in
Investment
Operation IAQ
Maintenance SBS Performance
Workers Value of
at work
affected Deteorirated
with the quantity Output
measure Thermal
quality
comfort
Perceived IAQ
Recruitment
(odors, stuffy air
Change in etc.) Job turn Training
rent over
Lost experiece
Complaint
handling by Group
employer performance
Efficiency + 10%
Standard IB
Productivity gain
Advanced IB
Efficiency + 8%
Productivity gain
Efficiency + 5%
Productivity gain
Efficiency + 3%
Productivity gain
Efficiency only
0 5 10 15 20 25 30 35 40 45 50
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
workers
US workers struggle to work
effectively
Need to balance focus and
collaborative working to afford
higher job satisfaction and
performance
Personal choice drives performance
and innovation and improves the
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 Stoddarts 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 persons
exposure to the modified environment or which lead
DPSEEA Model
Intelligent Buildings 2013
ICE Publishing