Intelligent Buildings for Better Health Wellbeing and Productivity

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


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



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


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)


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.


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.


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


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


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


(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


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).


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


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


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


Inputdata

•Building

•Work

•Economic

Firstcost

Nov 12, 2002 OS

Selectedmeasure for

IAQimprovement

Economic IAQ model for the rented buildings from lessor`sperspective


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


Inputdata

•Building

•Work

•Economic

Nov 12, 2002 OS

Selected measure for

IAQ improvement


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


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


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


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

Intelligent Buildings for Better Health Wellbeing and Productivity

Engineering

costs better buildings

better health

healthy buildings

healthier buildings

intelligent buildings

individual buildings

good health

wellbeing of people