Real estate facility management

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Real Estate Facility Management (common abbreviation: REALFM) describes the holistic and sustainable construction, its administration and management of buildings , real estate , facilities and facilities.

introduction

Real Estate Facility Management (RealFM) comprises the professional property management of a company with all the necessary tasks and processes. This includes all necessary technical, infrastructural, commercial, legal and cross-sectional tasks that the top management of a company should ensure.

A distinction, such as in facility management, between primary, secondary and tertiary processes is not made in real estate facility management, since all processes contribute to the company's success and ultimately generate added value.

One factor for successful and effective company management is the outsourcing factor, which forms the relationship between outsourced processes and in-house processes. The greater this ratio is, i.e. the more processes can be outsourced or cannot be carried out independently, the "worse" the management is as a rule.

In real estate facility management, the term "facility" refers to all properties, buildings, real estate stocks, systems, machines, utility facilities and installations that are required for the production, creation of services and ensuring all processes within real estate or entire properties required are. The management includes the holistic approach for planning, construction, operation, control, process assurance, their constant optimization, success-oriented administration and marketing. From a business point of view, these are fixed assets and the material resources required for the provision of services, but also services and processes within the company.

Subtasks are, from the traditional real estate management in the English real estate management have been derived, which is reflected by the name Real in "RealFM".

The increasing cost pressure on the company prompts them to constantly determine their potential for improvement and cost reduction and to implement them sustainably. It is therefore necessary to strategically re-examine the property management of a company, since the property costs represent the largest cost block within a company after the personnel costs.

Therefore, the modern and innovative method of real estate facility management developed as a holistic and sustainable management method, a mix of real estate and facility management.

Real estate facility management is a holistic, strategic and life cycle-related management approach to continuously provide buildings, their systems, processes and content, to keep them functional and to adapt them to changing organizational and market needs.

In this way, it optimizes the operation, profitability, use, marketing and maintenance of the value of the entire property and facilities, including all the processes required for this, and thereby achieves a holistic and comprehensive property, facility and infrastructure creation, provision and management with the aim of a long-term increase in yield, quality assurance and value retention for owners, users and customers.

In order to be able to ensure this, the top management must take into account both the entire facility management (FM) and sub-areas of corporate real estate management (CREM).

This methodology is then referred to as Real Estate Facility Management (REFM) or RealFM.

Strategic real estate facility management

The strategic orientation of RealFM is derived directly from the respective corporate strategy.

The strategy determines in which business areas a company should be active, how the competition in these business areas is to be contested and what constitutes the long-term basis for success or core competence of the company.

This shows that RealFM is only recognized to a limited extent as a strategic resource by most companies, even though it is a latent competitive factor that is increasingly critical to success.

This neglect of a value-oriented view of real estate assets, especially in non-property companies, is based on the underestimation of its relevance to the overall success of the company by top management.

However, the following figures illustrate the importance of real estate for corporate success, which results from the enormous capital commitment:

  • The fixed assets of industrial companies consist of 30 to 40% ownership of land and real estate.
  • The real estate-related costs, based on the balance sheet total as a key figure, make up approx. 10%.
  • After personnel costs, real estate costs take second place in expenditure in the income statement.
  • For industrial companies, real estate costs amount to around 5% of sales, and for service companies even 7 to 9%.

The top management, which understands and treats real estate as part of the corporate strategy, can make a positive contribution to the company's results through an active and result-oriented approach and thus increase competitiveness. This gives companies a decisive competitive advantage and should therefore secure this potential in the long term within the framework of self-managed real estate facility management.

This is why the importance of real estate facility management is so important, especially for non-property companies. Even so, most companies do not even have an information system that provides up-to-date property and building-related data.

The achievement of any goals for a company is tied to strategies that contain opportunities and risks. In order to achieve corporate goals, meet external expectations, work efficiently and be able to survive in the market over the long term, organizations must know their risks and actively shape them through risk management.

Risk management enables the risk-conscious control of business processes and ensures that top management is actively concerned with the future of the company beyond the identified dangers. This always applies to strategic, financial, technical, infrastructural, legal and economic aspects.

It is clear that there is no such thing as absolute security. However, if one has recognized possible dangers, one is able to avoid them, reduce them through personnel, technical and organizational measures or reduce them to an economically acceptable residual risk.

Risk management thus contributes to the efficiency of organizations, processes and systems throughout the company. It is therefore necessary to supplement the facility management of a company with risk management.

Operational real estate facility management

It identifies measures from all core management tasks of a property and contains the main parts of classic facility management, but sees the building from a holistic point of view over its entire lifespan and intended use in coordination with the strategic company orientation and thus ensures sustainable corporate success.

A distinction is made between different areas, tasks and programs.

In all considerations in operational real estate facility management, it is important that the holistic and sustainability of all tasks and activities should always be in the foreground.

Organizations, associations, clubs

  • RealFM ( Associacion for Real Estate and Facility Managers ): European professional association for real estate and facility managers. The focus of the activities is on linking the tasks of real estate and facility management as well as designing the interfaces between all those involved in these processes.
  • VBI ( Association of Consulting Engineers , Berlin): Development of AHO No. 16 "Facility Management Consulting", in the current 4th edition (Bundesanzeiger-Verlag).
  • CoreNet Global: Global trade association for corporate real estate managers

See also

literature

  • Martin Mohrmann: Rethinking facility management with the help of risk management , Books on Demand GmbH - March 2009, ISBN 978-3837086607
  • Hans-Peter Braun: Facility Management. Success in real estate management . 5th edition. Heidelberg 2007, ISBN 978-3-540-34701-9
  • Martin Mohrmann: Rethinking Facility Management with the help of the Balanced Scorecard , Books on Demand GmbH 2007, ISBN 978-3833471124

Web links

Associations / Organizations

Individual evidence

  1. ↑ See Mohrmann, Rethinking Facility Management Using the Balanced Scorecard, page 2, ISBN 978-3-8334-7112-4
  2. ↑ See Rethink Facility Management Using the Balanced Scorecard, Martin Mohrmann, Books on Demand GmbH - August 2007
  3. ↑ See Rethinking Facility Management Using Risk Management, Martin Mohrmann, Books on Demand GmbH - March 2009