FM performance is to assess how people, work process and physical assets are integrated to serve the strategic objectives of organizations. The judging criteria are based on the following areas of core competency:
Please visit http://www.hkifm.org.hk for details. The on-site management teams must be able to demonstrate that they can meet requirements for at least seven (7) areas for the above core competency. Though performance of the nominated facilities will be assessed at both Corporate Level and Site Level, more weighting is set to appraise achievements of on-site management teams accordingly.
The Judging Panel will base on following criteria to conduct assessment of Applications / Nominations.
| 1. Excellence in Facility Management Award | ||
|---|---|---|
| Criteria | Score Weighting | |
| CORPORATE LEVEL | ||
| 1. Organization Structure & Governance / Certification & Accreditation |
A review of overall corporate governance, including:
background and business objective(s)
management structure and headquarters organization chart
vision, mission and core values
business focus and scope of service
key client / customer group
workforce profile including average number of staff employed during the past 12 months, their attained academic level(s) / qualification(s), with the corresponding number of employees indicated
number of staff with HKIFM membership and other professional qualification(s) (with details provided)
contribution to FM profession
To provide proven records indicating:
certification of management systems adopted for service provision
international / local accreditation of management system(s), with work processes identified, documented and examined
|
10 |
| 2. Human Resources Management / Work-life Balance |
compliance with Employment Ordinance
staff recruitment and dismissal
staff welfare and benefits
job deployment and rotation
staff training
reward and recognition
penalty and disciplinary action
occupational safety and health
work-life balance
staff satisfaction survey
|
10 |
| 3. Legal Compliance / Financial Management |
compliance with FM related statutory requirements
insurance coverage
tendering and procurement policy
internal audit on quality assurance and control
external audit on legal compliance
professional responsibility / indemnity for FM service provision
financial management and accounting policy
cash flow management
building fund / management account auditing
legal retainer service
|
10 |
| 4. Corporate Social Responsibility |
formulation of respective strategy and policy
promotion among stakeholders, including staff, client groups and contractors
participation in territory-wide events / functions of community building / civic education
implementation of tailor-made caring program to meet special needs of socially disadvantaged group, such as disabled and elderly
guidance for implementation and subsequent review at site level
|
10 |
| SITE LEVEL | ||
| 1. Performance Award & Recognition |
external award attainment
public recognition from mass media
internal recognition from headquarters
customer satisfaction survey
commendation from clients
|
10 |
| 2. Leadership / Teambuilding |
manpower set-up of the nominated facility project’s management office
teamwork in daily operation routines
supervision of on-site team’s performance / service standard
staff motivation
mentorship and coaching
staff performance appraisal / evaluation
staff caring / team gathering
joyful workplace / happy workforce
|
10 |
| 3. Maintenance & Renovation / Fitting-out Works |
preventative maintenance & renovation approach
routine maintenance schedule for facilities and installations
handling of minor repairs / fitting-out works
space planning / design management in fitting-out works
compliance with design and safety needs as well as statutory requirements
tendering for contracts of maintenance works & renovation projects
prequalified / approved contractor list
contract award procedure
project supervision and contract management
contractor performance assessment with appropriate penalty system
|
20 |
| 4. Occupational Safety and Health / Risk Management |
implementation of occupational safety and health (OSAH) program
effectiveness evaluation on OSAH management practice
risk identification and assessment
planning and preparation for risk handling
effectiveness evaluation on risk management practice
|
20 |
| 5. Facility Management Practice / Logistic Management |
budget preparation for daily operation expenses
cost control with budget variance analysis
credit control and handling of accounts in arrears
accounting document handling
cost effectiveness in service provision
security service and related installations
management of associated facilities
office administration and record keeping
client relationship management
regular review for continuous enhancement in service quality
|
20 |
| Total | 120 | |
| 2. Theme Award | ||
|---|---|---|
| Criteria | Score Weighting | |
| CORPORATE LEVEL | ||
| 1. Policy and Guideline |
overall planning for application of smart technologies in the managed portfolio
keeping stakeholders, i.e. staff, clients and contractors updated about the positive impact on service quality upgrading
arranging staff training session on adoption of “innovative” approach in service provision
progress monitoring with regard to feasible / appropriate application of smart technologies in daily operation
periodical assessment of cost effectiveness after application / adoption of smart technologies in management routines
|
10 |
| SITE LEVEL | ||
| 2. Implementation and Subsequent Review |
introduction of on-site application in daily operations
utilization of smart technologies, installations, devices and FM software, including but not limited to:
✔ Building Information Modelling (BIM) for FM
solutions for difficulties / obstacles encountered, if any
assessment of overall operation efficiency subsequent to respective application
regular review to keep track with advancement of smart technology applications
✔ automated facility maintenance software (AFMS) ✔ Building Automation System (BAS) ✔ Unmanned Aerial Vehicles (UAV) ✔ Apps ✔ 5G ✔ Internet of Things (IoT) ✔ Virtual Reality (VR) ✔ Augmented Reality (AR) ✔ Artificial Intelligence (AI) ✔ Edge AI ✔ chatbot service ✔ Robotic Process Automation (RPA) ✔ electronic / on-line payment ✔ blockchain ✔ ESG movement ✔ direct digital engagement ✔ others |
20 |
| Total | 30 | |
| 3. FM People Award | ||
|---|---|---|
| Criteria | Score Weighting | |
| 1. Professionalism |
Demonstrating facility management knowledge and/or well-rounded professional expertise related to HKIFM’s Core Competency
Practicing as a role model and exhibiting advancement potential within the FM profession
Serving clients with professional ethics in daily management routines
|
30 |
| 2. Collaboration and Teamwork |
Effective coordination of skill sets related to all kinds of people – both internal, external across all levels
Able to coordinate and lead teams during ongoing development
Demonstrating the main roles and importance of different positions in the team
Demonstrating how to be a good team leader or a good team member
Demonstrating how to motivate subordinates to accomplish the goal of the company and properties
|
20 |
| 3. Personal Achievement and Contribution |
Recognizing outstanding performance and achievement with contribution to the nominated properties, company, profession and community
Demonstrating commitment to stakeholders
Demonstrating commitment to improving oneself continuously
Practicing professional ethics and taking up social responsibility
|
40 |
| 4. Presentation |
*Finalists are required to attend a presentation session where they will highlight their personal achievements and answer questions raised by Judging Panel
Ability to communicate in a clear, concise and organized manner
Presentation skills, such as intonation, body language and pauses
|
10 |
| Total | 100 | |
| 4. Outstanding Professional Integrity Award | ||
|---|---|---|
| Criteria | Score Weighting | |
| CORPORATE LEVEL | ||
| 1. Policy & Guideline |
Revealing Integrity, competence as well as professionalism at corporate level
Overall planning and implementation of professional ethical practice in daily operations
Keeping stakeholders, i.e. staff, clients and contractors updated about market practice the positive impact
Arranging staff training session on ethical practice in service provision
Reviewing corporate policy regularly
creating synergy among stakeholders for continuous professional development, especially on ethical side
|
30 |
| SITE LEVEL | ||
| 1. Implementation for Daily Practice |
demonstrating the management team’s outstanding professional ethical practice / experience in compliance with Code of Conduct presented by Property Management Service Authority (PMSA), including but not limited to:
✔ complaint handling mechanism ✔ handling of clients’ money ✔ handling instrument of appointing a proxy attending the meeting of owners’ corporation ✔ handling emergencies ✔ provision of prescribed information and financial documents to clients ✔ procurement procedures ✔ anti-corruption practice ✔ personal data protection ✔ managing distribution of promotional materials ✔ managing scaffolding works |
40 |
| 2. Collaboration and Teamwork |
Outline team effort in overcoming the actual occurrence(s) / incident(s) / unique challenge(s)
Show commitment to improving the team continuously
Illustrate team achievement with actual occurrences in daily operations
Evaluate effectiveness according to market reputation, cost impact and media feedback
|
20 |
| 3. Subsequent Review |
Assess long-term benefits to avoid recurrence
Conduct periodical assessment of effectiveness
Act as a role model through experience sharing within the market
|
10 |
| Total | 100 | |