Intelligent Buildings for Better Health Wellbeing and Productivity

Creating the Productive
Workplace
Professor Derek Clements-Croome
School of Construction Management and Engineering
The University of Reading
www.derekcroome.com

Intelligent Buildings for Better
Health, Well-Being and
Productivity
Derek Clements-Croome
University 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 Productivity
 Occupants 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

Intelligent Buildings for Better Health Wellbeing and Productivity

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 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:
• 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
(Systems)
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

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 reduced
 Natural 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 to
challenges posed by Becker, Clements-
Croome (and others)
 Need for a theoretical framework
Dr 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, 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

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

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 offices
Author: 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.

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.

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 0.72
Natural Light 0.71
Heating 0.69
Artificial Light 0.67
Cleanliness 0.67
Overall Comfort 0.62
Décor 0.62
Physical Security 0.45
Informal Meeting Area 0.79
Quiet Areas 0.78
Formal Meeting Area 0.76
Personal Storage 0.54
General Storage 0.50
Privacy 0.50
Workarea, Desk 0.43
Circulation Space 0.38
Social Interaction 0.82
Work Interaction 0.80
Position Relative to Colleagues 0.62
Position Relative to Equipment 0.53
Overall Atmosphere 0.51
Overall Office Layout 0.47
Creative Physical Environment 0.46
Refreshments 0.45
Crowding 0.79
Interruptions 0.78
Noise 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

Building Symptom Index (BSI) and
the Perceived Environment
Correlation with Building
Symptom Index (BSI) of
r p
Amount of privacy in the work
Layout in the office
Decoration in the office
Cleanliness of your office
0.51
0.64
0.64
0.60
2E-05
3E-08
2E-08
2E-07

Perceived Control and Corresponding
Comfort
Perception of Satisfaction with r p
Control of temperature
Control of ventilation
Control of lighting
Control of shading
Control on noise
Temperature
Air quality
Lighting overall
Natural light
Noise overall
0.51
0.47
0.28
0.30
0.60
4E-06
1E-04
5E-02
1E-02
1E-07

People
Investor
(high quality)
Highly
productive
(added value)
Poor
productivity
(low value)
Cost
Cutter
(low quality)
Low
LowHigh
High
Cost
Performance
Source: Oseland, Bartlett, 1999
The Relationship between
Cost and Performance on
Productivity

Maslow’s Hierarchy of
Needs in the Workplace
Need
Physiological
Safety
Social
Esteem
Self-actualisation
Achieved by
Good working conditions, attractive salary,
subsidised housing, free catering
Private 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
responsibilitySource: (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

Human
Being
Social psychological aurasGravity
Matter
Matter
Matter
Matter
Electromagnetic
radiation
Mechanical
radiation
Chemical
People, Environment and Matter

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 ModelHuman
Management
Sustainability
Holistic
Environment
Human
Senses
Built
Form &
Services
Management
Pollution
Ergonomics
Well-being
Interior
design
Mission
workplacework flow
furniture
computer
ionisation
humidity
temperature
indoor
air quality
aesthetics
lighting
space
textures
colour
sound
electro-
magnetic
noise
chemical particulate
Ecological
design
energy materials
waste
recycling
water
Form
infrastructure
structures
utilities
intralinks
policies
resourcesstrategies
image
Businesses
systems
process
planning
monitoringfinance
Working
culture
integration
creativity
social
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
REFERENCES
See 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 Performance
Changeinproductivitypercentage
+50
+40
+30
+20
+10
0
-10
-20
-30
-40
-60
Accidents
30C Temperature25201510
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 200C

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)]
Lossofproductivity
[Hours/Year]

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)
Percentageofdissatisfied(PPD)
LossofProductivity(percentage)
-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 4
Ventilation rate (h-1
)
Illnessorsickleaveprevalence
relativetoprevalencewithno
ventilation
Milton (2000), sick leave in offices
Brundage (1988), illness in barracks, all years
Brundage (1988), illness in barracks, 1983 data
Drinka (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.
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 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
Performance
%
%
(R2
=0.78; P<0.01)
90
92
94
96
98
100
0 1 2 3 4 5 6 7
Outdoor air supply rate
Performance
%
(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
Awareness
Satisfaction with life
Comfort – discomfort
Good body – mental health
Satisfy 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 set

Tillotson 2004, New Technologies and Smart Textiles for Industry and Fashion

T H
T
T
H
Ambient Air
Spray Nozzle
Regulating Valve
Air
Handling
Unit
Heat Exchanger Spray Fan
Control Unit
Atrium
Essence
Container
Thermostat
Humidistat
Atrium Fragrance Control System for
Kajima Building in Tokyo (Takenoya
2006)

Atrium Fragrance and Control Scenario
for Kajima Building in Tokyo
COME LUNCH BREAK
TO OFFICE WORK WORK LEAVE THE OFFICESCHEDULE
FRAGRANCE & IMAGE
OVER-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
Percentageoftotalbuilding
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
Moreorlessproductivethanaverage
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 Factors
Repeating 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 measures
e.g. work output quality and speed
Physiological measures
e.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 Factors
of the Individual
Level 3 -
Systems Factors
and
Personal
Circum-
stances
which
influence
Human Factors
Level 1
Level 4
Level 5
OccupationOrganisation
Personal
Circumstances
Facilities &
Services
Outdoor
Environment
Main Factors Which
Influence Productivity
Well-Being
Ability to
Perform
Motivation
Job
Satisfaction
Technical
Competence
Environmental factors which influence
System Factors Temperature and Humidity,
Ventilation, Lighting, Crowding
Health factors which influence System Factors
Respiratory, Skin, Nervous,
Nasal and Related Problems
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 climate
Workplace
IAQ
Managerial role
Organisational structure
Career Achievement
Home/Work interface
Intrinsic 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
5–4.332-3.752.25
Equivalent productivity
costs (min/day per
person)
1.20.91.00.5-0.90.5
Energy as proportion of
productivity costs (%)
87118100114-218200
Ration 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
Percentofworkinghours
Savingsinminutesperdayperemployee

An Organisational Pathway
from IEQ Conditions to
Productivity
IEQ conditions
Communication
among
empolyees
Change in
employee
attitude
Change in
performance
Change in
productivity

Input
data
•Building
•Work
•Economic
•Climate
•OA quality
First
cost
Dec 10, 2002 OS
Selected
measure for
IEQ
improvement
•improved
thermal conrol
•source control
•improved
ventilation etc.
Value of
Working Days
Gained
Value of Less
Recruitment
and Training
Retained
experiece
Economic IEQ model for the owner occupied existing buildings
Investment
Operation
Maintenance
O & M
costs
Value of
Imroved
Output
Health care
Reduced
Health Costs
Cost effectiveness of the
measures to improve IAQ
Workers
affected
with the
measure
Change
in
indoor
environ
ment
Infectious
respiratory
diseases
Thermal
responses
Perceived
IAQ (odors,
stuffy air etc)
Complaints
Sick leave
days
Performance
at work
•quantity
•quality
•group effect
Responses
of FM to
complaints
Human
responses
Benefit
Categories
Benefits
(reduced costs)
Level of
existing
IAQ
Input data
Measures and
their cost
IEQWork force
Job turn
over
Allergy and
asthma and
other building
related
illnesses
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
Reduced
maintenance
cost
19
20
Interst rate,
taxes etc

Input
data
•Building
•Work
•Economic
First
cost
Nov 12, 2002 OS
Selected
measure for
IAQ
improvement
Economic IAQ model for the rented buildings from lessor`s
perspective
Investment
Operation
Maintenance
O & M
costs
Economic indicator of the
cost effectiveness of the
measure
Rental
space
affected
by the
measure
Change
in
IAQ
Short term
effect:
Rent
Human
responses
Economic
effects
Level of
existing
IAQ
Input data
Measures and
their cost
IAQWork force
Well-being of
building
occupants
Thermal
comfort
SBS
Long term
effects
•market value of
the space
•ability to
maintain lessees
Complaints Complaint
responses of FM
•thermostat settings
•controls
•space configuration
•air distribution
adjustment

Input
data
•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 data
Measures 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 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 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

Intelligent Buildings 2013 ICE
Publishing
Third Edition of Creating the
Productive Workplace is
planned

Intelligent Buildings for Better Health Wellbeing and Productivity

More Related Content

What's hot (20)

Viewers also liked (7)

Similar to Intelligent Buildings for Better Health Wellbeing and Productivity (20)

More from Derek Clements-Croome (9)

Recently uploaded (20)

Intelligent Buildings for Better Health Wellbeing and Productivity