PROPERTY & FACILITIES MANAGEMENT SPECIAL M J MAPP
Carl Brooks continues, “Sustain-
ability is a key part of what we
do as a company, and we have
been looking at this in some
detail over the last four years. I
have been with the company for
three and a half years and it is
my job to increase the level of
understanding around sustain-
ability, and increase our focus
towards this area.
Not only does it fit in with
our company values, but it is
also a response to the market
moving towards an increased
awareness of how valuable sus-
tainable assets can be in the
marketplace, and how we need
a management strategy in place
to seize opportunities as well as
manage any risk.
We take our responsibilities
very seriously, but we are also
in a very privileged position in
the sense that our role allows us
to leverage our influence to help
investment and asset manage-
ment companies and give them
more of an understanding of the
real risks throughout their port-
folios. We can then address how
these risks can be managed
across all aspects of the risk to
achieve a positive outcome.”
M J Mapp is externally au-
dited through SGS, and when
setting up business practices,
the company works very close-
ly with industry groups such as
the BCO as well as the Better
Buildings Partnership (BBP). M
J Mapp has also been involved
with setting up, and current-
ly chairs, the BBP’s Managing
Agent’s Partnership which came
into fruition in July 2015 and
saw 12 companies collaborating
with ideas as to what best prac-
tice in property management
should look like.
The overall aim of the Part-
nership is to transform the in-
dustry across the board and
have everybody working to the
same standards, because al-
though these companies are
competitors it is in everybody’s
best interests to have certain
common ways of working. For
example, if these companies
are going to the same suppli-
ers with the same questions in
regards to the handing over or
acquisition of a building, then
compliance documentation and
data would be available instead
of having to start from scratch
every single time.
Carl Brooks has comment-
ed, “We are always looking at
buildings and seeing how man-
agement could potentially be
improved. We constantly review
time clocks for lighting, heat-
ing and cooling so that we can
have certain areas on or off at
particular times in the day, and
when security patrol the build-
ings we ensure that the usage
is minimal.
There is a maintenance re-
gime in place to check general
building operation, or for things
like leaks or faults. Once the
management process has been
addressed we can then look into
how we can potentially leverage
the plant maintenance life cycle
for our buildings. If you replace
plant or equipment earlier than
scheduled then you might re-
coup the cost you would spend
There is a maintenance
regime in place to check
general building
operation, or for things
like leaks or faults.
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BUILDING DESIGN & CONSTRUCTION MAGAZINE