Volhoubare fasiliteitsbestuur in winkelsentrums in Pretoria

Abstract

Alhoewel volhoubare fasiliteitsbestuur toenemend erkenning in ontwikkelende lande geniet en in veral nuwe geboue geïmplementeer word, is daar min inligting beskikbaar oor volhoubare praktyke in fasiliteitsbestuur wat plaaslik in Suid-Afrika, en veral in Pretoria, toegepas word. In hierdie artikel word vyf belangrike gebiede vir volhoubare fasiliteitsbestuur in winkelsentrums ondersoek, naamlik energieverbruik, watergebruik, materiaal- en hulpbronbestuur, interne omgewingskwaliteitbestuur en liggingsbestuur. Verder is daar vasgestel watter volhoubare fasiliteitsbestuurstrategieë en -metodes tans op hierdie gebiede toegepas word asook watter persepsies by eiendomsbestuurders oor volhoubare fasiliteitsbestuur in winkelsentrums in Pretoria bestaan. Vir doeleindes van hierdie studie was alle winkelsentrums in Pretoria met ’n handelsoppervlakte van 10 000m² of groter geïdentifiseer. ’n Totaal van 69 winkelsentrums het aan die vereiste minimum grootte voldoen. Vraelyste asook een-tot-een onderhoude met eiendoms- en sentrumbestuurders is gebruik om die toepassing van volhoubare fasiliteitsbestuur te karakteriseer. Waar die winkelsentrums deur die eienaars self bestuur word, is onderhoude ook met die eienaars gevoer. Voltooide vraelyste is van sowat ’n kwart van die totale steekproefpopulasie, verteenwoordigend van ’n verhuurbare oppervlakte van 765 835m2 en 1 663 winkels terug ontvang. Byna 90% van die respondente het aangedui dat die ‘eiendomsbestuurs’funksie intern uitgevoer word, teenoor meer as 94% wat die ‘fasiliteitsbestuurs’funksie intern bestuur. Daar is bevind dat volhoubare fasiliteitsbestuurspraktyke wel toegepas word in winkelsentrums in Pretoria, maar dat daar ’n duidelike voorkeur bestaan vir praktyke wat lei tot finansiële besparings, welke praktyke dan ook algemeen toegepas word. Praktyke wat bydra tot sosiale en omgewingsdoelwitte word tot ’n veel mindere mate toegepas, as gevolg van die persepsie dat sulke praktyke nie lei tot finansiële besparings of bydra tot die bestuur van die sentrums nie en dus as minder belangrik geag word.

Although sustainable facility management is increasingly gaining recognition in developing countries and is implemented in new buildings, in particular, hardly any information is available regarding sustainable practices in facility management that are applied locally in South Africa, and particularly in Pretoria. In this article, five key areas for sustainable facility management in shopping centres are investigated, namely energy consumption, water consumption, materials and resource management, internal environment quality management, and location management. This study also established which sustainable facility management strategies and methods are currently being applied and what perceptions property managers in shopping centres in Pretoria have regarding sustainable facility management. Questionnaires and one-on-one interviews with property managers and centre managers and owners were employed to obtain qualitative information such as the perceptions and knowledge of the respondents, as well as quantitative information such as quantities and percentages. The sample and data collected for the study are limited to shopping malls in Pretoria with a commercial area of 10 000m² or more, which yielded a total of 69 shopping centres. Completed questionnaires were returned by approximately a quarter of the total sample population, representing a lettable area of 765 835m2 and 1 663 stores. Nearly 90% of the respondents indicated that the ‘property’ management function is done internally, compared with over 94% that internally manage the ‘facility’ management function. It was found that sustainable facility management practices are being applied in shopping centres in Pretoria, but that there is a clear preference for widely applied practices that lead to financial savings. Practices that contribute to social and environmental objectives are applied to a much lesser extent, due to the perception that such practices do not result in financial savings or contribute to the management of the centres and are, therefore, regarded as less important.