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Professionalism can be a transformational outcome. Indeed, it is possible for virtually any workplace to acquire a greater level of professionalism, particularly if its goal is to outpace the competition.
Dress to impress, after all. CBRE Global Workplace Solutions is Singapore’s leading provider of unique integrated facilities management services. Its client portfolio runs the gamut from government to multinationals and local companies, but all are chasing the same strategic goal – one that the company’s advisors are well-equipped to help achieve.
“Singapore is actually a very competitive market when it comes to integrated facilities management,” says Chai Soon Tan, Business Unit Director at CBRE.
“There are far more players out there than available contracts, so it’s on us to find that differentiator in the value we bring to our customers.”
So all-encompassing is the scope of facilities management that the standout feature can come in a variety of forms. Occupancy cost reduction, decarbonization, employee engagement and energy-efficient solutions are among the tools in CBRE’s arsenal.
“You have to be innovative and willing to try out new solutions,” Tan says. “We all know that IoT is the big thing now, so we’re focused on getting ahead of that to offer more advanced solutions in that space.
“It’s the kind of attribute that will keep us at the top in Singapore.”
A 20-year veteran of the facilities management sector, Tan says he’s just as excited about the possibilities his work offers as he was on day one.
“The industry has grown and evolved so much, especially in the past 10 years,” he reveals. “Customers have really raised the bar in terms of their expectation of the level of service to be rendered to them.”
That in turn has made local facilities management a high-growth business for CBRE. In response, it has harnessed its experienced team members, like Tan, as well as the next generation.
“I have a great team that’s relatively young but dynamic,” he says. “They’re very creative and very driven. And I’m glad to say I’m able to lead by imparting my experience to help them enrich their learning journey.”
Empowered with the complete autonomy to run the business his way, Tan says it has been a great opportunity to put his experience to work.
“Imagine if your leader wasn’t motivated. The team would lose faith and drive over time,” he explains.
“It’s why leaders need to be willing to learn how to improve their leadership and always, always show up as their best selves.”
That takes a certain kind of courage, which Tan emphasizes is an essential ingredient.
“You need to have the courage to make difficult decisions, to step out of your comfort zone and lead by example,” he says.
“And above all, you need to have empathy and listen, for the sake of your team, your clients and your partners.”
Part of CBRE’s approach to the business is to create strategic relationships for clients, whether it’s to strengthen supply chains, bolster technology or enrich the services and products on offer.
“To me, this is a people business,” Tan says. “Human capital is our biggest asset, so we definitely need a team of talents to support the business in areas like operations, digital and technology, people and talent acquisition, technical procurement and so on.”
This is done both through CBRE’s in-house team and its rich portfolio of partners and stakeholders. From the expert cleaning of RS Facilities Services and the fire protection services of iFacilities to the interior design know-how of CDplusA, environmental management of Re Sustainability Singapore or smart security of Concorde, a range of dynamic resources are on hand to help the company achieve the best outcomes for clients.
“We’re always thinking about how we can attract good-quality partners to CBRE,” Tan says.
“There has to be a win–win situation for both parties, and that starts with a stable and healthy payment cycle for the great-quality service our vendors provide.”
Tan says that by making vendors feel safe to do business with CBRE, both parties are at their best to meet customer expectations.
“Only by working collectively are we able to deliver the best service to our clients,” he explains.
But the improvements aren’t only for the clientele. To counter the labor crunch in Singapore, CBRE has poured significant resources into career development for its people.
“We want to help mature talents to take on higher responsibilities and to have a healthy pipeline of successors in critical roles,” Tan says.
Sustainability is another area in which CBRE has been able to lead by example.
“Environmental concerns and sustainability are always at the heart of our operations,” Tan says. “In my personal view, we don’t simply maintain a customer’s workplace or buildings. We help them find ways to make an impact on their decarbonization journey.
“It only makes sense that we have to embed energy-efficient and smart digital solutions into the facilities we’re hired to manage.”
And just as the company has navigated one recent industry pivot, another has reared its head.
“AI is the next big thing,” Tan says. “I believe AI can help us reduce human error and increase productivity as well as make operations smarter, so CBRE is prepared to work with solutions providers to get ahead of the market.”
Facilities management is nothing if not a team effort. Tan believes everyone involved must be on the same page to showcase their solutions and innovations for customers.
“Of course, the ultimate objective is to serve our customers better, and as we do so, we can grow together as real business partners,” he adds.
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