Embracing Change Urban renewal with a new world vision By Charles Mak The rise of the property asset management industry may not catch the public eye, but insiders predict further impressive growth For any leading company, changes in management and operational practices are inevitable. This is particularly true when business expansion depends on providing and enhancing services which hundreds of thousands of people rely on every day. Urban Group, which is a subsidiary of NWS Holdings Limited, has over 300 offices managing Hong Kong's largest portfolio of residential, commercial and industrial assets, plus car parks and public and private facilities. They realise that standing still is simply not an option. Despite being the first property asset and facility management group to obtain ISO 9001 certification, they embarked in 2000 on a series of initiatives designed to make the profession technologically sophisticated and more responsive to customer needs. Francis Chiu, executive director of Urban Group, points out that most aspects of the operation have undergone a major transformation. "We still take care of basic things such as sanitation management and security management, but have also grown into a multiple task industry," he says. For example, composite projects like Mei Foo Sun Chuen now require a kind of district management which includes public safety, transportation, logistics, coordinating government services, and even assisting with the organisation of local elections. As Mr Chiu explains, "We take care not just of residents but of all stakeholders. Our roles have changed from basic service providers to butlers and premier housekeepers. Technology and architectural design are different now and that affects expectations and the general life cycle of property assets." Fortunately, more people with higher qualifications are keen to join us Introducing IT The recent trend towards offering affordable value-added extras to complement standard services has also had a big impact on the profession. Leading the way, the group has introduced a purpose-built e-business platform, known as Sm@rtUrbanTM, which makes best use of available resources and staff expertise to achieve greater effectiveness across all sites and regional offices. A bilingual Web-based portal (i-Urban) has also been set up, enabling residents to receive personal emails, pay management fees, and arrange clubhouse and recreational services. In addition, a 24-hour hotline at the customer service centre makes it possible to deal with specific resident requests at short notice. As from January this year, the group even began to upgrade its publication, Urban Express, to boost its image and improve corporate communications. Total headcount has grown from 2,500 in 2000 to roughly 4,000 today, but Urban is still looking to recruit. "We need people with a genuine passion for the profession," Mr Chiu says, "Fortunately, more people with higher qualifications are keen to join us." In the last five years, university graduates in architectural design, surveying, engineering, construction and business management have been increasingly attracted to the sector and are adding to the professionalism of the industry. They, like all recruits, receive extensive in-house training and opportunities to pursue continuous learning. "We have developed our own e-Learning protocol and, as a result, all staff are required to be familiar with computer applications. A lot of resources have been invested in setting up IT equipment at all our regional offices to help communication and achieve unity of direction," Mr Chiu explains. Management skills Going a step further, the group has also established the Urban Corporate University. This offers professional courses, often based on case studies of current events and industry developments, which give the workforce specific knowledge about niche areas of the business. "The level of corporate learning should exceed traditional tertiary education," says Mr Chiu. "Senior managers share their views on real-life cases and we also invite other speakers, such as solicitors, to provide first-hand information and analysis of how to deal with particular issues which go beyond the scope of university teaching." External consultants offer advice on brand management, leadership and team building. Active participation is encouraged and certificates are awarded to those who successfully complete the courses. As business grows, Urban aims to create a management culture which combines being people-focused with having all the right systems and procedures. "We expect staff to be forward-looking and to acquire new skills and knowledge, but also to have a good personal touch," Mr Chiu notes. This ties in with their emphasis on total quality management (TQM) and on creating an organisation that allows both vertical and horizontal movement for career progression. In 2002, the group implemented a unique TQM model that integrates people, process and performance. It has led to greater employee engagement, alignment and enhanced results, and gained wider recognition with the winning of the HKMA Quality Award – Overall Winner. Urban was also recently named as one of the Best Employers in Asia by international human resources consultant Hewitt Associates. In Mr Chiu's view, awards are great but are for what you have already done. "We should be thinking of tomorrow and realise there is always room for improvement," he says. Then and now Before Emphasis on providing standard security management and estate management functions Offices tended to work separately and manage individual properties Most customers expected little more than basic services Management focus was on stability rather than expansion Image of the profession did not always attract the best candidates After Extensive range of services now offered to residents with a focus on real estate asset management Network and e-business platform allows the sharing of resources and expertise Customers require value-added extras like clubhouse and recreational facilities Human capital has more than doubled in the last five years Taken from Career Times 3 June 2005 Your comments are welcome at [email protected]