Global Estate Measurement

Code for Occupiers

Tenth Edition
September 2013

ipd.com
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3 Global Estate Measurement Code for Occupiers

About IPD Occupiers

IPD has been helping occupiers appraise the performance of their buildings and
workplaces since 1995. Today we are global leaders in performance analytics
of business buildings and hold the largest independent database of occupier
performance in over 32 countries. Our occupier clients are from a range of sectors
including: finance, insurance, pharmaceutical, media, utilities, legal, public sector,
professional services, and retail.

We measure occupier performance using the GEMCode framework to analyse

costs, space, effectiveness, fitness, and environmental consumption and impact.
Our services include:

• National and Multinational Performance Measurement – measuring occupier

performance at building level including benchmarking

• Workplace Effectiveness Surveys – measuring the impact of workspace and

employee productivity

• Value for Money – a forensic measurement of FM services performance and cost

• Service Baselining – typically used ahead of business change programmes to

support evidence-based improvement measurement

• Rent Reviews – a quarterly assessment of how well rent reviews have performed
against the market

• Market Intelligence – for occupiers, property professionals and service providers

who need up to date benchmarking data quickly

More information about our services can be found at www.ipd.com/occupiers.

Tenth Edition i
Users and contributors

In the course of the previous editions, we are delighted

to have received comments and advice from a rich
variety of occupier and industry organisations as well
as professional associations and academics listed
below. Any errors or omissions remain, of course,
the responsibility of IPD Occupiers.

ABSA CoreNet Global MACIF Immo Royal & SunAlliance

Actium Consult Credit Agricole Marsh & McLennan Royal Bank of Scotland
Advanced Workplace Credit Suisse First Boston Metis Royal Mail
Associates Cushman & Wakefield MITIE Santander
Aegon Deloitte MMA Savills
AIG Deutsche Bank Morgan Stanley Sheffield Hallam University
Alcatel Discovery Health MWB Business Exchange Shell
Altys Gestion Driving Standards Agency Nationwide Building Society Shire
AMA Alexi Marmot Associates EC Harris Nestle Siemens
AstraZeneca EDF Energy Netika Skandia
Aviva Eurogem Network Rail Slough Estates
AXA Faber Maunsell Novartis Société Générale
Bank of Ireland First National Bank Npower Standard Bank
Barclays France Telecom Old Mutual Standard Chartered
BBC Gensler Oracle Standard Life
BIFM GlaxoSmithKline Orange Sulzer
BNP Paribas Real Estate Global Actifs PCA Swanke Hayden Connell
BP GVA Grimley Pearson Telereal
British Council for Offices HOK International Pfizer Thales
BT Hollard PISCES Transnet
Bull HSBC PricewaterhouseCoopers Transport for London
Canada Life IBM Property Solutions UK Government Property Unit
Capita Symonds Icade Prudential Unilever
Carillion ING Pythagoras International United Utilities
CBRE ISS Qinetiq University College London
Centrica Johnson Controls Ramidus Consulting University of Reading
Chadwick International Jones Lang LaSalle Regus Valeximm
Cisco KPMG Remit Consulting Vivendi
Civil Aviation Authority Landmark Reuters Z/Yen
Colliers CRE Legal & General RICS Zurich
Commerz Bank Lloyds Banking Group Rider Hunt Terotech
CSC London Electricity Rio Tinto
Co-operative Group London Underground Roche

ii Global Estate Measurement Code for Occupiers

Preface

IPD believes passionately that data helps people to make better and more
informed decisions. Our idea is simple – capture the right data, enrich it through
quality analysis and deliver easy-to-understand relevant outputs.

All corporate real estate managers are striving to make their portfolios support
the corporate business plan by encouraging productivity in the most efficient
and sustainable way. Achieving this goal is a careful balancing act. Cost control,
support of productivity and sustainability are often seen as conflicting objectives.
Successful asset management leaders build their strategies from a foundation of
up-to-date performance evidenced that is both detailed enough to be applied to
individual buildings and strategic enough to show the big picture.

Performance measurement and benchmarking is our business. We have spent the

last 28 years perfecting the methodology that allows us to create a bottom up
picture of estate performance and to compare buildings all over the world. This
methodology for occupiers is condensed in the IPD GEMCode and I am very proud
to present this tenth edition.

The GEMCode aims to make sense of BIG Data relating to property by identifying the
key information required from diverse data sources through an easy-to-understand
framework that enables consistent measurement.

The GEMCode has evolved through our work with clients and through discussions
with other industry experts who have implemented our method of classifying their
performance data.

Our main goal is to bring transparency to the industry by delivering a common,

practical standard that allows occupiers, suppliers and support services to speak
the same language and to set performance targets that are measured using the
same methodology.

We all have an idea of how our portfolios are performing, but everybody finds
surprises when the performance is measured consistently. It takes courage and
determination to achieve consistent performance measurement, but it is rewarding
and will reveal things about your portfolio. So it is not for the faint-hearted. The
truth about performance challenges the status quo and calls for change.

Each organisation faces its own challenges. At IPD we want to provide the
industry with the tools that improve the effectiveness of real estate, through data
insight. Implementation of the GEMCode is only the beginning of the journey.
We are always happy to share our experience in case you need any help.

Victoria Mejevitch
Vice-President Occupiers, IPD

Tenth Edition iii

Table of Contents

1 Introduction 1
1.1 The new, integrated GEMCode 1
1.2 Need for the GEMCode 2
1.3 National and international standards 2
1.4 Feedback 2
2 Performance framework 3
2.1 The GEMCode performance matrix 3
2.2 Principles 4
2.3 Performance ratios 5
2.4 Reporting segmentation 7
2.5 Performance analysis for multiple-use buildings 7
2.6 Descriptive data requirements 8
2.7 Choosing key ratios 9
2.8 Comparing like with like 10
3 Costs 11
3.1 Principles 11
3.2 Property occupation costs 15
3.3 Adaptation and equipment costs 17
3.4 Building operation costs 18
3.5 Business support costs 21
3.6 Property management costs 22
3.7 Information technology costs 24
4 Space 25
4.1 Principles 25
4.2 Conceptual framework 26
4.3 Major space elements 27
4.4 Treatment of office space 29
4.5 Comparing seating supply with demand 33
5 Quality 35
5.1 Principles and approach 35
5.2 Effectiveness 37
5.3 Fitness 41

iv Global Estate Measurement Code for Occupiers

6 Environmental sustainability 43
6.1 Principles and approach 43
6.2 Consumption and impact 44
6.3 Energy and carbon measures 46
6.4 Water measures 49
6.5 Waste measures 50
7 Appendices 52
7.1 Selected list of national and global standards 52
7.2 The GEMCode data template 53
7.3 Cost mapping guide 58
7.4 Measuring rules 62
7.5 Space components 64
7.6 Conversion tables 66
7.7 Building types 68
8 Index 69

Tenth Edition v
List of Figures

Figure 1 GEMCode performance matrix 3

Figure 2 Possible segmentation of analysis 7
Figure 3 Key data requirements 8
Figure 4 Line of sight: link to corporate values 9
Figure 5 Conceptual framework for measuring floorareas in office buildings 26
Figure 6 Total floorarea 29
Figure 7 Internal floorarea 30
Figure 8 Occupied usable floorarea 31
Figure 9 Work floorarea 32
Figure 10 Use versus capacity 33
Figure 11 Quality performance framework 36
Figure 12 Framework for assessing user satisfaction 38
Figure 13 Comparing importance and satisfaction 40
Figure 14 Decision-oriented matrix 40
Figure 15 High procurement costs may be the problem 44
Figure 16 Environmental performance matrix 44
Figure 17 Measuring stairwells, atriums and mezzanines 62
Figure 18 Unusable area due to limited length and/or width 63
Figure 19 Unusable area due to limited height 63

vi Global Estate Measurement Code for Occupiers

List of Tables

Table 1 Key performance ratios 6

Table 2 Key business data definitions 9
Table 3 Selection factors for fair comparisons 10
Table 4 Conceptual framework for measuring occupancy costs 12
Table 5 Breakdown of total occupancy costs 12
Table 6 Property occupation cost definitions 15
Table 7 Adaptation and equipment cost definitions 17
Table 8 Building operation cost definitions 18
Table 9 Business support cost definitions 21
Table 10 Property management cost definitions 23
Table 11 Information technology cost definitions 24
Table 12 Major space elements 27
Table 13 Building capacity indicators 34
Table 14 Building user indicators 34
Table 15 Condition codes 41
Table 16 Example suitability score 42
Table 17 Example environmental ratios for consumption and impact 45
Table 18 Core energy data 46
Table 19 Core water data 49
Table 20 Core waste data 50
Table 21 Space components in offices 64
Table 22 Working list of property types 68

Tenth Edition vii

1 Introduction 1.1 The new, integrated GEMCode

First launched in 1999 as the Total Occupancy Cost

Code, the IPD Cost Code was quickly embraced as the
industry standard for measuring real estate and facilities
management costs in the United Kingdom by a wide
variety of end-user organisations. Since the first Cost
Code, IPD has developed the Space and Environment
Codes to help property professionals deliver highly
valuable performance information to their organisations
and other stakeholders. In response to positive
feedback and support from a large number of end-user
organisations with a global reach, there have now been
five further editions of the Cost Code, two editions of the
Environment Code and one edition of the Space Code.
Today, given the challenges associated with measuring,
analysing and reporting occupancy performance on
a global scale, we have decided to integrate these
codes into a single document, the Global Estate
Measurement Code for Occupiers (GEMCode). At the
same time, we have remedied a gap in the published
performance framework by allowing for the need to
measure effectiveness and quality of buildings in helping
the occupier business meet its corporate objectives in
relation to its portfolio.
The new integrated GEMCode is designed to provide
a succinct and easy-to-use set of measures required to
undertake performance analysis for most organisations
with business property anywhere in the world. All these
changes have been introduced while leaving the existing
structure of data definitions largely unchanged to
safeguard the considerable investment that many users
have made in common systems and processes.

1 Global Estate Measurement Code for Occupiers

1.2 Need for the GEMCode 1.3 National and
international standards
Business premises exist to allow organisations to achieve Globalisation reinforces the need for standard
their corporate objectives. In brief, buildings need to terminology to monitor and manage performance across
be managed to become leaner, greener and more and within borders. Comparable and consistent data
productive in ways that support changing business need. is essential for a wide range of decision-makers and
stakeholders in addition to the core target group for this
Organisations need occupancy performance data and
publication: corporate and public sector end-users.
analysis that is both business-oriented and consistent.
The GEMCode supports the production of the evidence There are a large number of national, regional and
that top-performing management teams require of their global standards which are inconsistent and confusing
real estate and FM functions. for organisations aiming to collect a single dataset
on their portfolio. We are very encouraged to see the
Through use of the GEMCode, all professionals working
emergence of the International Property Measurement
for an end-user or occupier (whether working internally
Standards Coalition1, which will focus, at least initially
or in an outsourced capacity) should be able to achieve
on producing international standards for space
these substantial benefits:
measurement and valuation. It is possible that the
• The truth about the performance of each and every Coalition will cover other subjects later on. The IPD
building in the portfolio GEMCode will respond to and support the future
• A consistent view of occupancy performance across development of the international standards, which
individual buildings, businesses and geographies we clearly see to be in the industry’s interests.

• Clear and rapid communication of business-relevant The GEMCode itself is not a standard. It is designed
global real estate and FM performance round the to be an effective framework for data collection and
organisation occupancy performance measurement.

• The ability to compare performance across industries For the sake of simplicity and to attain consistency
across an international estate, the GEMCode sets out all
• Create performance targets and track progress over time quantitative data in metric units, since the majority of
the users of the Code will be familiar with the Système
International (SI) units of measurement. This will aid
global comparisons and performance analysis. However,
users might prefer to collect numbers in alternative
formats. (See Section 7.6 for a set of conversion tables.)

1.4 Feedback
The GEMCode is being continually improved and
adapted to suit the needs of users globally. We are
pleased to receive comments on any part of this text.
Please contact gemcode@ipd.com.

1 For the latest news of this initiative, see, for example, the websites of BOMA or RICS at www.boma.org or www.rics.org.

Tenth Edition 2
2 Performance framework 2.1 The GEMCode
performance matrix
The main elements of the GEMCode performance matrix
are set out in Figure 1 below. This matrix is a generic
summary of what most occupiers want – and need –
based on IPD’s 20 years of performance measurement
for occupiers. Each element of the matrix can be used
independently. Alternatively, it can be combined with
other elements to monitor performance as part of a
modular approach.

Figure 1 GEMCode performance matrix

Performance

Efficiency Quality Environment

Consumption
Effectiveness

Fitness

Impact
Space
Cost

3 Global Estate Measurement Code for Occupiers

 2.2 Principles

Keeping occupancy costs under control is the first Without a globally accepted framework for measuring
priority of most property professionals. The cost and reporting on performance, many organisations are
definitions within the Code comprise a well-established still not assessing the performance of their portfolio.
and internationally accepted methodology for collecting, Furthermore, the quality and consistency of the data
measuring and analysing occupancy costs in real estate collected may be questionable. This problem is especially
and facilities management. acute for organisations with a large number of buildings
around the world which need to develop a ‘global view’
As the number one cost and carbon driver, occupied
of occupancy performance. The GEMCode provides
space needs to be especially carefully managed.
precisely this good-practice global measurement guide.
Managing the effectiveness of buildings is one of
This Code focuses on the ability of business to produce
the main responsibilities of real estate and facilities
performance ratios for its occupied real estate and
management. Monitoring the relationship between
facilities management over time. Underlying the Code
workplace and productivity is becoming increasingly
is a concept of performance that can be applied to
important to workplace managers. Reviews of
buildings and be built up in various ways: for national,
effectiveness still tend to revolve around post-occupancy
regional and global analysis; for individual and all
evaluations. The mood is now changing and a method
property types; for one business unit and for all.
for assessing effectiveness and building fitness on an on-
going basis is set out in this GEMCode. The concept of performance is dynamic, that is, it
changes over time. We will not focus on the same
Reducing environmental impact is an increasingly
priorities in ten years’ time as we have now. In addition,
important priority for private and public sector
performance will be defined in slightly different ways by
organisations and is part of the corporate social
almost all organisations.
responsibility framework. With a large number of
environmental initiatives around the world, it can Performance is also multi-dimensional. Performance
be difficult to know where to begin. The need for is not just about costs or space efficiency or the
consistent and reliable environmental performance effectiveness or quality of the buildings in the portfolio,
data summarising the consumption and impact of each or the sustainability of the estate. It is about all these
occupied building is becoming ever clearer. things (and more). The GEMCode therefore defines key
performance indicators relevant to corporate real estate
and facilities management to facilitate the production of
a balanced scorecard or RAG (red-amber-green) review if
that is required by the occupier business.
A key element of the design of the IPD performance
framework is to acknowledge that the assembly of data
and the production of performance ratios takes time and
costs money. We could, for example, go into enormous
detail on how to structure total occupancy costs with
perhaps 300 different cost categories. Or we could
envisage environmental monitoring that specifically
targets laser toner cartridges. In this code, we do not
go to that level of detail; we concentrate on the more
strategic issues that matter most to the business overall.

Tenth Edition 4
 2.3 Performance ratios

The GEMCode has been designed therefore to meet In Chapters 3 to 6, data definitions support the
the needs of business as set out in Section 1.2. production of strategic, tactical and operational
This means that: ratios of performance. The precise choice of which
performance ratios to use must be at the discretion of
• We use objective evidence at all times for the range of
occupying businesses. Since most organisations have
performance issues that matter to business occupiers
similar concerns and objectives, we can identify and
• We want to take all buildings in the portfolio into account work to a similar performance framework, especially for
• We want to add up to totals, where possible, for each organisations within the same industry.
and every country and building type Most of the performance measures are created by
dividing one number (cost, space, carbon and so
forth) by another (the denominator) related to the
business (space, users, business turnover etc). The main
exceptions are the performance scores for quality (see
Section 5).
A range of different denominators can be used to
analyse building performance, allowing organisations to
link building performance to the factors most critical to
their overall business. Their use – for example in setting
targets and benchmarks – will depend on the type of
property being analysed, geographical coverage, and
other factors.
Users of different types of property should consider using
denominators that are based on their core activities (for
example, retail sales or footfall for a retailer, students for
a university, or patient numbers for a hospital). Examples
of useful denominators are:
• Business numbers, for example, turnover, sales,
operating expenditure, units of output
• The number of users in the building whether
employees, contractors, visitors, patients, students
or residents adjusted if necessary by the hours of
attendance each week
• Floorspace
• Occupation units such as workstations, workplaces,
and bedspaces
• Measures of capacity of a building
Using the performance matrix set out in Figure 1,
a possible key set of performance ratios for an
organisation might be as set out in Table 1. A full
explanation of each of these items is to be found
in Sections 3 to 6.

5 Global Estate Measurement Code for Occupiers

Table 1 Key performance ratios

Main data item Divided by

Costs • Total occupancy costs • Total revenue, total expenditure

• Important component costs • Total users, total full-time equivalent (FTE)
• Units of output
• Space occupied
• Workstations/workplaces

Space • Space occupied • Total revenue, total expenditure

• Workstations/workplaces • Units of output
• Total users, total full-time equivalent (FTE)
• Workstations/workplaces

Effectiveness • Expressed satisfaction with provision • Averaged over all respondents

• Expressed importance of provision
• Matching of satisfaction with
importance

Fitness • Condition score, 50+, 75+ • Total space occupied

• Suitability score, B+

Environment • Total kWh energy by source • Total revenue and expenditure

• Total carbon • Total users, full-time equivalent (FTE)
• Total, unrecycled waste • Units of output
• Total, sourced water • Space occupied
• Workstations/workplaces
• Costs of energy, waste and water

Tenth Edition 6
2.4 Reporting segmentation 2.5 Performance analysis
for multiple-use buildings
Very often the performance of an individual building will Performance ratios can be usefully compared for each
need to be compared with other buildings on the same building of a certain type and across the whole portfolio.
site, in the same urban area, in the same country and so A list of building types is shown in Section 7.7.
on. A possible geographic hierarchy is set out in Figure 2.
There is nearly always a variety of space uses within any
How this hierarchy fits together will strongly influence
building. When the performance of individual buildings
the reports produced on occupier performance.
is compared, we need those buildings to be broadly
comparable. Where there are significantly different uses
Figure 2 Possible segmentation of analysis
operating in a building, it can be very difficult to be able
to understand whether appropriate performance is being
obtained on all or any part of the building. Examples of
Global such multiple uses include:
• A regional office located within a storage facility
Region • The data centre operating within an office of any type
• Retail use set within a hotel or office
• Offices within a research laboratory
Country
• A large site-based restaurant within an office
In these circumstances, it is good practice to treat
Hub / Site the building as two, three or more separate entities
with different descriptive, cost, space, effectiveness
and environmental data. The result will be that the
Building performance of each component part can be compared
with any other individual buildings of the same type
within the portfolio.
Other segmentation is highly valuable. By examining
which buildings are occupied by which business unit or
managed by which contractor, the management team
can extract highly valuable information.

7 Global Estate Measurement Code for Occupiers

2.6 Descriptive data requirements

Figure 3 shows some of the most important descriptive The difference between numbers that reflect what has
data requirements (in addition to the core data as set out happened during a period and numbers that are correct
in Sections 3 to 6) that might be appropriate to collect at a point in time is important. The two concepts of
for buildings in the portfolio. The collection of such stock and flow, used in financial reporting, are useful:
statistics allows building managers to be able to compare
1. Stock: for pragmatic reasons, record the numbers
like-with-like. An extended list is to be found in Section
of building users, the floorspace, workstations etc
7.2 on page 53.
at the end of the period. Where major changes
have taken place in the period, businesses may
Figure 3 Key data requirements choose to average these out over the year but this
will require a level of data not normally available
in most information systems.
Tenure Occupier
2. Flow: for costs and environmental data, add up the
total costs, carbon, waste etc that is accruable to
Capacity Building type that period.
Businesses will need to develop methodologies for
Environmental acquisitions and disposals. It will be important to record all
Manager the ‘flow’ data for the whole time period, while the stock
grading
data may need to be averaged out over the whole period.

Address

Great care should be taken in referencing all

performance data to the correct time period, which for
most organisations would be for a year, consistent with
the business’s financial reporting standards. In some
cases, organisations will wish to record quarterly data or
use some other time period. The same principles should
apply whatever the time period chosen.

Tenth Edition 8
2.7 Choosing key ratios

The clear definition of performance ratios is essential Table 2 Key business data definitions
in any performance management system. Ratios are
normally derived by dividing one number (the Data field Definition / comment
numerator) by another (the denominator).
Occupancy managers should carefully select a limited The total gross revenue of the
BD1
number of key ratios that really make a difference to business as stated in the financial
Total revenue
their business and which reflect the overall performance accounts
of the building wherever possible. Table 1 on page 6
lists some of the main indicators that can be chosen. Instead of using total revenue,
Please contact IPD Occupiers for advice on how to select some organisations will need to
indicators for your organisation. use net income, excluding the
BD2
cost of sales. This will particularly
Figure 4 Line of sight: link to corporate values Total net income
apply to financial service
companies such as banks or
insurance companies.
Values

The total expenditure or

BD3 operating expenses of the
Group KPIs
Total expenditure business as stated in the financial
accounts.
Divisional KPIs
The units of output commonly
used by the business in the
Business Department KPIs overall assessment of their
business. Examples would
include:
Business Unit KPIs BD4 • Service or customer population
Units of numbers for service
business output organisations
Regional Targets
• Passenger miles for airlines or
rail operators
Property KPIs
• Policies processed for insurance
companies

Much of this GEMCode publication is taken up with

defining the costs or space or carbon output associated
with the physical buildings. But all of IPD’s experience
in occupancy performance measurement confirms that
the linking of occupancy data with building user data
and business data is all-important. The building user
definitions are shown in Table 14 on page 34, while
the main business data definitions are shown in Table 2.

9 Global Estate Measurement Code for Occupiers

2.8 Comparing like with like

Performance ratios need to be produced on a like- Comparisons may be made externally outside the
for-like basis. Making fair comparisons is difficult and organisation and internally within it. Different
skilled activity. Comparisons may need to be adjusted adjustments will be needed according to the
according to a number of factors including those listed in circumstances. Please contact IPD Occupiers for
Table 3 below. These factors are needed for satisfactory further information.
benchmarking of performance.

Table 3 Selection factors for fair comparisons

Data field Example / comment

Business

Industry Legal, production, TMT

Occupying business unit Internal comparison only

Contractors/suppliers/management team Internal comparison only

Physical, geographical

City, Country

Region Americas, EMEA, AsiaPac

Building location type CBD, business park, shopping mall

Building

Building size Typically within a range

Tenure Owned, leased

Building use Office, distribution, laboratory, retail

Building type Office type, laboratory type. See Section 7.7

Building grade Building quality indicator

Heritage building Protected status

Building condition See Section 5.3.1

Sustainability grading LEED, BREEAM, Greenstar ratings

Occupancy status Occupied, part-occupied, vacant

Air-conditioning status Y/N

Disaster recovery building Y/N

Year of construction Date

Year of last major refurbishment Date

Number of floors/storeys
To be used when examining costs of detailed
Numbers of lifts, escalators, entrances etc
building services
Tenth Edition 10
3 Costs 3.1 Principles

3.1.1 Total occupancy costs

Businesses should be able to add up their total
occupancy costs, for each building, business unit,
country and region. The ability to produce a single figure
for total occupancy costs aids communication
with the Corporate Board.
The basis of calculation of Total Occupancy Costs differs
between rented or leasehold buildings and owned or
freehold buildings.
For rented buildings the Total Occupancy Costs are made
up of:
• Annual operating expenses such as rent and local
property taxes, repair and maintenance, service charges
and support services as well as management to reflect
operating costs
• Annualised capital expenses such as adaptation and
equipment as well as IT infrastructure and hardware to
reflect capital costs
For owned buildings the Total Occupancy Costs are
made up of:
• Proxy costs for rent to reflect market rental value
• Annual operating expenses such as local property taxes
and support services, repair and maintenance as well
as management to reflect operating costs, and
• Annualised capital expenses such as adaptation and
equipment as well as IT infrastructure and hardware to
reflect capital costs
3.1.2 Overall structure of costs
To compare occupancy costs constructively and
consistently at a global level use the structure of cost
analysis set out in Table 4 and Table 5 overleaf.
Table 4 represents a global unifying framework for
measuring occupancy costs. By providing the right
amount of granularity, the framework can be applied
at both international level and national levels.

11 Global Estate Measurement Code for Occupiers

Table 4 Conceptual framework for measuring occupancy costs

Cost measure Operating cost examples Annualised capital cost examples Annual costs

CA Property occupation CAX Net rent CAY Acquisition, disposal and removal CAZ= CAX + CAY
Adaptation and
CB CBX Leased furniture CBY Furniture and equipment CBZ= CBX + CBY
equipment
CC Building operation CCX Services charges CCY Repair and maintenance CCZ= CCX + CCY

CD Business support CDX Catering costs CDY Kitchen equipment CDZ= CDX + CDY

CE Property management CEX Staff costs CEY Specific information system CEZ= CEX + CEY

CF Information technology CFX Support costs CFY Computers CFZ= CFX + CFY

Total occupancy costs CTX CAX+CBX+CCX+CDX CTY CAY+CBY+CCY+CDY+CEY+CFY CTZ= CTX + CTY
+CEX+CFX

Table 5 Breakdown of total occupancy costs

Total occupancy costs Detailed cost types

Net rent Local property taxes Occasional space

Unitary charge Parking charges Marketing and promotion
CA Property occupation
Acquisition, disposal Associated facilities
and removal

Fit-out and improvement

CB Adaptation and equipment
Furniture and equipment

Consolidated services charge Minor improvements Internal plants

Insurance Internal moves and decorations

Internal repair and maintenance Reinstatement Grounds maintenance

CC Building operation Water and sewerage
M&E repair and maintenance Security
External / structural Cleaning Energy
repair and maintenance Waste disposal

Catering Post room and internal Archiving

Reception distribution Linen and laundry
CD Business support
Courier and external Reprographics
distribution Transport

Real estate management Project management

CE Management
Facilities management Other management

Infrastructure Software
CF Information technology
Hardware and communication Support

Tenth Edition 12
3.1.3 Operating expenditure 8. For performance measurement purposes, it
is desirable to review the cost base excluding
In determining annual operating expenditure:
expenditures or sales taxes. All irrecoverable
1. All capitalised costs (i.e. costs which are capitalised expenditures and sales taxes should be included
on the balance sheet) are excluded from operating in determining Total Occupancy Costs. It is best
costs. practice to be able to distinguish the amount
2. All operating costs reflect the annual cost of attributable to tax from the direct cost invoiced by
occupation and are recorded for a complete a supplier.
financial year. Normally costs would be recorded for 9. Any expenditure covered by an insurance policy
historic financial years and managers will also want – including an internal risk charge – and any
to be able to prepare budgets for future years on such insurance claim under that policy should be
the same basis. excluded both as cost and income respectively.
3. All costs should be recorded on the basis of Occupier organisations that self-insure, thereby
expenditure on an accruals basis for a complete bearing the risks themselves, will either have a nil
financial year. All expenditure heads should be cost under this heading or an agreed internal risk
recorded separately and are by necessity mutually charge, if applicable.
exclusive. This may be difficult where support 10. Rebates received for overpayment and penalty
services are bundled (see next point). payments should be included in the year the
4. In certain cases expenditure will need to be expense is incurred.
apportioned, for example where contracts cover 11. If a leasehold property benefits from a rent
more than one building or more than one service free period, the calculation of rent should be
line. The apportionment should be based on an treated in the same manner as it is treated in
appropriate denominator (e.g. net internal area or the statutory accounts.
full time equivalent building users). If a sufficiently
accurate apportionment is not possible, enter the
costs under the predominant nature of the job
being done. It is best practice to require FM and
other suppliers to break down the costs for each
building in line with the cost classification.
5. All costs are to be calculated net of any income
received, including any income recoverable under
a service charge payable by a sub-tenant. Where
occupiers have rented out any of their property to
other organisations, the net costs to the occupier
should be calculated.
6. Management costs of individual service lines
should be included for each service line where the
purpose of the management is purely to ensure the
successful delivery of that service.
7. Depreciation on fit-out expenditure should be
included, where this has not been rentalised.

13 Global Estate Measurement Code for Occupiers

3.1.4 Capital expenditure Buildings which are subject to a rental payment that is
below open market value (such as a long lease of fifty
In determining annualised capital expenditure it is
years with a capital value) should record the open market
important to adhere to the following rules:
rental value and not include the actual rent paid.
1. Depreciation of adaptation and equipment,
IT infrastructure and hardware, etc. should be 3.1.6 Currency and cost conversion
included in the Total Occupancy Cost calculation
Currency conversions are important for the consistent
for both rented and owned buildings to reflect
calculation of Total Occupancy Costs across a global
both historic investment in buildings and on-going
estate. The recommended method for dealing with
capital investment.
currency is as follows:
2. The depreciation charge included in the Total
• At the end of each of the organisation’s accounting
Occupancy Cost calculation should correspond
periods convert the local currency into the base
with the occupier’s depreciation policies and the
currency used by the organisation in its financial
depreciation charge for adaptation and equipment,
statements.
IT infrastructure and hardware, etc. included in its
statutory accounts. • For the purposes of performance analysis, convert
all amounts recorded in the currency of the financial
3. On some occasions, the capital expenditure on
statement into US Dollars and Euros, where this has
adaptation and equipment, IT infrastructure
not already been done.
and hardware, etc. on the balance sheet may
cover multiple buildings. On these occasions, • Keep a record of the conversion rates used (a currency
the depreciation charge will need to be allocated grid). The currency grid should allow for most types of
to specific buildings; the basis of allocation will trend analysis and local country performance analysis.
vary on a case by case basis reflecting the nature
• Conversion rates used should follow the accounting
of the works done.
practice of the organisation.

3.1.5 Calculation of rent for owned buildings

Whilst there may be no cash cost directly associated with
owned properties, such as rent and service charges, the
cost of capital needs to be reflected.
Most businesses value their owned buildings at least
once every five years to estimate the open market rental
value. This is the preferred basis for calculating a ‘CA1
Net rent’ figure for owned buildings. Using this approach
makes the treatment for owned buildings as consistent
as possible with that for rented buildings. It also
recognises the very real resource cost of holding owned
buildings, which can often be forgotten.
However, if such valuations do not exist, owners could
enter the cost of capital by multiplying the value of
the asset as set out in the financial statement by the
organisation’s weighted cost of capital to arrive at a
notional rent figure. The depreciation charge incurred in
connection with the land and buildings is not considered
a valid measure of the notional cost of freeholds.

Tenth Edition 14
3.2 Property occupation costs

Property occupation costs include the total costs of rent, • Property occupation costs should include the full direct
unitary charge, acquisition, disposal and removal, local cost of labour employed (including line managers)
property taxes, parking charges, associated facilities, as well as the costs of equipment, materials and
occasional space as well as marketing and promotion. external charges.
• Annualised capital expenditure is calculated by • All staff costs should be included, incorporating
depreciating any capital costs over a straight line, employment and labour tax, pensions, allowances,
without any allowance for financing costs. annual bonuses, overtime, temporary staff fill-in,
training, recruitment, travel, welfare, administrative,
equipment and other costs.

Table 6 Property occupation cost definitions

Category Definition

The annual operating expenditure of renting the building or the annualised capital expenditure
associated with occupying an owned building. Organisations should record a figure for rent using at
least one of the following headings:
• CA11 Rent paid: The actual current annual rent paid to the building owner. This should be
recorded for all leased buildings.
• CA12 Rental value: The current annual open market rental value assessed in the context of local
contract terms, review periods, escalation, indexation and other conditions. It is highly desirable
to collect this figure especially where there is a significant difference from A1a Rent Paid or A1c
Notional Rent, for example, where the building is held under a long lease and is not rack-rented.
• CA13 Notional rent: An annual accounting charge in the form of a notional rental charge or the
CA1 Net rent
current depreciation charge or the current financing charge or the return on capital employed.
Occupiers should always record the basis of calculation for this accounting charge. In addition,
they should record the replacement value of owned assets.
• CA14 Other rent: In the case of properties where no evidence of open market rental value is
available, an annual value surrogate in the form of replacement cost or a percentage of adjusted
net profit.
Note: When collecting rental figures for performance analysis, the type of rental figure used
will need to be carefully considered. It will normally be desirable to use either A1a Rent Paid or
A1b Rental Value. This will allow occupiers to understand their opportunity costs of occupation,
an important consideration in creating and assessing the real estates and facilities strategy.
Furthermore, rent revenue should be subtracted from rent expenditure (similarly, sublet space
should be subtracted from the total floorarea occupied).

The annual expenditure on a total real estate and facilities services package, serviced office, etc if it
is not possible to identify these items separately. This excludes the costs of all separately charged
extra services such food, drinks and snacks (see CD2), reception services (see CD3), reprographics
(see CD6), and annual periodic usage and service charges associated with infrastructure (see CF1)
CA2 Unitary charge and hardware (see CF2). Such costs may be incurred in the case of property outsourcing, public
private partnership, serviced offices and so on.
Note: Unitary charges generally apply to space that is held continuously for a period of more than
one month. Charges for space held intermittently or for a period of less than a month should be
included under occasional space (see CA7).

The annual expenditure associated with the acquisition, disposal or removal of the building,
particularly national and local acquisition taxes and duties (for example taxes levied on rent).
CA3 Acquisition, disposal
and removal Includes the costs of acquisition taxes and duties as well as disposal costs and removal costs
Excludes the costs of professional, agency and brokerage fees associated with acquisitions (see CE1).

15 Global Estate Measurement Code for Occupiers

Table 6 continued

Category Definition

The annual expenditure of the building, occupational and environmental tax liability arising
under national and local laws and regulations within the subject country, state and municipality.
All rebates should be averaged out across the period to which the rebate relates.

CA4 Local property taxes Includes the costs of any taxes or rates arising directly from the occupation of the building and
levied on the building itself or upon the occupiers of the building
Excludes the costs of all business and sales taxes that are levied on business profits and sales
as distinct from the occupation of the building.

The annual expenditure of rent or licence fee paid for parking provision together with any local
CA5 Parking charges building tax charged on any on-site or off-site car parking associated with the building, whether
part of the overall lease agreement or paid separately.

The annual expenditure of rent or licence fee paid for associated facilities together with any
local real estate/facilities tax charged on any on-site or off-site leisure, storage or any other
CA6 Associated facilities ancillary facility directly associated with the building, whether part of the overall lease agreement
or paid separately.
Excludes the costs of archiving (see CD9)

The annual expenditure of charges for occasionally-used space, which is not managed as part of the
end-user’s estate, aggregated over the year. Such space is typically held either for very short periods
of less than a month or intermittently (for example, every Tuesday evening).
CA7 Occasional space Includes the hiring of meeting spaces as well as corporate ‘touchdown’ deals where staff pay-as-
they-go. Occasional space costs may either be collected for the estate or country as a whole or be
entered against a particular building where this is more appropriate, for example where overflow
space is regularly taken. Where space is not procured centrally but is independently procured by
the relevant business unit or department, these costs should be ignored and treated as a general
business expense.

The annual expenditure of marketing, promotion and any other costs transferred by a landlord to a
tenant as a result of the occupation of the building on the basis that it is not recorded under any other
CA8 Marketing and promotion cost category.
Includes the costs imposed by landlords for a tenant’s share of a property’s general marketing and
promotion costs as well as any other similar costs.

Tenth Edition 16
3.3 Adaptation and equipment costs

This category includes the total costs of fit out and • All staff costs should be included, incorporating
improvement as well as furniture and equipment. employment and labour tax, pensions, allowances,
annual bonuses, overtime, temporary staff fill-in,
• Annualised capital expenditure is calculated by
training, recruitment, travel, welfare, administrative,
depreciating any capital costs over a straight line,
equipment and other costs.
without any allowance for financing costs.
• Adaptation and equipment costs should include the
full direct cost of labour employed (including line
managers) as well as the costs of equipment, materials
and external charges.

Table 7 Adaptation and equipment cost definitions

Category Definition

The annual expenditure associated with fit out and improvement of the building (these costs are
normally – but not always – capitalised).
Includes the costs of air conditioning, space heating, electrical installations, partitioning, internal
walls, woodwork and joinery, wall linings, fixtures, fittings, lighting, flooring, carpeting, tiling,
CB1 Fit out and improvement suspended ceilings and signage. For retail and/or branch buildings, the costs of shop fronts, storage
racks, etc are also included.
Excludes the costs of new physical extensions to the building, which should normally be rentalised
(see CA1), M&E repair and maintenance (see CC4) and security equipment and materials (see CC9).

The annual expenditure associated with furniture and equipment in the building (these costs are
normally – but not always – capitalised).
CB2 Furniture and equipment Includes the costs of desks, chairs, pedestals, desk lights, filing cabinets, storage cabinets, shelving,
tables, soft furnishings, works of art, blinds, curtains, drapes, mechanical handling equipment and
fire extinguishers.

17 Global Estate Measurement Code for Occupiers

3.4 Building operation costs

This category includes the total costs of consolidated • Building operation costs should include the full direct
services charge, insurance, internal repair and cost of labour employed (including line managers)
maintenance, mechanical and electrical repair and as well as the costs of equipment, materials and
maintenance, external and structural repair and external charges.
maintenance, minor improvements, internal moves,
• All staff costs should be included, incorporating
reinstatement, security, cleaning, waste disposal, internal
employment and labour tax, pensions, allowances,
plants and decorations, grounds maintenance, water and
annual bonuses, overtime, temporary staff fill-in,
sewerage as well as energy.
training, recruitment, travel, welfare, administrative,
• Annualised capital expenditure is calculated by equipment and other costs.
depreciating any capital costs over a straight line,
without any allowance for financing costs.

Table 8 Building operation cost definitions

Category Definition

The annual expenditure transferred to the occupier by the building owner (or manager) for the delivery
of building operation services on the basis that it is not possible to identify these items separately.
Includes the costs of insurance (if not paid for separately), internal repair and maintenance, M&E
CC1 Services charge repair and maintenance, external and structural repair and maintenance, minor improvements,
internal moves, reinstatement, security, cleaning, waste disposal, internal plants and decorations,
grounds maintenance, water and sewerage, and energy.
Note: Any services charge revenue should be subtracted from services charge expenditure.

The annual expenditure of premiums for insuring the building.

Includes the costs of all building related insurance, liability for excess and any premiums for loss of
rent, subsidence, terrorism, fires, floods, burst pipes, explosions, and earthquakes
Excludes the costs of insurance for loss of trade, public liability, damage to or theft of computers,
and disaster recovery (see CD7).
CC2 Insurance Note: Occupiers who self-insure should include an agreed internal risk charge, unless the full costs
of any event are borne directly by the occupier under another cost category.
This category may be subdivided into sub-categories:
• CC21 Buildings insurance
• CC22 Contents insurance
• CC23 Engineering insurance
• CC24 Terrorism insurance

The annual expenditure on internal repair and maintenance for the building.
Includes the costs of regular redecoration and repair and maintenance of fit out, furniture, and
equipment as well as contractor costs and the full costs of employment, special equipment,
CC3 Internal repair materials and other associated costs
and maintenance
Excludes the costs of M&E repair and maintenance (see CC4), minor improvements (see CC6),
internal moves (see CC7) and reinstatement (see CC8).
Distinguish between planned, unplanned (or reactive) and project-related expenditure.

Tenth Edition 18
Table 8 continued

Category Definition

The annual expenditure associated with repair and maintenance of all mechanical and electrical
equipment in the building.
Includes repair and maintenance to lifts, escalators, water and plumbing, sprinkler systems, and
fire services as well as repair and maintenance of air conditioning and electrical installations as
well as contractor costs and the full costs of employment, special equipment, materials and other
associated costs
CC4 M&E repair Excludes the costs of fit out and improvement (see CB1) and security equipment and materials
and maintenance (see CC9) as well as any costs related to manufacturing or business processes.
Distinguish between planned, unplanned (or reactive) and project-related expenditure.
This category may be further subdivided into sub-categories:
• CC41 M&E services
• CC42 Lifts and escalators
• CC43 Suspended access equipment
• CC44 Other M&E costs

The annual expenditure associated with repair and maintenance of the exterior and the structure of
the building.
Includes the costs of repairs and maintenance to roofs, external walls, cladding, fenestration,
CC5 External and structural foundations, and drainage as well as external redecoration and external finishes as well as contractor
repair and maintenance costs and the full costs of employment, special equipment, materials and other associated costs
Excludes the costs of suspended access equipment (see CC4).
Distinguish between planned, unplanned (or reactive) and project-related expenditure.

The annual expenditure on minor improvements of less than a certain amount, as determined by the
CC6 Minor improvements accounting policy of the organisation. Where, possible, however, try to reallocate all such costs to CC3,
CC4 and CC5 or other categories, as appropriate.

The annual expenditure associated with space allocation and reorganisation in the building or on
the site.
Includes the costs of redecoration as well as the costs of moving staff or teams, fit out, furniture,
CC7 Moves and equipment as well as contractor costs and the full costs of employment, special equipment,
materials and other associated costs. Includes the costs of building users moving into the building
from another part of the campus or site
Excludes the costs of external moves (see CA3).

The annual expenditure associated with the anticipated liability for dilapidation and reinstatement
at the end of the lease contract of the building. Recommended write off period: length of the
CC8 Reinstatement lease contract.
Includes the costs of reinstatement through a sinking fund, replacement fund, reserve fund or
depreciation fund imposed on a tenant by a landlord.

The annual expenditure of securing the building.

Includes the costs of access control systems, readers and passes, identity cards and badges,
CC9 Security CCTV, detectors, alarms, lighting and central control, fences, intruder detection systems and
loudspeakers, vehicular access control and road blocks as well as contractor costs and the full costs
of employment, special equipment, materials and other associated costs.

The annual expenditure on cleaning the building.

Includes the costs of cleaning desks, chairs and pedestals, floors, carpets and tiles, partitions,
internal walls and doors, suspended ceilings and lighting, IT equipment and telephones, WCs,
toilets and urinals, showers, pest control and window cleaning as well as contractor costs and the
CC10 Cleaning full costs of employment, special equipment, materials and other associated costs.
Distinguish between planned, unplanned (or reactive) and project-related expenditure.
This category may be further subdivided into sub-categories:
• CC101 Interior cleaning
• CC102 Exterior cleaning

19 Global Estate Measurement Code for Occupiers

Table 8 continued

Category Definition

The annual expenditure on waste disposal from the building.

Includes the costs of removing general waste, confidential waste, recycled waste, sanitary waste,
toxic waste and composted waste as well as contractor costs and the full costs of employment,
special equipment, materials and other associated costs.
This category may be subdivided into sub-categories:
CC11 Waste disposal • CC111 General waste disposal
• CC112 Toxic waste disposal (hazardous and radioactive)
• CC113 Confidential waste disposal
• CC114 Sanitary waste disposal
• CC115 Recycled waste disposal (plastic, metal, paper, glass, wood, cartridges, batteries)
• CC116 Composted waste disposal

The annual expenditure on floral planting and decoration within the building.
Includes the costs of watering, feeding and pruning of plants and flowers, provision of decoration
CC12 Internal plants for festivals such as Christmas, and cleaning and dusting of internal plants and decorations as
and decorations well as contractor costs and the full costs of employment, special equipment, materials and other
associated costs.
Excludes the cost of artwork and grounds maintenance (CC13)

The annual expenditure of grounds maintenance around the building.

Includes the costs of maintaining lawns, borders and window boxes, parking areas, roadways
and pavements, greenhouses, pavilions and garden stores, litter clearance and snow clearance as
well as contractor costs and the full costs of employment, special equipment, materials and other
CC13 Grounds maintenance associated costs.
This category may be subdivided into sub-categories:
• CC131 Hard landscaping
• CC132 Soft landscaping
• CC133 Litter and snow clearance

The annual expenditure on water supply and sewerage for the building.
Excludes the costs of filtered or bottled drinking water, fit out and improvement (see CB1)
and M&E repair and maintenance (see CC4) of water facilities.
CC14 Water and sewerage
This category may be subdivided into sub-categories:
• CC141 Water supply
• CC142 Sewerage

The annual expenditure on energy supply to the building.

Includes the costs of electricity, gas, fuel, district heating and all other energy, but excludes
the costs of fit out and improvement (see CB1) and M&E repair and maintenance (see CC4)
of energy facilities.
This category may be subdivided into sub-categories:
CC15 Energy • CC151 Electricity
• CC152 Fossil fuels (gases, liquids, solids)
• CC153 Renewable fuels
• CC154 Communal non-electrical
• CC155 Owned renewable electricity generation
• CC156 Owned renewable combustion fuels
• CC157 Owned renewable heating and cooling

Tenth Edition 20
3.5 Business support costs

This category includes the total costs of catering, • Business support costs should include the full direct
reception services, courier and external distribution cost of labour employed (including line managers)
services, post room and internal distribution services, as well as the costs of equipment, materials and
reprographics, disaster recovery, transport as well as external charges.
archiving and linen and laundry.
• All staff costs should be included, incorporating
• Annualised capital expenditure is calculated by employment and labour tax, pensions, allowances,
depreciating any capital costs over a straight line, annual bonuses, overtime, temporary staff fill-in,
without any allowance for financing costs. training, recruitment, travel, welfare, administrative,
equipment and other costs.

Table 9 Business support cost definitions

Category Definition

CD1 Not used

The annual expenditure on catering associated with the building.

Includes the costs of food, drinks and snacks, catering equipment and kitchen equipment, crockery
and cutlery, and subsidy and vouchers as well as contractor costs and the full costs of employment,
special equipment, materials and other associated costs.
Excludes the costs of fit out (see CB1), cleaning (see CC10) and energy (see CC15).
CD2 Catering
Catering revenue should be subtracted from catering expenditure.
This category may be subdivided into sub-categories:
• CD21 General catering costs for staff
• CD22 Vending machine costs for staff
• CD23 Meeting room hospitality for invited guests

The annual expenditure on reception services associated with the building.

Includes the costs of uniforms as well as contractor costs and the full costs of employment, special
CD3 Reception equipment, materials and other associated costs.
Excludes the costs of fit out costs (see CB1), furniture (see CB2), security (see CC9) and hardware
(see CF2).

The annual expenditure on courier and external distribution services associated with the building.
CD4 Courier and Includes contractor costs and the full costs of employment, special equipment, materials and other
external distribution associated costs
Excludes the costs of internal distribution (see CC5)

The annual expenditure on post room and internal distribution services associated with the building.
Includes the costs of distribution and collection of mail, opening and packaging mail, stamping,
recording and despatching mail as well as contractor costs and the full costs of employment, special
CD5 Post room and equipment, materials and other associated costs
internal distribution Excludes the costs of internal distribution (see CC4).
This category may be subdivided into sub-categories:
• CD51 Post room services
• CD52 Distribution services

21 Global Estate Measurement Code for Occupiers

Table 9 continued

Category Definition

The annual expenditure on reprographics associated with the building.

Includes printers and photocopiers as well contractor costs and the full costs of employment,
special equipment, materials and other associated costs
CD6 Reprographics
Excludes the costs of consumables such as paper and toner cartridges.
This category may be subdivided into sub-categories:
• CD61 Central reprographics
• CD62 Distributed reprographics

CD7 Not used

The annual expenditure on transport to and from the building.

Includes the costs of bus schemes and transport subsidy as well contractor costs and the full costs
CD8 Transport of employment, special equipment, materials and other associated costs
Excludes the costs of vehicles provided for the personal use of members of staff.

The annual expenditure on archiving associated with the building.

Includes archiving systems and retrieval systems as well as contractor costs and the full costs of
employment, special equipment, materials and other associated costs
CD9 Archiving Excludes the costs of storage cabinets (see CB2).
This category may be subdivided into sub-categories:
• CD91 On-site archiving
• CD92 Off-site archiving

The annual expenditure on the provision of linen and laundry services within the building.
CD 10 Linen and laundry Includes all labour and materials, fees, uniforms, equipment maintenance and renewal and
transport.

3.6 Property
management costs
This category includes the total costs of real estate managers) as well as the costs of equipment, materials
management, facilities management, project and external charges as well as any audit, certificates
management as well as other management. and other accreditation costs.
• Annualised capital expenditure is calculated by • All staff costs should be included, incorporating
depreciating any capital costs over a straight line, employment and labour tax, pensions, allowances,
without any allowance for financing costs. annual bonuses, overtime, temporary staff fill-in,
training, recruitment, travel, welfare, administrative,
• Property management costs should include the
equipment and other costs.
full direct cost of labour employed (including line

Tenth Edition 22
Table 10 Property management cost definitions

Category Definition

The annual expenditure on real estate management of activities associated with property occupation.
Includes the costs of strategic planning and reporting, valuations, acquisition and disposal
fees, contract negotiations and real estate charges as well contractor costs and the full costs of
employment, special equipment, materials and other associated costs
CE1 Real estate management Excludes the costs of facilities management (see CE2), project management (see CE3) and other
management (see CE4).
This category may be subdivided into sub-categories:
• CE11 In-house real estate management
• CE12 Outsourced real estate management

The annual expenditure on day to day facilities management of all activities associated with
adaptation and equipment (see CB), building operation (see CC) and business support (see CD).
The annual cost of day to day facilities management of all activities under categories CB Adaptation
and Equipment, CC Building Operation and CD Business Support with the exception of project
management costs (CE3) and other management costs (CE4).
Includes the costs of workplace management, design and layout, space planning, FM policies and
CE2 Facilities management strategies, health and safety, helpdesk, concierge services, condition surveys as well as contractor
costs and the full costs of employment, special equipment, materials and other associated costs
Excludes the costs of real estate management (see CE1), project management (see CE3) and other
management (see CE4).
This category may be subdivided into sub-categories:
• CE21 In-house facilities management
• CE22 Outsourced facilities management

The annual expenditure on intended project management of all activities associated with adaptation
and equipment (see CB), building operation (see CC) and business support (see CD).
Includes the costs of project management as well as contractor costs and the full costs of
employment, special equipment, materials and other associated costs
CE3 Project management Excludes the costs of real estate management (see CE1), facilities management (see CE2) and other
management (see CE4).
This category may be subdivided into sub-categories:
• CE31 In-house project management
• CE32 Outsourced project management

The annual cost of environmental management, information management and quality management
associated with the building but which cannot be associated with CE1, CE2 or CE3.
Includes the costs of environmental management, information management, system maintenance
and quality management as well as contractor costs and the full costs of employment, special
equipment, materials and other associated costs
CE4 Other management Excludes the costs of real estate management (see CE1), facilities management (see CE2) and
project management (see CE3).
This category may be subdivided into sub-categories:
• CE41 Environmental management
• CE42 Information management
• CE43 Quality management

23 Global Estate Measurement Code for Occupiers

3.7 Information technology costs

Information technology costs includes the total costs of All staff costs should be included, incorporating
infrastructure, hardware, software as well as support to employment and labour tax, pensions, allowances,
include the full direct cost of labour employed (including annual bonuses, overtime, temporary staff fill-in,
line managers) as well as the costs of equipment, training, recruitment, travel, welfare, administrative,
materials and external charges. equipment and other costs.

Table 11 Information technology cost definitions

Category Definition

The annualised capital expenditure of infrastructure associated with information and

communication technology in the building.
Includes the costs of hardwired cables and wires as well as wireless components and the annual
costs of periodic usage and service charges
CF1 Infrastructure
Excludes communication costs
May be subdivided into sub-categories:
• CF11 External infrastructure
• CF12 Internal infrastructure

The annualised capital expenditure of hardware associated with information and communication
technology in the building.
Includes the costs of desktop phones, mobile phones, blackberries, MDAs as well as PCs, laptops
CF2 Hardware and and both on-site and off-site servers and the annual periodic usage and service charges.
communication costs May be subdivided into sub-categories:
• CF21 Telecommunications
• CF22 Computers
• CF23 Video conferencing

The annual operating expenditure on software associated with information and communication
technology.
Includes the costs of operating systems and user software, but excludes alarm software (see CC9)
CF3 Software and property management software (see CE1, CE2 or CE3).
May be subdivided into sub-categories:
• CF31 Operating systems
• CF32 User software

The annual operating expenditure on management of all activities associated with infrastructure
(see CF1), hardware (see CF1) and software (see CF3).
Includes contractor costs and the full costs of employment, special equipment, materials and other
CF4 Support associated costs.
May be subdivided into sub-categories:
• CF41 Internal support staff
• CF42 Outsourced support staff

Tenth Edition 24
4 Space 4.1 Principles

To compare space use consistently at a global level

there is an urgent need for an international space
measurement standard. However, most countries have
their own space measurement standard. Consequently
Net Floorarea in mainland Europe is significantly different
from Plannable Area in the United States or Net Internal
Area in the United Kingdom.
Occupiers should always keep a record of the space in
local national conventions, since otherwise there would
be no way of relating rent and space planning to the
local market. However, if international organisations are
to understand how real space use varies from country to
country, they should want to define space consistently
with a global corporate standard.
By providing the right amount of granularity, our
framework can be applied to normalise space
measurements between countries. We hope that the
International Property Measurement Coalition (see
Section 1.3) will create a global unifying framework
for measuring floorareas.
The space measurement framework set out in
Figure 5 allows for full reconciliation between space
measures defined by various national space
measurement standards. This reconciliation would
be done by adding or deleting one or more of the
space components defined.

25 Global Estate Measurement Code for Occupiers

 4.2 Conceptual framework

For example, a UK-based occupier organisation can The primary space components of space for international
convert Net Floorarea (NEN) associated to their Dutch comparison and performance analysis are shown in
headquarter office to Net Internal Area (RICS) by Figure 52. The most important elements are shown in
subtracting Vertical Circulation (stairwells, lift wells the vertical boxes.
and escalators), Plant Area (lift rooms, plant rooms and
vertical penetrations) as well as Horizontal Circulation F igure 5 Conceptual framework for measuring
(primary circulation areas and other circulation areas). floorareas in office buildings
Given the changing nature of work, it will become
more and more difficult – and inappropriate – to assign SA SB SC SD SE
users to buildings, particularly offices. In this context,

Work floorarea
Enclosed work floorarea SE3
it will be helpful to develop indicators showing the
Semi-open work floorarea SE2
extent to which buildings are used to capacity. Hotels,

Occupied usable floorarea

for example, are often measured with respect to the Open work floorarea SE1
% of bedroom capacity that is utilised. There are also Specialist support SD4
indicators used in some sectors where the following
Local support SD3
can be determined:
Central support SD2
• Frequency rate: the % of a typical working week
Horizontal circulation SD1
Usable floorarea

where space is occupied to any extent

Vacant area SC3
• Occupancy rate: the % of the overall capacity
of the space used on average when occupied Shared support SC2
Internal floorarea

SC1

• Utilisation rate: the proportion of all the available Sublet area

capacity that is used within a typical working week Hygiene area SB3
(this is the same as frequency rate times the Plant area SB2
occupancy rate)

Vertical circulation SB1

Total floorarea

There are also legal limits that apply in many countries

SA3

Unusable area
of the number of building users that can be allowed to
satisfy fire and safety and similar regulations. The capacity Internal structure SA2
indicated varies considerably from country to country. External structure SA1

Allowing for full reconciliation, we strongly recommend

using the space components identified in this space
measurement matrix to define poly-lines in CAD/CAFM
systems. For more information on reconciliation between
national standards and the GEMCode, please contact
IPD Occupiers.

2
Please note that we deliberately omitted the following space components from our conceptual framework as they can significantly skew building space ratios:
• Greenhouses, garden stores, fuel stores and the like
• Open vehicle parking areas, garages and loading bays
• External open-sided balconies and uncovered roof terraces

Tenth Edition 26
4.3 Major space elements

Table 12 below shows the major space elements Rentable floorarea should be recorded for all types of
of offices; for other building types, please contact property in all markets. Rentable floorarea is the amount
IPD Occupiers. of space deemed to be rented in the context of the local
market using national market measurement standards.
Table 12 Major space elements

Data item Definition

Total floorarea is the floorarea measured to the external surface of the building façade and all
SA – Total floorarea structural elements.

External structure is the total floorarea taken up by the perimeter walls of the building – including
SA1 External structure the façade and the external structural elements.

Internal structure is the total floorarea taken up by the internal structure of the building – including
SA2 Internal structure structural walls and columns. The structure should not include demountable partitions.

Unusable area is the total floorarea taken up by spaces which cannot reasonably be used for any
SA3 Unusable area purpose or function.

SB – Internal floorarea The floorarea measured to the internal surface of the building façade and all structural elements

SB1 Vertical circulation Internal floorarea taken up for vertical circulation – including stairwells, lift wells and escalators

Internal floorarea taken up by technical installations – including lift rooms and plant rooms as well
SB2 Plant area as vertical ducts and pipes

Internal floorarea taken up by all hygiene amenities – including toilets, cleaners’ rooms and
SB3 Hygiene area shower facilities

The floorarea corresponding to the support of all organisational processes.

Includes Primary circulation areas, other circulation areas, social and catering areas, central meeting
spaces, central resource areas, break and pantry areas, local meeting spaces, local resource areas,
open offices, touch downs, cubicles, team spaces, work lounges, private offices, shared offices,
SC – Total usable floorarea team rooms, study booths
Excludes Perimeter and party walls, external columns and piers, structural walls and partitions, internal
columns and piers, voids, atriums and cavities, other areas rendered unusable, stairwells, lift wells,
escalators, lift rooms, plant rooms, vertical penetrations, toilets, cleaners’ rooms, shower facilities

That part of the usable floorarea that is currently sublet to another organisation and is therefore not
SC1 – Sublet floorarea occupied or held vacant by the occupier

Support space that is shared and predominantly used by users from other buildings on a site with
multiple buildings. This category may feature:
• SC211 Site reception areas and waiting areas
• SC212 Site restaurants and cafeterias
• SC213 Site health facilities and social amenities including crèches
SC2 – Shared support • SC221 Site auditoriums
(for buildings on sites with • SC222 Site conference suites
• SC 223 Site seminar rooms
multiple buildings only) • SC231 Site storage and archiving
• SC 232 Site mailrooms and reprographics
• SC 233 Site IT and communications rooms
• SC24 Other shared support spaces
Support space that serves only one building is classed as central support (CD2).

27 Global Estate Measurement Code for Occupiers

Table 12 continued

Data item Definition

SC3 – Vacant floorarea That part of the usable floorarea that is currently vacant, that is not occupied or sublet.

The usable floorarea currently occupied by the organisation to include all horizontal circulation,
SD – Occupied usable central support space, local support space and specialist support space as well as all usable floorarea
floorarea
Excludes Sublet or vacant space in the building

Horizontal circulation is the usable floorarea taken up for horizontal circulation.

SD1 – Horizontal circulation
Includes Primary circulation areas as well as fire corridors and escape routes

The usable floorarea used to for the benefit of most business unites occupying the property
Includes Reception and waiting areas, restaurants and cafeterias (including kitchens), social and
SD2 – Central support religious amenities, central meeting spaces, central resource areas (filing and storage, print and
copy, mailboxes, locker areas, libraries), health facilities (for leisure and relaxation purposes).
Excludes Any areas identified as shared or specialist support.

Local support is the usable floorarea taken up by all support spaces shared by occupiers from one
department or floor level.
Includes Break areas, pantry areas, smoking rooms, informal seating areas, local meeting
SD3 – Local support spaces, local resource areas (filing and storage, print and copy, mailboxes, locker areas, libraries),
social hubs
Excludes Any areas identified as shared or specialist support. Meeting spaces that are included on
central booking systems.

Support space that is of a specialist nature that would not normally be found in an ordinary office,
such as:
SD4 – Specialist support • Photographic studios
• Local laboratories and lab based training space
• Show rooms
• Large-scale medical centre
• Other specific Specialist Support space

The occupied usable work floorarea directly allocated to workstations, whether open, semi-open
SE – Usable work floorarea or enclosed

Work floorarea taken up by workstations suitable for activities with high communication and/or
SE1 – Open work floorarea little concentration.
Includes Open offices, touch downs, quiet zone workstations

Work floorarea taken up by workstations suitable for activities with medium communication and/or
SE2 – Semi-open work floorarea medium concentration.
Includes Cubicles, team spaces, work lounges, booths

Work floorarea taken up by workstations suitable for activities with low communication and/or high
concentration.
SE3 – Enclosed work floorarea
Includes Private offices, shared offices, team rooms, collaboration rooms, study booths, quiet
booths, focus rooms

Tenth Edition 28
4.4 Treatment of office space

The application of Table 12 to offices is shown

in Figure 6 through Figure 9 for total floorarea,
internal floorarea, occupied usable floorarea and
work floorarea respectively.

Figure 6 Total floorarea

SA Total floorarea
Total floorarea is the floorarea
measured to the external surface of
the building façade and all structural
elements. Includes: perimeter and
party walls, external columns and
piers, structural walls and partitions,
internal columns and piers, voids,
atriums and cavities, and other areas
rendered unusable as well as all
internal floorarea.

SA1 External structure – not shown

SA2 Internal structure

Internal structure is the total floorarea
taken up by the internal structure of
the building – including structural
walls and columns.

SA3 Unusable area

Unusable area is the total floorarea
taken up by spaces which cannot
reasonably be used for any purpose
or function.

29 Global Estate Measurement Code for Occupiers

Figure 7 Internal floorarea

SB Internal floorarea
SB Internal floorarea is the floorarea
measured to the internal surface of
the building façade and all structural
elements. Internal floorarea is the
total floorarea excluding external
structure, internal structure and
unusable area.

SB1 Vertical circulation

SB1 Vertical circulation is the internal
floorarea taken up for vertical
circulation – including stairwells,
lift wells and escalators.

SB2 Plant area

Plant area is the internal floorarea
taken up by technical installations –
including lift rooms and plant rooms
as well as vertical ducts and pipes.

SB3 Hygiene area

Hygiene area is the internal
floorarea taken up by all amenities –
including toilets, cleaners’ rooms
and shower facilities.

Tenth Edition 30
Figure 8 Occupied usable floorarea

SD Occupied usable floorarea

Usable floorarea is the internal
floorarea excluding vertical circulation,
plant area and hygiene area

SD1 Horizontal circulation

Horizontal circulation is the usable
floorarea taken up for horizontal
circulation – including primary
circulation areas as well as fire
corridors and escape routes.

SD2 Central support

Central support is the usable
floorarea taken up by all support
spaces shared by all occupiers –
including social and catering areas
as well as central meeting spaces
and resource areas such as filing and
storage, print and copy, mailboxes,
locker areas, libraries.

SD3 Local support

Local support is the usable floorarea
taken up by all support spaces shared
by occupiers from one department
or floor level – including break and
pantry areas as well as local meeting
spaces and resource areas, such as
filing and storage, print and copy,
mailboxes, locker areas, libraries.

SD4 Specialist support – not shown

31 Global Estate Measurement Code for Occupiers

Figure 9 Work floorarea

SE Work floorarea
The usable floorarea excluding
vertical circulation, central support
and local support. Work floorarea
is the floorarea corresponding to
the support of all individual work
processes and specifically includes all
open work floorarea, semi-open work
floorarea and enclosed work floorarea
(see below).

SE1 Open work floorarea

Open workstations cover the work
floorarea taken up by workstations
suitable for activities with high
communication and/or little
concentration – such as open offices
and touch downs.

SE2 Semi-open work floorarea

Semi-open work area covers the area
taken up by workstations suitable for
activities with medium communication
and/ or medium concentration –
such as cubicles, team spaces and
work lounges.

SE3 Enclosed work floorarea

Enclosed work area covers the
work floorarea taken up by
workstations suitable for activities
with low communication and/or
high concentration – such as private
offices, shared offices, team rooms
and study booths.

Tenth Edition 32
4.5 Comparing seating
supply with demand
In future, there will be many more ways of linking
the supply of property in terms of the capacity of the
building with the amount it is used. Analysis will be
developed to reflect these changing needs. A variety
of ratios are interesting here but perhaps the most
important are:
1. Total FTE building users/total building spaces
2. FTE employees per workstation
3. Building user hours as % of total building user
hour capacity during standard working hours
over a working year3

Figure 10 Use versus capacity

Workstations
Employees Touchdown
spaces
Contractors
Meeting
spaces
Visitors Social and
catering space
s
Use
Capacity

3 The building user hour capacity should be the total building spaces multiplied by the standard operating hours in a working year: for example, 100 building
spaces multiplied by 250 working days multiplied by 10 working hours per working day = 100 X 250 X 10 = 250,000 building user hour capacity in a year.

33 Global Estate Measurement Code for Occupiers

Table 13 and Table 14 show definitions for building
capacity and building user indicators.

Table 13 Building capacity indicators

Building capacity Definition

A workstation must have the capacity to act as a satisfactory place of work for one employee,
contractor or visitor for an entire day. This will include seating, sufficient desk space and network
Workstations connectivity. Workstations may not be allocated to users at all times. Include hot desks and
workstations that are currently unused.

The number of touch-down and similar spaces that are used for short periods of time by employees,
Touch-down spaces contractors and visitors. Such spaces are normally smaller that workstations but will normally have
connectivity.

The total number of regular seats in formal and informal meeting rooms and areas. Exclude spaces
Meeting spaces in social and catering areas.

Social and catering spaces The total number of spaces in social, catering, pantry and similar spaces within a building.

Total building spaces The sum of the workstations, touch-down spaces, meeting spaces and social and catering spaces.

Table 14 Building user indicators

Building users Definition

In the absence of a more accurate basis of measurement, full-time equivalents should be calculated
on the following basis:
• Personnel working > 32 hours per week on a regular basis = 1.0 FTE
• Personnel working 25- 32 hours per week on a regular basis = 0.8 FTE
Full-time equivalent • Personnel working 17-24 hours per week on a regular basis = 0.6 FTE
building population • Personnel working 9-16 hours per week on a regular basis = 0.4 FTE
• Personnel working 8 hours or less per week on a regular basis = 0.2 FTE
More accurate means of measuring full-time equivalents includes computer log-ins, HR records,
sensors on seats and swipe cards (door entry systems).

The typical number of FTE employees of the organisation which are based at the building. Exclude
Employees FTE support and ancillary staff, such as cleaners, reception, security, post room and reprographics staff,
who do not require a workstation within the Work Floorarea. Also collect headcount, if appropriate.

The typical number of FTE contractors to the business, which are based at the building. Exclude
Contractors FTE support and ancillary staff, such as cleaners, reception, security, post room and reprographics staff,
who do not require a workstation within the Work Floorarea. Also collect headcount, if appropriate.

Visitors The total number of visitors to the business at the building in a calendar year. Also collect the typical
and maximum number of visitors entering the building on any given working day. Count each
separate visit made by each person.

Building users The total number of people entering the building in a year. Count each separate visit made by
each person.

Building user hours The total number of people entering the building in a year (see Building Users) multiplied by the
average stay per building user.

Service user population Patients, students, residents and other users that receive a service in the building in a working year.
The service users will be defined by the occupying organisation.

Tenth Edition 34
5 Quality 5.1 Principles and approach

Over recent years many organisations have focussed on

the efficiency of their real estate. However, increasing
productivity can create a higher impact on the bottom
line than aggressive cost-cutting. Our methodology is
to create consistent measurement of various elements
of the workplace on user satisfaction as a proxy for the
contribution of the workplace towards overall productivity.
The framework for quality assessment is slightly different
to efficiency or environmental sustainability. This is partly
because few end-user organisations have consistently
collected performance information in this area but
mainly because quality assessments are inevitably based
on qualitative rather than quantitative measurement.

35 Global Estate Measurement Code for Occupiers

Figure 11 Quality performance framework

Quality

Effectiveness Fitness

Supporting Working Work Space and Furniture and Condition Suitability

Facilities
business need environment activities location equipment score score

Some businesses might feel that because much of this This approach allows businesses to use the quality
assessment is qualitative the approach is too subjective assessment to create a balanced scorecard of
to analyse consistently across the portfolio. But to performance for each building alongside the efficiency
ignore these topics would be to ignore the contribution and environmental analysis or as a stand-alone tool.
the building makes to the business and we therefore The approach can be used to monitor the effect of
strongly recommend considering this important kind efficiency improvements in the building or workplace
of assessment. on user productivity.
The main emphasis of the recommended approach to There is more than one way to collect this data. For this
collecting data on quality is to identify from users their reason, we do not go into the same level of detail as
perception of the quality of various elements in the for other parts of the performance framework. The key
workplace relative to their view of the importance of concept is that the assessment of effectiveness needs
those elements. This user view has to be collected by explicitly to be an integral part of the performance
survey (see below). matrix set out in Figure 1 on page 3.
The performance framework also includes a fitness We recommend that professional real estate/facilities
score. This allows for the traditional building managers should make an assessment of condition and
management concerns related to condition and also an suitability. There may be an issue of the honesty of the
asset management view of building suitability. When ratings work being carried out by people who might
assessing building fitness, it is important to remember be said to have a vested interest in the results. Our
that the aim is to understand the ability of a building to view is that it is better to have this data presented in an
meet business need. Condition and suitability scores will organised, consistent way than not to have it at all. If the
depend to some extent on the building type and use. budget permits, it is good practice to collect much of this
data via independent experts.

Tenth Edition 36
 5.2 Effectiveness

One of the main features of the IPD effectiveness rating

is to compare the satisfaction of building users with their
assessment of the importance of a number of elements
of the workplace. Such comparison focuses attention
on the most effective use of resources for provision
of a productive workplace. The approach allows the
management function to identify:
1. Areas of under-delivery
2. Areas of possible over-provision
3. Areas where provision is in line with expressed needs.
Possible alternatives to a user survey are to interview
business unit managers or for a technical review by the
property management team. However, the user survey
provides the most objective tool to gauge building user
opinion and is relatively cheap and quick to collect with
a short web-based survey.
The overall effectiveness assessment might look like this.
The six main subject areas are shown in sections with an
average score shown for importance and satisfaction for
each of the component factors.

37 Global Estate Measurement Code for Occupiers

Figure 12 Framework for assessing user satisfaction

Framework model Comments

How well does the workplace support the needs
Supporting business needs of the business in the following ways: promoting
IMPORTANCE SATISFACTION the company brand; giving employees pride;
Brand 47% 63% over delivery encouraging a sense of community at work;
providing somewhere enjoyable and productive to
Pride 63% 61% delivery in line with importance
work? How important do building users consider
Community 77% 78% delivery in line with importance each of these aspects to be in order to deliver
Well being 42% 69% over delivery their best?
Productive 12% 60% over delivery

How satisfied are building users with each of the

Working environment following aspects of the working environment in
IMPORTANCE SATISFACTION order to maximise workplace productivity: quality
Light quality 43% 23% under delivery of light; air quality; indoor temperature; noise
disturbance and the ability for building users to
Air quality 50% 53% delivery in line with importance
personalise their local space? How important do
Temperature 43% 19% under delivery building users consider each of these aspects to be
Noise disturbance 73% 53% under delivery in order to deliver their best?
Personalisation of local space 63% 47% under delivery

To what extent does the workplace support each

Work activities of the following ways of working? Is each of these
IMPORTANCE SATISFACTION ways of working equally important or are some of
Individual work 53% 30% under delivery these ways of working more important than others
in the context of the roles of each building user?
Group work 70% 43% under delivery
Private work 60% 17% under delivery
Creative work 56% 48% delivery in line with importance

Repetitive work 12% 64% over delivery

Downtime & social interaction 51% 26% under delivery

Tenth Edition 38
Figure 12 continued

Framework model Comments

How do building users feel about the following
Space and location
physical aspects of the office: design; location
IMPORTANCE SATISFACTION and access; workspace; meeting spaces; breakout
Design and layout 30% 77% over delivery spaces; layout; hygiene areas (toilets, showers,
Location and access 40% 75% over delivery washrooms etc.); health and social amenities;
reception and waiting areas; focus rooms and other
Reception & waiting areas 13% 72% over delivery
support spaces? How important do building users
Workspace 60% 58% delivery in line with importance consider each of these aspects to be in order to
Meeting space 28% 68% over delivery deliver their best?
Breakout spaces 40% 80% over delivery
Hygiene areas 48% 80% over delivery
Health and social amenities 46% 80% over delivery
Focus rooms 46% 80% over delivery
Other support space 32% 80% over delivery

How satisfied are building users with the delivery

Facilities
of facilities management services: catering and
IMPORTANCE SATISFACTION vending; cleaning; waste disposal; repairs; reception
Catering and vending 40% 74% over delivery and security services; internal signage; booking
Cleaning 47% 77% over delivery
systems; health and safety provisions; post and
mail? How important is each of these services in
Waste disposal 66% 61% delivery in line with importance
order to deliver a good job and are resources being
Condition and repairs 78% 21% under delivery allocated appropriately?
Post and mail 46% 64% over delivery
Reception 66% 61% delivery in line with importance
Booking systems 69% 37% under delivery
Security 57% 67% delivery in line with importance
Internal signage 19% 34% over delivery
Health and safety provisions 39% 45% delivery in line with importance

How fit for purpose is each of the items of furniture

Furniture and equipment and equipment above i.e. computer hardware;
IMPORTANCE SATISFACTION computer software; reprographics; communication
Computer hardware 23% 45% over delivery tools; desk and chair?
Computer software 20% 38% over delivery
Reprographics 42% 45% delivery in line with importance
Communication tools 67% 62% delivery in line with importance
Desk 42% 36% delivery in line with importance
Chair 56% 26% under delivery
Personal storage 49% 33% under delivery

The results from this exercise are summarised in Figure • estimate the overall productivity from the user’s point
13 and Figure 14 to: of view
• ensure that resources are allocated properly
• identify areas where overall satisfaction could be
significantly improved

39 Global Estate Measurement Code for Occupiers

Figure 13 Comparing importance and satisfaction

IMPORTANCE SATISFACTION
Supporting business needs 45% 63% over delivery
Working environment 63% 18% under delivery
Work activities 70% 45% under delivery
Space and location 42% 69% over delivery
Facilities 43% 57% over delivery
Furniture and equipment 23% 44% over delivery

Figure 14 Decision-oriented matrix

High Satisfaction

Low Satisfaction

Low Importance High Importance

Where businesses do not wish to survey their staff

on buildings every year and prefer to do this more
occasionally, there is normally an opportunity to include
a single question within an employee survey.
The single question we would most like to ask is:
How satisfied are you that your physical workplace
enables you to do your job productively?

Tenth Edition 40
5.3 Fitness

5.3.1 Condition score

The aim is to be able to determine the grading of each The condition assessment should track the proportion
building in the portfolio. The grading will refer to the of the portfolio which is at Grade A or B. Reasons for
part of the building with the majority of rental value. grading at C or D should be noted. This assessment is
not a direct substitute for a building survey.
Table 15 Condition codes

Condition grade Comments/definition

Features one or more of the following:

• Typically built within the last five years, or may have undergone a major refurbishment within
this period
Condition A – • Maintained/serviced to ensure fabric and building services replicate conditions at installation
As new condition
• No structural, building envelope, building services or statutory compliance issues apparent
• No impacts upon operation of the building.
• Maintenance backlog / building replacement value likely to be <5%

Typically features one or more of the following:

• Maintenance will have been carried out
Condition B –
Sound, operationally safe • Minor deterioration to internal / external finishes
and exhibiting only minor • Few structural, building envelope, building services or statutory compliance issues apparent
deterioration • Likely to have minor impacts upon the operation of the building.
• Maintenance backlog / building replacement value likely to be in 5-10% range

Typically features one or more of the following:

• Requiring replacement of building elements or services elements in the short to medium-term

Condition C – Operational, • Several structural, building envelope, building services or statutory compliance issues apparent,
but major repair or or one particularly significant issue apparent
replacement needed in • Often including identified problems with building envelope (windows/roof etc.), building services
the next 3/5 years (boilers/chillers etc)
• Likely to have major impacts upon the operation of the building, but still allow it to be operable.
• Maintenance backlog / building replacement value likely to be in 10-50% range

Typically features one or more of the following:

• Building is inoperable, or likely to become inoperable, due to statutory compliance issues
Condition D – Inoperable/ or condition representing a health and safety risk or breach

serious risk of major failure • May be structural, building envelope, or building services problems coupled with compliance issues
or breakdown • The conditions are expected to curtail operations within the building (exclude very minor items
which can be rectified easily).
• Maintenance backlog / building replacement value probably >50%

Adapted from RICS definitions of condition

41 Global Estate Measurement Code for Occupiers

5.3.2 Suitability score
Suitability is an important element of the performance Score 8 – 10 Green – Highly suitable
assessment. The Suitability score tests how appropriate
Score 5 – 7 Amber/green – Suitable
a building in its current use is to the occupier’s business
needs. As with the effectiveness rating, there are many Score 2 – 4 Amber/red – Limited suitability
ways to assess suitability. Score 0 – 1 Red – Unsuitable
Occupiers would normally wish to create a scoring The example end-user weights all the factors evenly
system that mirrors their own priorities, which is (a weighting can be given to each of these factors,
acceptable since suitability of a building in the portfolio if desired) and regularly reviews each building in the
would not normally be compared with the suitability portfolio every year. Its assessment for a building
in any other. Carrying out this assessment is especially might be represented in Table 16. It is often useful to
useful with very large global estates where no one can compare each of the factors across all the buildings
be expected to know each building well. in the portfolio.
In these circumstances the factors are scored out of 10,
where 10 represents complete suitability and 0
represents complete unsuitability. Grades are awarded
for individual categories (and for the building as a whole)
as follows:

Table 16 Key business data definitions

Factor Scoring out of 10 or 100 Grading

Accessibility 6/10 Amber-green

Brand 4/10 Amber-red

Flexibility 2/10 Amber-red

Layout 5/10 Amber-green

Lease length 10/10 Green

Location 2/10 Amber-red

Security 7/10 Amber-green

Size 1/10 Red

Specification 8/10 Green

Tenure 8/10 Green

Total suitability score 115.3/100 Amber-green

Tenth Edition 42
6 Environmental sustainability 6.1 Principles and approach

Corporate and residential property is responsible for

about 40% of global greenhouse gas emissions (such as
carbon dioxide) through heating, lighting and servicing
of buildings. As such they are one of the most significant
contributors to climate change. (Although buildings
have a large amount of embedded carbon from the
construction and installation processes, these are not
currently taken into account in the current performance
measurement framework.)
Environmental performance should be assessed for the
whole portfolio, with performance analysis produced
down to building level. Only by collecting information at
building level can totals be estimated accurately.
Analysis should allow for individual countries to be
clearly identified, not least to satisfy the increasing levels
of compliance and other governance issues usually
operated at national level.
Performance indicators should be capable of being
tracked over time. This means that the many labels
available in the market to signify environmental
sustainability such as LEED ‘Platinum’, GreenStar ‘Six
Star’ and BREEAM ‘Outstanding’, although highly
valuable, should run alongside a determined effort to see
reductions in environmental damage from buildings each
and every year. That means collecting numbers.
The production of an energy performance figure per m2
can be essential to understand the differences between
one building and another. Analysis per m2 is the basis for
many standards introduced by national governments,
and UNEP’s Common Carbon Metrics. However, some
caution needs to be exercised in using these per m2
metrics, for example when:

43 Global Estate Measurement Code for Occupiers

 6.2 Consumption and impact

• Higher energy/m2 involves a reduction in the total GEMCode distinguishes between consumption and
energy consumed, where the total floorarea has impact in relation to the environmental assessment,
declined by more than the energy/m2 increases. as shown in Figure 16.
• Percentage indicators for waste recycling or renewable
Figure 16 Environmental performance matrix
energy rise at the same time as the total environmental
damage of the portfolio is increasing.
Higher energy costs/m2 may well be the result of high
procurement costs per unit of energy – IPD regularly
finds that the unit costs of energy in terms of $/m2 Environment
vary by a factor of two or more between one building
and another.
Figure 15 shows this issue graphically.

Figure 15 High procurement costs may be the problem Consumption Impact

Cost per m2
Total energy

Total waste
Total water

Unrecycled

Unrecycled
50% > expected

Total CO2

waste
water
The consumption figure aims to collect the total kWh
of energy, the total m3 of water and the total tonnes of
Unit cost of Units kWh per m2 waste, breaking these down as appropriate. These can
energy twice 24% less than
expected expected be converted into ratios, such as kWh/FTE or m3 water/
m2. By contrast the impact data seeks to identify the
most harmful elements of the consumption. The
difference between consumption and impact is often
to do with recycling.
We advise business occupiers to monitor their
environmental impacts in the same way as their financial
budgets. We therefore refer to environmental ‘budgets’,
which represent the total carbon, energy, waste or water
produced by the organisation through its buildings.

Tenth Edition 44
Table 17 Example environmental ratios for consumption and impact

Factor Consumption Impact

• Year on year change in total kWh (%) • Year on year change in CO2 (%)
Energy • Total kWh/m or FTE
2
• CO2/m2 or FTE
• Change in total kWh/m or FTE
2
• Change in CO2/m2 or FTE (%)

• Year on year change in total water (%) • Year on year change in sourced water (%)
Water • Water m3/m2 or FTE • Sourced water m3/m2 or FTE
• Change in water m /m or FTE (%)
3 2
• Change in sourced water m3/m2 or FTE (%)

• Year on year change in unrecycled waste –

• Year on year change in total waste – tonnes (%) tonnes (%)
Waste • Total waste – tonnes /m2 or FTE • Total unrecycled waste – tonnes /m2 or FTE
• Change in total waste – tonnes /m2 or FTE(%) • Change in total tonnes of unrecycled waste /
m2 or FTE (%)

45 Global Estate Measurement Code for Occupiers

6.3 Energy and carbon measures

The GEMCode distinguishes between conventional These broad energy types have different thermodynamic
‘imported energy’ (energy that is supplied to a building values and need to be recorded and analysed separately.
or site from an external source) and owned renewable We recognise that occupiers may export energy to
energy, typically generated on-site. Moreover, data items nearby sites. Appropriate adjustments to energy figures
are grouped by broad energy type (e.g. electricity, fossil may be required in these circumstances.
fuels, and renewable fuels).

Table 18 Core energy data

Category Definition

The total annual imported electricity (kWh) used to provide electrical services to a building.
EA1 Electricity
Includes the sum of EA11, EA12 and EA13

The annual electricity (kWh), as metered, to a building supplied by the mains supply.
Includes all mains electricity supplied to the building
EA11 Mains electricity
Excludes electricity provided by on-site renewable generation, communal electricity, owned off-site
facility electricity.

The annual electricity (kWh), as metered, to a building supplied by communal power sources.
Includes all electricity supplied by communal schemes, for example a community Combined Heat
EA12 Communal electricity and Power scheme or community wind turbine
Excludes all mains supplied electricity (EA11), owned off-site facility generated electricity (EA13)

The annual electricity (kWh), as metered, to a building supplied by the organisation’s, or building
owner’s, own off-site electricity supply.
EA13 Owned off-site facility Includes all electricity supplied to the building as a result of direct investment in an off-site supply
by the building owner or occupier. For example, off site wind turbines.
Excludes all mains supplied electricity (EA11), communal electricity (EA12)

The annual energy equivalent (kWh) to a building supplied by fossil fuels (as detailed in EA21
to EA23 below)
Where possible, provide data on the specific fuel type set out below. See Section 7.6 for advice
EA2 Fossil fuels on converting fuel use from mass or volume to kilowatt hours.
Includes the sum total of EA21 to EA25 below
Excludes other imported energy sources listed under categories EA1, EA3 and EA4

The annual gas from fossil fuel sources (kWh equivalent), as metered, used to provide space and
water heating and associated functions to a building.
Excludes biogases (EA31)
For the purposes of accurate calculation of carbon emissions, the recording of gas fuels by specific
EA21 Gases type is recommended:
1. Natural Gas
2. Liquid Petroleum Gas (LPG)
3. Coal gas
4. Compressed Natural Gas (CNG)
5. Other (add as appropriate)

Tenth Edition 46
Table 18 Core energy data continued

Category Definition

The annual liquid fossil fuel (kWh equivalent), as metered, used to provide space and water heating
and associated functions to a building.
Excludes renewable liquid fuels (EA32)
For the purposes of accurate calculation of carbon emissions, the recording of liquid fuels by specific
EA22 Liquids type is recommended:
1. Oil
2. Ethanol
3. Diesel
4. Gasoline
5. Other (add as appropriate)

The annual energy equivalent (kWh) of solid fossil fuel use.

Excludes renewable solid fuel (EA33)
For the purposes of accurate calculation of carbon emissions, the recording of solid fuels by specific
type is recommended:
EA23 Solids 1. Coal
2. Anthracite
3. Lignite
4. Bitumen
5. Other (add as appropriate)

The annual energy equivalent (kWh) of imported renewable fuels.

Includes the sum total of EA31, EA32 and EA33 below
EA3 Renewable fuels
Excludes other imported fuels listed under categories EA1, EA2 and EA4
Note: See EA8 for advice on reporting carbon emissions for fuels under EA3.

The annual energy equivalent (kWh) of renewable gases.

Excludes non-renewable fossil fuel gases (EA21)
Note: Biogas is a mixture of gases, principally methane and carbon dioxide, produced from the
anaerobic breakdown of organic material, e.g. from landfill or in sewage digesters. Methane is
a potent greenhouse gas, 21 times more so than carbon dioxide over 100 years; and even more
potent in the short term
EA31 Gases For the purposes of accurate calculation of carbon emissions, the recording of renewable gas fuels
by specific type is recommended:
1. Biogas
2. Biomethane (landfill gas)
3. Bioethanol
4. BioETBE
5. Other (add as appropriate)

The annual energy equivalent (kWh) of renewable liquid fuels.

Excludes non-renewable liquid fossil fuels (EA22)
For the purposes of accurate calculation of carbon emissions, the recording of renewable liquid
fuels by specific type is recommended:
EA32 Liquids 1. Biodiesel
2. Biogasoline
3. Biopetroleum
4. Vegetable oil
5. Other (add as appropriate)

The annual energy equivalent (kWh) of biomass used.

Includes solid ‘biofuels’ derived from biomass (i.e. organic material made from plants and animals)
EA33 Solids Excludes non-renewable solid fossil fuels (EA23)
Note: Burning of biomass does still release greenhouse gases including CO2 (see EA8 for details on
biomass-related CO2 accounting).

47 Global Estate Measurement Code for Occupiers

Table 18 Core energy data continued

Category Definition

For the purposes of accurate calculation of carbon emissions, the recording of renewable solid fuels
by specific type is recommended:
1. Wood pellets
EA33 Solids (continued) 2. Black liquor
3. Charcoal
4. Manure
5. Other (add as appropriate)

The annual non-electrical energy equivalent (kWh) supplied to a building by communal sources.
If possible, provide specific data on the type of communal energy imported, as set out in EA41
and EA42 below.
EA4 Communal Includes the sum total of EA41 and EA42
non-electrical energy Excludes other imported fuels listed under categories EA1, EA2 and EA3
Note: Communal Energy can be generated using a range of primary fuel sources and so to
determine the CO2 equivalent emissions users will need to refer to their local supplier for details.

The annual energy equivalent (kWh) to a building supplied by communal heating sources.
Includes hot water or steam from district schemes, for example a community Combined Heat
and Power scheme
EA41 Communal heating Note: District Heating means a system supplying heat that is generated centrally in one or several
locations to a non-restricted number of customers. It is distributed by means of a network using
hot water or steam as a medium. District heating can allow the utilisation of low-grade energy that
otherwise would be wasted, such as municipal refuse and waste heat from different sources.

The annual energy equivalent (kWh) to a building supplied by communal cooling sources.
Includes chilled water from district schemes
EA42 Communal cooling
Note: District Cooling means a system producing cooling services by means of a distribution network,
supplying centrally produced chilled water to customers in a number of different buildings.

EA5 Owned renewable The annual electrical energy (kWh) generated (typically on-site) through renewable sources.
electricity generation Includes for example, photovoltaic systems, wind turbines, hydro turbines

EA6 Owned renewable The annual energy equivalent (kWh) generated (typically on-site) through renewable combustion fuels.
combustion fuels Includes for example, on-site harvested biomass

EA7 Owned renewable The annual thermal energy equivalent (kWh) generated (typically on-site) through renewable sources.
heating and cooling Includes the sum total of EA71 and EA72 below

The annual heating energy equivalent (kWh) generated (typically on-site) through renewable sources.
EA71 Renewable heating
Includes for example, solar energy, direct geothermal heating

The annual cooling energy equivalent (kWh) generated (typically on-site) through renewable sources.
EA72 Renewable cooling
Includes for example, groundwater cooling

The annual CO2 equivalent emissions based on the sum of relevant items under the headings EA1,
EA8 CO2 equivalent EA2, EA3 and EA4 above.

EA9-11 Not used

Sub-metering is now best practice (utilising technology need to be produce for each of the component uses for
such as smart-meters) for both landlords and tenants. example, a data centre within an office).
Sub-metering can be a valuable way to better
For many business users of property the main point of
understand energy use in buildings: either by functional
collecting all the energy data outlined above is to calculate
activity or occupant. Such sub-metering is strongly
the carbon produced by the building, as set out in EA8.
advised for buildings in multiple-use, where data may

Tenth Edition 48
6.4 Water measures

The global supply of clean water is under threat from therefore be able to produce accurate figures of water
global warming and a range of other factors. Water consumption tracked over time. Currently, these figures
consumption is increasingly likely to be the subject of vary widely between one building and the next.
legislation in the future. Business managers should

Table 19 Core water data

Category Definition

The annual volume (m3) of mains supplied water used in a building.

Includes mains supplied water for general use, for example, catering, washrooms, cleaning
EB1 Mains water consumption
Excludes bottled drinking water, on-site extracted water, on-site harvested rain and snow water,
recycled ‘graywater’, water used for production processes (for example heavy industry)

The annual volume (m3) of water extracted directly on site and used in a building.
EB2 Water extracted on-site Includes water extracted on-site through boreholes or water courses (for example rivers and streams)
Excludes all mains-supplied water, harvested rain and snow water

The annual volume (m3) of collected rain and snow water and used in a building.
EB3 Use of harvested rain and
Includes all rain and snow water that is collected (after falling on the building) and used on site (for
snow water example watering grounds or flushing toilets)

The annual volume (m3) of recycled ‘graywater’ used in a building.

EB4 Use of recycled water Includes waste water produced from baths, sinks, showers, clothes washers, dishwashers and
lavatories. This can be recycled and reused if an appropriate system is installed.

49 Global Estate Measurement Code for Occupiers

6.5 Waste measures

Good waste management is a key component of an affect the occupying business. Therefore, ensure that
environmentally effective building. As with water, similarly accurate figures can be collected.
legislation on waste production is increasingly likely to Our recommendations are set out in Table 20.

Table 20 Core waste data

Category Definition

The annual mass (tonnes) of waste arisings from a building sent to landfill and incineration. If
possible, please provide specific data on methods of waste disposal as set out in EC11, EC12 and
EC13 below.
Includes any waste produced on site which is not reused or recycled. Mass weight (tonnes) is the
EC1 Total non-recycled waste preferred measure but, where mass is not available, it is acceptable to use approximations
by volume.
Excludes all recycled waste and composted waste, construction waste, waste returned to producers
(e.g. under EU WEEE Regulations or other national or international regulations)

The annual mass (tonnes) of waste arisings from a building sent to landfill (landfill is defined as a
waste disposal site for the deposit of the waste onto or into land).
Includes internal waste disposal sites (i.e. a landfill where a producer of waste is carrying out its
EC11 General waste sent own waste disposal at the place of production)
to landfill Excludes facilities where waste is unloaded in order to permit its preparation for further transport
for recovery, treatment or disposal elsewhere; storage of waste prior to recovery or treatment (for a
period less than three years as a general rule), or storage of waste prior to disposal (for a period less
than one year)

The annual mass (tonnes) of waste arisings from a building sent for incineration (with energy recovery).
Energy Recovery from waste describes the process in which energy (in the form of heat) is recovered
EC12 Incinerated general from the incineration of waste, and used to generate electricity which is then fed back into the
waste with energy recovery national electricity ‘grid’ or network, or to provide both electricity and heat (combined heat and
power) to nearby communities or other uses.
This is an option for the disposal of high calorific-value wastes such as tyres and plastics.

The annual mass (tonnes) of waste arisings from a building sent for incineration (with no energy
recovery).
EC13 Incinerated general
This is often the most suitable option for hazardous chemicals and clinical waste. For example,
waste with no energy recovery the EU Landfill Directive bans certain wastes from being sent to landfill (liquid waste, explosive,
corrosive or flammable waste).

The annual mass (tonnes) of hazardous waste arisings from a building sent for treatment and either
incineration or landfill.
Hazardous waste, defined by waste regulation, is typically either ignitable, corrosive, reactive, or
toxic. Hazardous waste includes hazardous chemicals, fluorescent tubes and clinical waste. For
example, the EU Landfill Directive bans certain wastes from being sent to landfill (liquid waste,
EC14 Hazardous waste explosive, corrosive or flammable waste).
Excludes radioactive waste (regulated separately and included here under EC14) all recycled waste
(e.g. batteries) and composted waste, construction waste, waste returned to producers (e.g. under
EU WEEE Regulations or other national or international regulations)
Note: For the purposes of effective waste management, hazardous waste may be sub-categorised
according to type or source.

Tenth Edition 50
Table 20 Core waste data continued

Category Definition

The annual mass (tonnes) of radioactive waste arisings from a building sent for specialist treatment
and disposal.
Radioactive waste is defined by regulations (see International Atomic Energy Agency, www.iaea.org
and national regulations).
Includes all mixed waste (radioactive/hazardous)
Excludes hazardous waste (EC14)
EC15 Radioactive waste
For the purposes of waste management it will be necessary to distinguish between types of
radioactive waste, based on the level of radioactivity (and/or life):
• Low-level waste (LLW)
• Intermediate-level waste (ILW)
• High-level waste (HLW)
• Other (add as appropriate)

The annual mass (tonnes) of waste arisings from a building that are recycled.
Includes many wastes can be recycled, for example paper, cardboard, glass, metal, plastics,
batteries, waste electronic equipment, laser printer cartridges, fluorescent tubes, wood (for
example, pallets)
Excludes general waste for incineration or landfill, composted waste, waste returned to producers
(e.g. under EU WEEE Regulations or other national or international regulations)
For the purposes of effective waste management specific separated waste streams should be
recorded individually from comingled recycled waste:
• Single-stream (comingled) recycled waste
EC2 Recycled waste • Plastics
• Metals
• Paper
• Glass
• Wood
• Other biomass
• Toner cartridges
• Batteries
• Clothing and textiles
• Other (add as appropriate)

The annual mass (tonnes) of waste arisings from a building that are composted.
EC3 Composted waste
Includes biodegradable waste

51 Global Estate Measurement Code for Occupiers

7 Appendices

7.1 Selected list of national

and global standards
7.1.1 Cost 7.1.3 Environment
• France: Association Apogée, Institut Français du • Australia: NABERS National Australian Built
Management Immobilier – Observatoire des coûts Environment Rating System. See www.nabers.gov.au.
d’exploitation des bureaux. Also: GreenStar: Green Building Council of Australia.
See www.apogee-perigee.com. See www.gbca.org.au.
• Germany: DIN 18960 User Costs in Buildings. • Brazil: AQUA Brazilian certification.
See www.beuth.de. See www.vanzolini.org.br.
• Netherlands: NEN 2748 – Termen voor Facilitaire • Canada: Green Globes design and management tool.
Voorzieningen. See www.nen.nl. See www.greenglobes.com.
• United States: BOMA – Chart of Account. • China: Green Building Assessment Method,
See www.boma.org. Ministry of Construction. See www.cngbn.com.
7.1.2 Space • France: High Quality Environmental (HQE) certificate
• Australia: Method of Measurement for Lettable Area, for construction. See assohqe.org/hqe.
PCA. See www.propertyoz.com.au. • Germany: Certification through German Sustainable
• Europe: EN 15221-6 – Facilities Management – Building Council. See www.dgnb-system.de.
Space Measurement. See www.en-standard.eu. • India: GRIHA is the national rating system.
• France: See Circulaire 34719 at See www.grihaindia.org.
www.circulaire.legifrance.gouv.fr. • Japan CASBEE is a voluntary evaluation tool.
• Germany: DIN 277 – Areas and Volumes of Buildings. See www.ibec.or.jp/CASBEE/english/.
See www.beuth.de. • Malaysia: the Green Building Index green-rating tool.
• International: ISO 9836 – Definition and calculation of See www.greenbuildingindex.org.
area and space indicators. See www.iso.org. • Philippines: Building for Ecologically Responsive Design
• Netherlands: NEN 2580 – Oppervlakten en Inhouden Excellence. See www.berdeonline.org.
van Gebouwen (Areas and Volumes of Buildings). • South Africa: Greenstar SA. See www.gbcsa.org.za.
See www.nen.nl.
• UK: BRE Environmental Assessment Method (BREEAM).
• UK: RICS – Code of Measuring Practice: A guide for See www.breeam.org.
surveyors and valuers
• USA: the Leadership in Energy and Environmental
• USA: ANSI/BOMA Z65.1 – Standard Method for Design (LEED) approach, developed by the US Green
Measuring Floorarea in Office Buildings. Building Council. See www.usgbc.org.
See www.buildingareameasurement.com.
• USA: IFMA/BOMA – A Unified Approach for
Measuring Office Space – See www.ifma.org and
www.boma.org.

Tenth Edition 52
7.2 The GEMCode data template

All data relating to individual buildings can be loaded D DESCRIPTIVE DATA

onto this template. However, some business data is likely
to refer to groups of buildings and so is excluded from Data field Type of entry
this list.
DD Building characteristics
Occupiers may not wish to use the entire list of data
fields but it needs to be understood that missing data DD1 Building operating hours Numeric
might make some performance analysis impossible. DD2 Disaster recovery status Code
More detail may be required in some circumstances. DD3 Year of construction Numeric
Please contact IPD Occupiers for further information.
DD4 Year of last major refurbishment Numeric

D DESCRIPTIVE DATA DD5 Number of floors/storeys Numeric

DD6 Floors/storeys occupied Numeric

Data field Type of entry
DD7 Number of lifts and escalators Numeric
DR Unique referencing α-numeric
DD8 Building entrances Numeric
DA Business information
DD9 Number of car parking spaces Numeric
DA1 Occupying business units Code
DE Building capacity
DA2 Management team Code
DE1 Workstations Numeric
DA3 FM supplier Code
DE11 Allocated Workstations Numeric
DB Physical, geographical
DE12 Flexible Workstations Numeric
DB1 Address Text
DE2 Touch-down spaces Numeric
DB2 Country Code
DE3 Meeting spaces Numeric
DB3 Building location type Code
DE4 Social and catering spaces Numeric
DC Building
DE5 Total building spaces Numeric
DC1 Tenure Code
DF Building users
DC2 Building type Code
DF1 Total FTE Numeric
DC3 Building grade Code
DF2 Total headcount Numeric
DC4 Heritage building Code
DF3 Employees FTE Numeric
DC5 Building condition Code
DF4 Employees headcount Numeric
DC6 Sustainability grading Code
DF5 Contractors FTE Numeric
DC7 Sustainability grading body Code
DF6 Contractors headcount Numeric
DC8 Disaster recovery building Code
DF7 Visitors Numeric

DF8 Visitor hours Numeric

DF9 Building users Numeric

DF10 Building user hours Numeric

DF11 Service user population Numeric

53 Global Estate Measurement Code for Occupiers

C OCCUPANCY COSTS CD Business support costs Numeric

CD1 No longer used Numeric

Data field Type of entry
CD2 Catering Numeric
CT TOTAL OCCUPANCY COSTS Numeric
CD3 Reception Numeric
CA Property occupation costs Numeric
CD4 Courier and external distribution Numeric
CA1 Net rent Numeric
CD5 Post Room and internal distribution Numeric
CA2 Unitary charge Numeric
CD6 Reprographics Numeric
CA3 Acquisition, disposal and removal Numeric
CD7 No longer used Numeric
CA4 Local property taxes Numeric
CD8 Transport Numeric
CA5 Parking charges Numeric
CD9 Archiving Numeric
CA6 Associated facilities Numeric
CD 10 Linen and laundry Numeric
CA7 Occasional space Numeric
CE Management costs Numeric
CA8 Marketing and promotion Numeric
CE1 Real Estate management Numeric
CB Adaptation and equipment costs Numeric
CE2 Facilities management Numeric
CB1 Fit out and improvement Numeric
CE3 Project management Numeric
CB2 Furniture and equipment Numeric
CE4 Other management Numeric
CC Building operation costs Numeric
CE41 Environmental management Numeric
CC1 Consolidated services charge Numeric
CE42 Information management Numeric
CC2 Insurance Numeric
CE43 Quality management Numeric
CC3 Internal repair and maintenance Numeric
CE Information technology costs Numeric
CC4 M&E Repair and Maintenance Numeric
CF1 Infrastructure Numeric
CC5 External/structural repair and maintenance Numeric
CF2 Hardware and communication Numeric
CC6 Minor improvements Numeric
CF3 Software Numeric
CC7 Internal moves Numeric
CF4 Support Numeric
CC8 Reinstatement Numeric

CC9 Security Numeric

CC10 Cleaning Numeric

CC11 Waste disposal Numeric

CC12 Internal plants and decorations Numeric

CC13 Grounds maintenance Numeric

CC14 Water and sewerage Numeric

CC15 Energy Numeric

Tenth Edition 54
S FLOORSPACE SD Occupied usable floorarea Numeric
SD1 Horizontal circulation Numeric
Data field Type of entry
SD11 Primary circulation areas Numeric
SA TOTAL FLOORAREA Numeric
SD12 Other circulation areas Numeric
SA1 External structure Numeric
SD2 Central support Numeric
SA11 Perimeter and party walls Numeric
SD21 Social and catering areas Numeric
SA12 External columns and piers Numeric
SD22 Central meeting spaces Numeric
SA2 Internal structure Numeric
SD23 Central resource areas Numeric
SA21 Structural walls and partitions Numeric
SD3 Local support Numeric
SA22 Internal columns and piers Numeric
SD31 Break and pantry areas Numeric
SA3 Unusable area Numeric
SD32 Local meeting spaces Numeric
SA31 Voids, atriums and cavities Numeric
SD33 Local resource areas Numeric
SA32 Other areas rendered unusable Numeric
SD4 Specialist support area Numeric
SB Internal Floorarea Numeric
SE Work floorarea Numeric
SB1 Vertical circulation Numeric
SE1 Open work floorarea Numeric
SB11 Stairwells Numeric
SE11 Open offices Numeric
SB12 Lift wells Numeric
SE12 Touch downs Numeric
SB13 Escalators Numeric
SE2 Semi-open work floorarea Numeric
SB2 Plant area Numeric
SE21 Cubicles Numeric
SB21 Lift rooms Numeric
SE22 Team spaces Numeric
SB22 Plant rooms Numeric
SE23 Work lounges Numeric
SB23 Vertical penetrations Numeric
SE24 Open booths Numeric
SB3 Hygiene area Numeric
SE3 Enclosed work floorarea Numeric
SB31 Toilets Numeric
SE31 Private offices Numeric
SB32 Cleaners’ rooms Numeric
SE32 Shared offices Numeric
SB33 Shower facilities Numeric
SE33 Team and collaboration rooms Numeric
SC Usable floorarea Numeric
SE34 Focus rooms Numeric
SC1 Sublet floorarea Numeric
SE35 Study and quiet booths Numeric
SC2 Shared support floorarea Numeric
SC21 Social and catering areas Numeric
SC22 Site meeting spaces Numeric
SC 23 Site resource areas Numeric
SC24 Site specialised areas Numeric
SC25 Other site support space Numeric
SC3 Vacant floorarea Numeric

55 Global Estate Measurement Code for Occupiers

Extra detail on floorarea may be collected as follows SC Categories
(all numeric data fields are linked through to the relevant SC211 Site reception areas and waiting areas
two digit code from page 55):
SC212 Site restaurants and cafeterias (including kitchens)
SC213 Site exercise facilities and social amenities
S DETAILED FLOORSPACE CATEGORIES
SC214 Site religious amenities
Data field SC221 Site auditoriums
SA Categories SC222 Site conference suites
SA111 Perimeter walls SC223 Seminar rooms
SA112 Party walls SC231 Site storage and filing
SA121 External columns SC232 Site mailrooms and reprographics
SA122 External piers SC233 Site IT and communications rooms
SA211 Structural walls SC241 Crèches
SA212 Structural partitions SC242 Site laboratories and lab based training space
SA221 Internal columns SD Categories
SA222 Internal piers SD111 Corridors
SA311 Voids (such as crawl ways) SD112 Hallways (including entrance halls)
SA312 Atriums (apart from base level) SD113 Conveyors
SA313 Cavities SD121 Fire corridors
SA321 Areas with a net height of less than 1.5 m SD122 Escape routes
SA322 Areas with a floorarea of less than 0.5 m2
SD211 Reception and waiting areas
SA323 Areas with a net length or width of less than 0.25 m SD212 Restaurants and cafeterias (including kitchens)
SB Categories SD213 Exercise facilities and social amenities
SB111 Enclosed staircases SD214 Religious amenities
SB112 Open staircases SD221 Auditoriums
SB113 Ramps SD222 Conference suites
SB121 Passenger lifts SD223 Seminar rooms
SB122 Goods lifts SD231 Central storage and filing
SB123 Lift lobbies SD232 Mailrooms and reprographics
SB221 Electrical conductors and power generation systems SD233 IT and communications rooms
SB222 Gas installations and heating and hot water systems SD311 Break out areas
SB223 Ventilation, air-conditioning and cooling systems SD312 Pantry areas
SB231 Services risers SD313 Smoking rooms
SB232 Shafts and ducts SD321 Small meeting room
SB311 Men’s toilets SD322 Large meeting room
SB312 Women’s toilets SD323 Small meeting space
SB313 Disabled toilets SD324 Large meeting space
SB331 Changing rooms SD325 Brainstorm room
SB332 Showers SD326 Meeting point

Tenth Edition 56
SD331 Filling space Q QUALITY
SD332 Storage space
Data field Type of entry
SD333 Print and copy area
QA EFFECTIVENESS SATISFACTION SCORE Numeric
SD334 Mailboxes
QA1 Business need – satisfaction Numeric
SD335 Locker areas
QA2 Space and location – satisfaction Numeric
SD336 Libraries
QA3 Facilities – satisfaction Numeric
SD401 Photographic studios
QA4 Working environment – satisfaction Numeric
SD402 Laboratories and lab based training space
QA5 Ways of working – satisfaction Numeric
SD403 Show rooms
QA6 Furniture/equipment – satisfaction Numeric
SD404 Crèches
QB EFFECTIVENESS IMPORTANCE SCORE Numeric
SD405 Medical centre
QB1 Business need – importance Numeric
SD406 Other specialist support space
QB2 Space and location – importance Numeric
SE Categories
QB3 Facilities – importance Numeric
SE111 Allocated open offices
QB4 Working environment – importance Numeric
SE112 Bookable open offices
QB5 Ways of working – importance Numeric
SE113 Flexible open offices
QB6 Furniture/equipment – importance Numeric
SE121 Bookable touch downs
QC FITNESS SCORE Numeric
SE122 Flexible touch downs
QC1 Condition score summary Numeric
SE211 Allocated cubicles
QC2 Suitability score summary Numeric
SE212 Bookable cubicles
SE213 Flexible cubicles
SE221 Allocated team spaces
E ENVIRONMENTAL
SE222 Bookable team spaces
SE231 Bookable work lounges Data field Type of entry

SE232 Flexible work lounges EA TOTAL ENERGY CONSUMPTION Numeric

SE241 Bookable open booths EA1 Electricity Numeric
SE242 Flexible open booths EA11 Mains electricity Numeric
SE311 Allocated private offices EA12 Communal electricity Numeric
SE312 Bookable private offices EA13 Owned off-site facility Numeric
SE321 Allocated shared offices EA2 Fossil fuels Numeric
SE322 Bookable shared offices EA21 Gases Numeric
SE331 Allocated team rooms EA22 Liquids Numeric
SE332 Bookable team rooms EA23 Solids Numeric
SE341 Bookable focus rooms EA3 Renewable Fuels Numeric
SE342 Flexible focus rooms EA31 Gases Numeric
SE351 Bookable study and quiet booths EA32 Liquids Numeric
SE352 Flexible study and quiet booths EA33 Solids Numeric

57 Global Estate Measurement Code for Occupiers

 7.3 Cost mapping guide

EA4 Communal non-electrical energy Numeric This section allocates different types of occupancy cost
EA41 Communal heating Numeric to a cost category. In some cases, the word ‘exclude’
indicates that this cost item should not be included in
EA42 Communal cooling Numeric
occupancy costs.
EA5 Owned renewable electricity generation Numeric
EA6 Owned renewable combustion fuels Numeric Cost item Code

EA7 Owned renewable heating and cooling Numeric Access control systems, readers and passes CC9

EA71 Renewable heating Numeric Acquisition tax and duty CA3

EA72 Renewable cooling Numeric Acquisition, disposal and removal CA3

EA8 CO2 EQUIVALENT Numeric Acquisitions and disposals CE1

EB TOTAL WATER CONSUMPTION Numeric Adaptation and equipment CB

EB1 Mains water consumption Numeric Air conditioning (fit out and improvement) CB1

EB2 Water extracted on-site Numeric Air conditioning (repair and maintenance) CC4

EB3 Use of harvested rain and snow water Numeric Alarms (security) CC9

EB4 Use of recycled water Numeric Archiving CD9

EC TOTAL WASTE PRODUCTION Numeric Archiving systems CD9

EC1 Total non-recycled waste Numeric Asbestos removal CC3

EC11 General waste sent to landfill Numeric Associated facilities CA6

EC12 Incinerated general waste with Badges CC9

energy recovery Numeric Blackberries CF2
EC13 Incinerated general waste with Blinds CB2
no energy recovery Numeric
Borders CC13
EC14 Hazardous waste Numeric
Building operation CC
EC15 Radioactive waste Numeric
Burst pipes (premiums) CC2
EC2 Recycled waste Numeric
Bus schemes CD8
EC3 Composted waste Numeric
Business support CD
Cables and wires CF1
Car parking CC13
Carpeting CB1
Carpets (cleaning) CC10
Catering CD2
Catering equipment CD2
CCTV CC9
Central control (security) CC9
Central control (telephones) CF2
Chairs (cleaning) CC10
Chairs (furniture and equipment) CB2
Charges (real estate) CE1
Christmas decoration CC12

Tenth Edition 58
Cost item Code Cost item Code
Cladding CC5 Escalators CC4
Cleaning CC10 Explosion (premiums) CC2
Cleaning (internal plants and decorations) CC12 External and structural repair and maintenance CC5
Collection (mail) CD5 External decoration CC5
Composted waste disposal CC11 Facilities management CE2
Concierge services CE2 Feeding (internal plants and flowers) CC12
Condition surveys CE2 Fences CC9
Confidential waste disposal CC11 Fenestration CC5
Consolidated services charge CC1 Filing cabinets CB2
Contract negotiations CE1 Fire (premiums) CC2
Courier and external distribution services CD4 Fire extinguishers CB2
Crockery and cutlery CD2 Fire prevention services CC4
Curtains CB2 Fire safety training CE2
Design and layout CE2 Fit out (internal moves) CC7
Desk lights CB2 Fit out (repair and maintenance) CC3
Desks (cleaning) CC10 Fit out and improvement CB1
Desks (furniture and equipment) CB2 Fittings CB1
Desktop phones CF2 Fixtures CB1
Despatch (mail) CD5 Flood (premiums) CC2
Detectors CC9 Flooring (fit out and improvement) CB1
Disposal costs CA3 Floors (cleaning) CC10
Distribution (mail) CD5 Flowers (external) CC13
District heating CC15 Flowers (internal) CC12
Doors (cleaning) CC10 Food CD2
Drainage CC5 Foundations CC5
Drapes CB2 Furniture (churn) CC7
Drinks CD2 Furniture (repair and maintenance) C3
Dusting (internal plants and decorations) CC12 Furniture and equipment CB2
Earthquake (premiums) CC2 Garden stores CC13
Electrical installations (fit out and improvement) CB1 Gas CC15
Electrical installations (repair and maintenance) CC4 General waste disposal CC11
Electricity CC15 Greenhouses CC13
Energy CC15 Grounds maintenance CC13
Environmental management CE4 Handsets CF2
Environmental tax CA4 Hardware CF2
Equipment (internal moves) CC7 Health and safety CE2
Equipment (repair and maintenance) CC3 Help desk CE2

59 Global Estate Measurement Code for Occupiers

Cost item Code Cost item Code
Hospitality provision CD2 Notional rent CA1
Identity cards CC9 Occasional space CA7
Information management CE4 Oil CC15
Information technology CF Opening (mail) CD5
Infrastructure CF1 Operating systems CF3
Insurance CC2 Other management CE4
Internal moves CC7 PABX CF2
Internal plants and decorations CC12 Packaging (mail) CD5
Internal repair and maintenance CC3 Parking areas CC13
Internal walls (cleaning) CC10 Parking charges CA5
Internal walls (fit out and improvement) CB1 Partitioning (fit out and improvement) CB1
Intruder detection and alarm systems CC9 Partitions (cleaning) CC10
IT equipment (cleaning) CC10 Pavements CC13
Kitchen equipment CD2 Pavilions CC13
Laptops CF2 PCs CF2
Laundry and linen services CD10 Pedestals (cleaning) CC10
Lawns CC13 Pedestals (furniture and equipment) CB2
Liability for excess CC2 Pest control CC10
Lifts CC4 Photocopiers CD6
Lighting (cleaning) CC10 Post room and internal distribution services CD5
Lighting (fit out and improvement) CB1 Porterage CD5
Lighting (security) CC9 Postage Exclude
Line charges CF2 Printers CD6
Litter clearance CC13 Project management CE3
Local property taxes CA4 Property management CE
Loss of rent (premiums) CC2 Property occupation CA
Loudspeakers CC9 Pruning (internal plants and flowers) CC12
M&E repair and maintenance CC4 Quality management CE4
Maintenance contract (security) CC9 Rates CA4
Marketing and promotion CA8 Real estate management CE1
MDAs CF2 Reception services CD3
Mechanical handling equipment CB2 Recording (mail) CD5
Minor improvements CC6 Recycled waste disposal CC11
Mobile phones CF2 Redecoration (external) CC5
Mobile phones (not call costs) CF2 Redecoration (internal) CC3
Municipal tax CA4 Reinstatement CC8
Newspapers Exclude Removal costs CA3

Tenth Edition 60
Cost item Code Cost item Code
Rent CA1 Tables CB2
Rent paid CA1 Telephone switchboard staffing CD3
Rental value CA1 Telephones CF2
Reprographics CD6 Telephones (cleaning) CC10
Retrieval systems CD9 Terrorism (premiums) CC2
Road blocks CC9 Tiles (cleaning) CC10
Roadways CC13 Tiling CB1
Roof CC5 Toilets (cleaning) CC10
Sanitary waste disposal CC11 Toxic waste disposal CC11
Seasonal decorations CC12 Transport CD8
Security CC9 Travel subsidy CD8
Security barriers (in car park) CC9 TV license Exclude
Security contractors CC9 Uniforms (reception) CD3
Security staff CC9 Uniforms (security) CC9
Servers CF2 Unitary charge CA2
Service charge CC1 Urinals (cleaning) CC10
Sewerage CC14 User software CF3
Shelving CB2 Valuations (real estate) CE1
Shop fronts CB1 Vehicular access control CC9
Signage (fit out and improvement) CB1 Voicemail CF2
Sinking fund CC8 Vouchers (food and drink) CD2
Snacks CD2 Wall linings CB1
Snow clearance CC13 Walls (external) CC5
Soft furnishings CB2 Walls (internal) CB1
Software CF3 Waste compactors CB2
Space heating CB1 Waste disposal CC11
Sprinkler systems CC4 Water and plumbing CC4
Stamping (mail) CD5 Water and sewerage CC14
Stationery Exclude Water supply CC14
Storage cabinets CB2 Watering (internal plants and flowers) CC12
Strategic planning and reporting CE1 WCs (cleaning) CC10
Subsidence (premiums) CC2 Window boxes CC13
Subsidy (food and drink) CD2 Windows (cleaning) CC10
Support CF4 Wireless components CF1
Suspended ceilings (cleaning) CC10 Woodwork and joinery CB1
Suspended ceilings (improvement) CB1 Workplace management CE2
Switchboard systems CF2 Works of art CB2

61 Global Estate Measurement Code for Occupiers

7.4 Measuring rules

7.4.1 Three measurement rules a depth of 0.6 m are included in external structure.
Also, internally protruding parts or even free standing
When determining floorareas in buildings, it is
internal columns measuring 0.7 m by 0.7 m are regarded
important to adhere consistently to the following three
as usable floorarea, whereas external part and columns
measurement rules:
are ignored all together. As this can have a significant
• Floorareas for buildings and rooms shall be measured impact on space ratios, we felt that a measure of 0.1 m2
at floor level at the top of a finished floor. is more appropriate when determining boundary lines.
• Floorareas must be determined as the area of the 7.4.3 Stairwells, atriums and mezzanines
vertical projection onto an (imaginary) horizontal plane.
Figure 17 shows the rules for measuring stairwells,
• Floorareas are determined separately for each storey in atriums and mezzanines.
the building, both above and below the ground.
Figure 17 Measuring stairwells, atriums
Floorareas with varying heights within one storey are also
and mezzanines
calculated separately.
7.4.2 Boundary lines Measuring stairwells
When determining boundary lines, structural walls and The floorarea for stairs is
determined by their vertical
exterior wall are measured along their limiting faces.
projection onto an imaginary
Non-structural internal walls, however, are measured to horizontal plane at the upper
their centre. storey level. The floorarea
underneath the lowest
Some existing standards advocate using dominant staircase in a building is
portion when determining boundary lines. As a result, partly classified as unusable
floorarea and partly according
perimeter windows placed to the outside of the façade to its function
as opposed to the inside will simultaneously decrease
the external structure and increase the usable floorarea. Measuring atriums
In addition, this will increase the net volume of buildings The floorarea for atria
and rooms. As this will have a negative impact on both with clear height above is
space ratios and the environment (in terms of heating measured at floor level only,
regardless of their storey
and cooling additional volume), we feel that the use of height.
dominant portion is not feasible.
A few standards advocate measuring all walls to their
limiting faces – including non-structural internal walls.
As this can have a significant impact on the space ratios,
we feel that non-structural internal walls are to be Measuring mezzanines

measured to their centre – not least because these walls The floorarea for
mezzanines intended for
are put up by choice. use with permanent access
is measured at floor level.
When determining boundary lines, incidental indentions The floorarea on the storey
or protruding part of the building must be ignored if below does not count as
their floorarea is smaller than 0.1 m2. part of the atrium, but is
classified according to its
Some existing standards advocate using floorareas function.
smaller than 0.5 m2 when determining boundary lines.
As a result, perimeter niches with a width of 0.8 m and

Tenth Edition 62
7.4.4 Unusable areas Some existing standards advocate using a net height of
less than 1.8 m when determining unusable area. Again,
Floorareas rendered substantially unusable include areas
we believe that this value is on the high end and that
with a net length or width of less than 0.25 m (after
they discourage organisations from making the best use
RICS), areas with a floorarea of less than 0.5 m2 (after
of available floor space.
NEN) and areas with a net height of less than 1.5 m
(after NEN and RICS). Areas with a net height of less
than 1.5 m below staircases and ramps are not regarded Figure 19 Unusable area due to limited height
as unusable areas as they belong to vertical circulation
or horizontal circulation respectively. However, the
floorarea underneath the lowest staircase in a building
is partly classified as unusable floorarea and partly
according to its function.
Some existing standards advocate using a net length or
width of less than 0.5 m and/or a floorarea of less than
1.0 m2 when determining unusable area. We believe,
however, that these values are on the high end and that
they discourage organisations from making optimal use
of available floor space.

Figure 18 Unusable area due to limited length

and/or width

63 Global Estate Measurement Code for Occupiers

7.5 Space components

Table 21 below shows the essential breakdown of space

in an office and some other types of building.

Table 21 Space components – continued on next page

Space measure Total External Internal Unusable Internal Vertical Plant Hygiene Usable Sublet Shared
floorarea structure structure area floorarea circulation area area floorarea area support

Space component SA SA1 SA2 SA3 SB SB1 SB2 SB3 SC SC1 SC2

Perimeter walls (and party walls) a a x x

External columns and piers a a x x
Structural walls and partitions a a x x
Internal columns and piers a a x x
Voids, atriums and cavities a a x x
Other areas rendered unusable a a x x
Stairwells a a a x
Lift wells a a a x
Escalators a a a x
Lift rooms a a a x
Plant rooms a a a x
Vertical penetrations a a a x
Toilets a a a x
Cleaners’ rooms a a a x
Shower facilities a a a x
Sublet area a a a a
Shared support area a a a a
Vacant area a a a
Primary circulation areas a a a
Other circulation areas a a a
Social and catering areas a a a
Central meeting spaces a a a
Central resource areas a a a
Break and pantry areas a a a
Local meeting spaces a a a
Local resource areas a a a
Specialist support area a a a
Open offices a a a
Touch downs a a a
Cubicles a a a
Team spaces a a a
Work lounges a a a
Open booths a a a
Private offices a a a

Shared offices a a a

Team rooms a a a
Focus rooms a a a
Study booths a a a

Tenth Edition 64
Table 21 Space components continued
Space measure Vacant Occupied Horizontal Central Local Specialist Work Open Semi-open Enclosed
area usable circulation support support support floorarea work work work
floorarea area area area

Space component SC3 SD SD1 SD2 SD3 SD4 SE SE1 SE2 SE3

Perimeter walls (and party walls) x x

External columns and piers x x

Structural walls and partitions x x

Internal columns and piers x x

Voids, atriums and cavities x x

Other areas rendered unusable x x

Stairwells x x

Lift wells x x

Escalators x x

Lift rooms x x

Plant rooms x x

Vertical penetrations x x

Toilets x x

Cleaners’ rooms x x

Shower facilities x x

Sublet area x x

Shared support area x x

Vacant area a x x

Primary circulation areas a a x

Other circulation areas a a x

Social and catering areas a a x

Central meeting spaces a a x

Central resource areas a a x

Break and pantry areas a a x

Local meeting spaces a a x

Local resource areas a a x

Specialist support area a a x

Open offices a a a

Touch downs a a a

Cubicles a a a

Team spaces a a a

Work lounges a a a

Open booths a a a

Private offices a a a

Shared offices a a a

Team rooms a a a
Focus rooms a a a
Study booths a a a

65 Global Estate Measurement Code for Occupiers

7.6 Conversion tables

In this section, we provide an overview of unit conversion types. If these tables do not provide the conversions you
tables for common units of energy, volume, mass and are looking for, a more complete list of conversions can
lengths together with calorific values of common fuel be found at: www.onlineconversions.com.

Fuel Calorific value Renewable fuels Calorific value

1 m3 natural gas 11.02 kWh 1 m3 biogas 8.02 kWh
1 litre LPG 6.98 kWh 1 m biomethane
3
9.89 kWh
1 litre ethanol 6.50 kWh 1 litre bioethanol 5.91 kWh

1 litre gas oil 10.41 kWh 1 litre vegetable oil 9.53 kWh
1 litre diesel 10.02 kWh 1 litre biodiesel 9.20 kWh
1 litre gasoline 9.12 kWh

1 kg domestic coal 8.05 kWh 1 kg wood pellets 4.62 kWh

1 kg industrial coal 7.10 kWh
1 kg anthracite 8.24 kWh
Calorific values for common fuel types

From-to multiply by Gigajoule Kilowatt hour Therm Tonne oil equiv kcal
Gigajoule 1 277.78 9.47817 0.02388 238,903
Kilowatthour 0.0036 1 0.03412 0.00009 860.05
Therm 0.10551 29.307 1 0.00252 25,206
Tonne oil equivalent 41.868 11,630 396.83 1 10,002,389
Kilocalorie 0.000004186 0.0011627 0.000039674 0.000000100 1
Conversions for common units of energy

From-to multiply by Litre M3 Cu ft Imp. gal. US gal.

Litres 1 0.001 0.03531 0.21997 0.26417
Cubic metres 1000 1 35.315 219.97 264.17
Cubic feet 28.317 0.02832 1 6.2288 7.48052
Imperial gallon 4.5461 0.00455 0.16054 1 1.20095
US gallon 3.7854 0.0037854 0.13368 0.83267 1
Conversions for common units of volume

From-to multiply by Kilogram Tonne Long ton Short ton Pound

Kilogram 1 0.001 0.00098 0.00110 2.2046
Metric tonne 1000 1 0.9842 1.1023 2204
Long ton 1016 1.016 1 1.120 2240
Short ton 907 0.9072 0.8929 1 2000
Pound 0.454 0.0004536 0.0004464 0.00050 1
Conversions for common units of mass

Tenth Edition 66
From-to multiply by Metre Foot Mile Kilometre Nautical miles
Metre 1 3.281 0.0006214 0.001 0.00053996
Feet 0.3048 1 0.0001894 0.0003048 0.00016458
Mile 1609 5280 1 1.609 0.86898
Kilometre 1000 3281 0.6214 1 0.53996
Nautical miles 1852 6076 1.151 1.852 1
Conversions for common units of length 1

From-to multiply by Metre Foot Inch Centimetre Yard

Metre 1 3.28084 39.37008 100 1.09361
Feet 0.30480 1 12 30.48000 0.33333
Inch 0.02540 0.08333 1 2.54000 0.02778
Centimetre 0.01 0.03281 0.39370 1 0.01094
Yard 0.91440 3 36 91.44000 1
Conversions for common units of length 2

67 Global Estate Measurement Code for Occupiers

7.7 Building types

Building types are specified in various sources such as

the OSCRE/Appraisal Institute standard or OmniClass.
Table 22 is by necessity incomplete but it is an
appropriate working list for the majority of occupiers.

Table 22 Working list of property types

Property types
Commercial Health/medical centre Mining Children’s homes
Bank/financial services branch Hospital Power generation Detached house
Conference/convention centre Mental health residential Refinery Halls of residence
Gas filling station Nursing home Solid waste treatment Sheltered/elderly housing
Hotel Outpatient care facility Water supply
Other motor trade Workshop/repair Religious facility
Laboratory
Distribution and storage Laboratory (process type) Office Retail
Archives R&D laboratory Administrative office Department store
Covered single-storey parking Call centre Food store
Distribution centre Leisure Client-facing office Market
Hangar Bar/pub/cafe Data centre Plant nursery
Multi-storey parking Cinema Prestige HQ Post office
Warehouse Concert hall Representative offices Shopping mall/centre
Integrated arts and leisure Training centre Shopping unit
Disaster recovery facility facility
Marina Public building Transit building
Education Members’ club Central government assembly Airport
Child care and kindergarten Nightclub Community hall assembly Bus terminal
Community college Opera house Courthouse Ferry building
Library Restaurant Embassy, consulate Metro station
Primary school Sports club Fire station Signal box/rail facility
Secondary school Sports stadium Local government assembly Taxi facility
Student leisure and related Swimming pool Palace Train/rail station
facilities Theatre Police station
University Prison Exclusions
Manufacturing, utility Agricultural
Health care Bakery Residential Land uses without buildings
Ambulance station Brewery Apartment block, Mining
Animal healthcare Factory condominium Military
Crematoriums and cemeteries Foundry Attached house Non-enclosed buildings
Dental facility Gas supply Barracks Structures

Tenth Edition 68
8 Index

This index does not cover all the terms listed in the Communication costs 24
GEMCode. Please also see the data template in Comparing like-for-like 10
Section 7.2, the cost mapping guide in Section 7.3 Composted waste 51
and the list of building types in Section 7.7. Condition score 41
A Consumption, environmental 44
Acquisition costs 15 Contents insurance 18
Adaptation and equipment costs 17 Contractors 34
ANSI 52 Contributors ii
Apogée 52 Conversion tables 66
Appraisal Institute 52 Cost mapping guide 58
Archiving costs 21 Cost of capital 14
Associated facilities costs 16 Cost standards 52
Atriums 62 Costs framework 12
Courier costs 21
B
Currency 14
Balanced scorecard 4
BOMA 52 D
Boundary lines 62 Data template 53
BREEAM 43, 52 Decoration costs 18
Building data 53 Demand for space 33
Building operating hours 53 Denominators 6
Building operation costs 18 Descriptive data requirements 8, 53
Building population 33 DIN 52
Building types 68 Disposal costs 15
Building user hours 34
E
Building users 34
Effectiveness score 37
Buildings insurance 18
Electricity 46
Business information 53
Electricity costs 20
Business need 2
Employees 34
Business support costs 21
EN 15221-6 52
C Enclosed work floorarea 28, 32
CAD/CAFM systems 26 Energy and carbon measures 46
Capacity 25 Energy costs 20
Capital expenditure 14 Energy ratios 45
Carbon measures 46, 48 Engineering insurance 18
CASBEE 52 Environment standards 52
Catering costs 21 Environmental framework 43, 44
Central support 28, 31 Environmental impact 44
Cleaning costs 19 Environmental management costs 23
CO2 equivalent emissions 48 Environmental ratios 45
Communal energy costs 20 Equipment costs 17
Communal non-electrical energy 20 Expenditure, total 9

69 Global Estate Measurement Code for Occupiers

External distribution costs 21 K
External structure 27 Key performance ratios 5
External/structural repair and maintenance costs 19 Key ratios, choosing 9

F L
Facilities management costs 23 Laundry costs 22
Feedback 2 LEED 43, 52
Fit out and improvement costs 17 Local property taxes 16
Fitness score 41 Local support 28, 31
Fossil fuels 46 M
Fossil fuels costs 20 M&E repair and maintenance costs 19
Frequency rate 26 Mains water consumption 49
Furniture costs 17 Marketing and promotion costs 16
G Meeting spaces 34
General waste sent to landfill 50 Mezzanines 62
Green Globes 52 Minor improvements costs 19
GreenStar 43, 52 Moves costs 19
GRIHA 52 Multiple-use buildings 7
Grounds maintenance costs 20 N

H NABERS 52

Hardware costs 24 NEN 26, 52

Harvested water 49 Net income 9

Hazardous waste 50 Net rent 15

High Quality Environmental certificate 52 Non-recycled waste 50

Horizontal circulation 28, 31 O

Hygiene area 27, 30 Occasional space costs 16
Occupancy rate 26
I
Occupied floorarea 27
IFMA 52
Occupied usable floorarea 28, 31
Incinerated waste 50
OmniClass 68
Indentions 62
Open work floorarea 28, 32
Information management costs 23
Operating expenditure 13
Information technology costs 24
OSCRE 68
Infrastructure IT costs 24
Other management costs 23
Insurance costs 18
Owned renewable electricity generation 48
Internal distribution costs 21
Internal floorarea 27, 30 P
Internal planting costs 20 Parking charges 16
Internal repair and maintenance costs 18 PCA 52
Internal structure 27, 29 Performance matrix 3
International Property Measurement Coalition 2 Performance ratios 5
ISO 9836 52 Physical, geographical data 53

Tenth Edition 70
Plant area 27, 30 Space measurement framework 26
Post room costs 21 Space standards 52
Preface iii Specialist support 28
Premiums 18 Staff survey, input to 40
Project management costs 23 Stairwells 62
Property management costs 22 Standards 2
Property occupation costs 15 Sublet floorarea 27
Protrusions 62 Sub-metering 48
Suitability score 42
Q
Support IT costs 24
Quality framework 36
Quality management costs 23 T
R Terrorism insurance 18
Real estate management costs 23 Total building spaces 34
Reception costs 21 Total floorarea 27, 29
Recycled waste 51 Total occupancy costs 11
Recycled water 49 Total occupancy costs, owned buildings 11
Reinstatement costs 19 Total occupancy costs, rented buildings 11
Removal costs 15 Touch-down spaces 34
Renewable combustion fuels 48 Transport costs 22
Renewable energy costs 20
U
Renewable fuels 47
UNEP 43
Renewable fuels costs 21
Unitary charge 15
Renewable heating and cooling 48
Units of business output 9
Rent, calculation of 15
Units of measurement 2
Rentable floorarea 28
Unusable area 27, 29, 63
Reporting hierarchy 7
US Green Building Council 52
Reprographics costs 21
Usable floorarea 27
Revenue 9
RICS 26, 52 V
Vacant floorarea 28
S
Vertical circulation 27, 30
Seating supply 33
Visitors 34
Security costs 19
Self-insurance 18 W
Semi-open work floorarea 28, 32 Waste disposal costs 20
Service user population 34 Waste measures 49
Services charge 18 Waste ratios 45
Sewerage costs 20 Water costs 20
Shared support space 27 Water extracted on-site 49
Social and catering spaces 34 Water measures 49
Software costs 24 Water ratios 45
Space components 64 Work floorarea 28, 32
Space framework 26 Workstations 34

71 Global Estate Measurement Code for Occupiers

Notes

Tenth Edition 72
Notes

73 Global Estate Measurement Code for Occupiers

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