The Official Publication of the Corporate Facilities Council
Lead your team
to water and they will drink—how to ensure construction quality in your projects
On the Cover
One World Trade Center
New York City
Navigating this Publication
Our new format is readable on all devices with the default view at full page. Enlarge view with your browser or device controls.
Mobile devices use the standard finger movement controls.
Laptop Browser Zoom Controls:
Ctrl + zoom in | Ctrl - zoom out | Ctrl 0 reset
Zooming changes the pointer to a grabber hand allowing page dragging. To return to the document's built-in navigation controls and full page view, simply press Ctrl 0.
Click the on-screen next > and previous < symbols to access a page. Alternatively, click on the tabbed header at the top open the thumbnails view. Then click an image to go to that page.
Click the tab to close it.
Double-click any image for an enlarged view.
From Your President
News & Events
"We shape our buildings; thereafter they shape us."
Denise Johnston has been actively involved in IFMA on a variety of levels in the Greater Triangle Chapter as well as the Corporate Facilities Council. She served as president of the Greater Triangle Chapter (2008-2009), Programs chair of the CFC (2010-12) and also as Secretary of the CFC (2012-14).
From Your President
Oh, to be starting over!
How an emerging FM
views the profession
It's emergency o'clock
somewhere—do you know
where your documents are?
Making sure you've got what you need
Happy Spring, Everyone!
As with all facility managers, it’s a busy time of year all year round—and so it is for your Corporate Facilities Council board, as well! In March, the board met for strategic planning, where we discussed, among many things, the finishing touches of our roundtable panel being readied for Facility Fusion: “Real Life Conversations ― Workplace Violence.” Did you attend? The experienced presenters shared what makes for successful security design, how to manage and reduce risk, and how to ensure your staffs are prepared for what may come. Our panelists were Steve Pons, Director of Real Estate & Facilities for ServiceLink; Glenn Trest, Global Head of Security for Nokia; and Jim Montgomery, CSO and Director of Global Security for Halyard Health. It was a great session—well attended and full of lively discussion!
The board’s strategic planning meeting is full of important issues to review as we evaluate where we have been over the last year and determine where we want to be in the future. Our emphasis is always on creating member value. As you can imagine, the member survey is extremely important to us, so even the limited percentage of responses we receive can be indicative of significant trends. This is why we’re grateful to all of you who completed the survey! We find, once again, that members are generally pleased with the Corporate Facilities Council; their number one reason for joining is information-sharing and staying abreast of current trends; First Wednesday webinars and convention roundtable sessions are the most favored learning platforms; and that the topics most on members’ minds are business continuity and workplace safety (hence, our roundtable at Facility Fusion).
The board determined to continue the popular First Wednesday presentations and to formulate substantive roundtables for IFMA events in which we participate. We’ll also maintain our support of Foundation scholarships. We’ll be looking for an increase in our committee participation, and we’d love to have you help! Please contact me if you’d like to become involved.
We are delighted to unveil a new look and a new platform for our newsletter this month! The newsletter is our primary means of communication and information-sharing with all of you, and we work to make it relevant and interesting. Consider writing an article on an event you’ve dealt with that you know would be of help to your professional colleagues, or on a type of service or procedure that could be of valuable educational enrichment.
My special thanks to CFC board members attending Facility Fusion: Beth Osgood, Melodee Wagen, Alice Hogueisson, and Steve Pons. Your support for and dedication to the CFC throughout the years is very much appreciated.
On into the summer!
Facility, the official publication of the Corporate Facilities Council of IFMA, is published quarterly.
Copyright 2017 All Rights Reserved.
IFMA Corporate Facilities Council 800 Gessner Road, Suite 900
Houston, TX 77024-4257
ifmacfc.org | firstname.lastname@example.org
Executive Board 2016-18
Denise Johnston, CFM
Beth Osgood, CFM
Koch Business Solutions
Joe Selby, CFM
Wells Fargo Bank
Immediate Past President
Steven R. Pons, CMP, AssocRICS
Sarah Wortman, CPSM
Koch Business Solutions
Sue Thompson, CMP
AAA Club Alliance
Steven R. Pons, CMP, AssocRICS ServiceLink
Buck Fisher, CFM, IFMA Fellow
Facilities Management & Operations Assessment
Alice Houguisson, CFM, SMP Edelman
Jeff Martion, CMP
Wells Fargo Bank
Melodee Wagen, MCR
Workspace Strategies, Inc.
By Zul Helal, AIA
Project Management Leadership
worked as a designer for many years and I used to deliver quality for my construction projects the hard way: using bullying tactics. As an architect, I threw my weight around and sent the message I was the smartest person in the room. I let people know I had all the answers. I played the know-it-all. I couldn’t see how limiting this was. I didn’t understand I was shutting people down and causing resistance. When I took a job as an owner’s rep, I found the smart way: using leadership tools. I hadn’t realized the power of leading and influencing until then. Anyone in the design-build process can play a powerful role in construction quality when leadership tools are employed.
Looking back, I remember exactly when I began to make the transition from demanding my way to becoming a persuading change agent. After I was hired as a capital project manager for an owner of 50 facilities, I found my office located in the operations and maintenance building. The location provided me a great opportunity to mingle with the facility managers and the trades staff. As we got to know one another, they shared a lot of stories about their experiences with existing buildings and new projects and their frustrations about the quality of construction. I found their insights eye-opening and asked many questions. They were surprised I valued their concerns because, they said, my predecessors didn’t care about any insights they might have to offer. I empathized with them because my job was to have a new facility in place or to retrofit an existing one within a few years or less--but their jobs were to then operate and maintain it for the next 50+ years! So my short-term activity had a long-term impact on the work they performed.
They don’t make ‘em like they used to
One question I was asked most often was, “Why don’t new facilities last very long?” These guys gave me a real-life example of a brand new facility, completed just one year before: state-of-the-art, LEED Gold-certified green building, winner of numerous prestigious prizes, featured on news programs, articles about it published and republished many times. Obviously the owner, the architect, and the contractor were all proud of it, but it was the worst nightmare ever for the operations and maintenance guys! The brand new building was already generating 10 times more work orders than any older buildings they had cared for. That fancy building was burning them and their budget out. How green or sustainable was that? So I did a little research by digging into the history of work orders of a 10 year-old building and compared them to the new facility. When I printed them out, I was shocked! The guys were right: the 10 year-old facility printed 3 pages of work orders and the 1 year-old printed 30 pages of work orders! Wow!
This is a classic example of ruining quality, getting rewarded for it in the press, and making the owner go crazy. No wonder the guys were so frustrated! When I “Why didn’t you tell the architect and the contractor how they could construct buildings that would last?" The answer was quick: "No one cared about our opinions!" This is an ongoing disconnect between those who design and build and those who operate and maintain. Buildings that last, that are efficient, and that outlive all the hype must be true collaborative projects, gaining the insights of those who must care for the buildings long after the celebrated architects and designers and general contractors have moved on. This is not to say there wasn’t some sort of mechanism in place to get the input of the facility managers and the maintenance professionals. They were required to sign off on a documents review, but motivation was absent because their input was not truly valued. To make sure they could not complain later by saying they hadn’t been aware of elements of a project, architects and contractors would distribute documents to them, usually on short notice and without sufficient briefing or any sort of real discussion. Deadlines were demanded. The documents would go back with haphazard input, if any, and by the time they were received the architect had already moved on to finalizing everything, further indication that no one was waiting on the FM input. As a result, the staff would stay away during construction, but after handover, they would make their own changes to suit their needs. In short, the tactics for collecting input didn’t work because it was merely an exercise—there was no sincere interest in finding out what would truly make the building work.
I saw the light
I realized I needed a different mechanism to motivate them for providing input. I got lucky: my employer offered a training for a bunch of managers titled "21st Century Leadership and Learning." I was able to discover my leadership tools during the training. Later, I came across a book titled Facilitator’s Guide to Participatory Decision Making by Sam Kaner. These two things changed my mindset and showed me the way to engage people effectively with courage and collaboration. So I came up with a plan! I offered the facility managers and the trades staff a half-day workshop on how to improve construction quality in capital projects. They came and we had a lot of fun together.
Here is what we did before and during the workshop:
1. Vision: I consulted privately with the managers and trades staff back and forth to set the vision that quality is everyone’s job. They agreed on the idea and supported me to move forward.
2. Communication: The idea was to let people communicate their views without being challenged by either peers or superiors. About 20 managers and trades staff met in a large meeting room and pushed back the desks to create an open space. I divided the group, stood them at both ends of the room, and provided blank paper and pens to each. I instructed them to do what most already knew how to do: create paper planes. The environment for fearless communication was ready!
3. Creativity: Everyone anonymously wrote his or her own creative ideas on the topic, folded them into a plane and flew it across the room. Each person picked up a plane coming from the other side and expanded on the ideas written on it. We did this exercise three times. Our group ranged in ages 30 to 60 years old, and we all enjoyed flying planes just like kids!
We ended up by connecting all the dots—deciding what our final
output would be. Our top action
was to come up with a guide titled the “Capital Projects Requirements,” or the CPR, in 60 days. The CPR included quality needs for civil work, landscaping, building materials, mechanical-electrical-plumbing work, and commissioning. We agreed it would be a living document and updated on an as-needed basis. It would be handed to the architect at the beginning of the project, and when the 50% and 90% drawings and specifications came in for review, the staff would have the CPR as a reference.
The CPR was drafted, edited, vetted, and used for the next project. It was a grand success! I did not hear complaints during documents review. No one said they were too busy to be a part of the review. During construction, they were supportive, and after construction, they didn't have to change things to suit their needs. It had already been worked out in the CPR.
It’s not rocket science—it’s just common sense
What made the difference? Two things: the FMs and trades owned the decisions they had spent time creating during design stage and they had the CPR as a guide to make that time meaningful. Considering ways to engage and influence instead of bullying to get what you want, you will find people more willing to respond and you’ll see powerful results—even in something as “simple” as construction standards and the importance of construction quality. Leadership tools work on every level, from large groups to individuals. When you need people on your side, pick them up, use them wisely, and change your world!
Zul Helal, AIA is a registered architect in California. His passion is the delivery of high-quality buildings, infrastructure, and related IT projects where we live, work and enjoy. He blogs at www.leadershipforquality.org
Lately I have been dwelling a bit on pet peeves (or, as George Carlin once called them, major psychotic hatreds). We’ve all got them, and the older and more experienced in the world we get, the more they get under our skin. Recently, I’ve been picking on social media a peeve that makes me more angry each day: shopping carts left in parking spaces instead of placed in the corrals almost every grocery store provides as collection points for the. Not only does it make me near-homicidal when I am trying to park in a grocery store lot only to find every available space has a cart sitting in it, but my sense of right and wrong is perturbed when I see this happen in a parking lot where the proper resting places for used carts are (a) almost totally unused, even though they are (b) plentiful and within one or two parking stalls away from where the carts are discarded. For the last few months I’ve been photographing these minor crimes against humanity and posting them to my Facebook and Instagram accounts. The responses are interesting and very revealing. Most people in my social media circle post comments venting their own frustrations with this same version of inconsiderate, “me-first” type of behavior, but some have gone out of their way to justify it. People are busy. People are burdened with young children. It’s raining … and so on. My favorite though, and one that sticks a knife right through my dark little facilities manager’s heart is this one: there are people who are paid to put the carts away.
Okay. Yes. Demonstrably true. There are people who are paid to retrieve carts and put them away for grocery stores. Just like there are people who are paid to clean the buildings I manage . . . which goes a long way toward explaining how people could engage in my latest pet peeve: dropping paper towels on the floor inside of office restrooms.
Maybe you’ve seen this phenomenon. I’m guessing you have, and just didn’t know it is literally happening everywhere. The first dozen or so times I encountered piles of cast off paper towels I was baffled. I mean, I may get why someone would think leaving a shopping cart in a parking space is a reasonable thing to do, even if I completely disagree with the rationalization, but my mind is semi-shattered trying to figure out why grown men and women are leaving used restroom paper towels lying on the floor near the restroom door every day.
Again, I turned to social media (yes, it does serve a purpose other than as a cat video and pointless political argument repository) to ask my friends around the country what the heck was going on here. The answer? Germophobia. People have become so convinced that touching germs is deadly and have become so averse to any contact with anything icky, it’s now common practice for both men and women to grab a paper towel as they are exiting the restroom to use to shield their hand from any icky dootie stuff that might be on the door handle. Then they drop the towel on the ground.
(And because commerce gets wind of everything, Georgia-Pacific recently introduced a dispenser and towel product specifically to serve this non-need that can be mounted right at the door to a restroom. It does come with its own handy waste bin attached, but if shopping carts returned properly in grocery store parking lots are any indication, people who can’t be bothered to carry a perfectly dry paper towel with them to their desks for tidy disposal in favor of dropping them on the floor aren’t going to use that bin, either.)
What’s going on here? Selfishness, for one thing. Whether you’re tossing a paper towel on the floor at work or leaving a shopping cart in a parking stall, you’re essentially announcing that you do not care about or acknowledge that your actions have an impact on other people. Yes, the building has a janitor or day porter whose job is to keep the office clean. The grocery store will send idle baggers out to herd carts, but neither of these jobs were created so you can blow off your own responsibility to try to leave the world in at least the same condition you found it. Or, as my mother would say, if you leave a mess everywhere you go, you forfeit the right to complain about messes that bother you.
There—pet peeves excoriated. More to come!
Joe Selby is a Retail Property Manager for Wells Fargo Bank, managing a large portfolio of buildings, responsible for capital planning, operations and ongoing maintenance programs.
the Keys to Your
By Chris Savarese
Facility management is more than just the physical building. It’s the management of all of the information, data, and records pertaining to the building. This is a job all its own and can seem overwhelming, but if you start with these 7 action items, you will find you can respond quickly and have peace of mind.
1. Keep Your Facilities Management Documents Current and Accurate: If you’re a responsible facilities manager, you have to know what you’re responsible for. You cannot do your job properly without the correct information. If you don’t have proper records on the state of your facilities, you can’t do your job as a facilities manager. Without accurate documentation, you can’t even get a good bid from a vendor for work on your building. The first thing they will ask is, Where are the As-Built drawings? Without the As-Builts, the bid could be much higher.
2. Ensure You Can Easily Find Your Building Documents During an Emergency: You can more effectively handle tough repairs during an emergency situation if you know your building’s documents are correct. But having to troubleshoot to find the problem could mean unnecessary demolition, greater inconvenience, and higher repair costs.
3. Do an Asset Assessment and Document Those Conditions: If you’re trying to get a handle of your documents, the first thing you should do is an asset assessment. Detail the condition of all the main equipment and systems, and document those conditions. No technology can help you unless you document what you have. After the assessment, you should create and begin a proactive maintenance program, as well as an equipment replacement plan—that should be a 3-year to 5-year plan. Even if the piece of equipment is 30 years old, you need to know when you need to replace it.
4. Use Facilities Management Technology from a Company with Extensive Industry Experience: When looking for a facilities management app or software solution, do your homework. Check with professional organizations, trade organizations, and industry magazines and see what’s out there. And when considering a company to help with managing your records, check their history, because track records do matter.
5. Get Your Finance Team to Back Up FM Software and App Purchases: As a facilities manager, you’re always fighting to replace pieces of equipment, and you often need to justify the expense. But if you’ve got a capital improvements program and your finance people are aware of it, they realize a certain amount of money is going to be spent on capital improvements.
6. Find a Company That Can Digitize Your Documents and Show ROI: A lot of firms can help with digitizing records, but it’s not going to be cheap to digitalize plans and put together an organized system—it costs money. People want a tangible ROI for that. After assessing the client’s needs, the consultant must provide that ROI.
7. Convince Your Boss or Company to Invest in a Mobile and Digital Facilities Document Storage System: Find a vendor with proven experience and client references. You won’t get my attention unless you’ve proven you already can do the work.
Chris Savarese is the National Director of Business Development at SKYSITE, an ARC Document Solutions company (NYSE: ARC). SKYSITE delivers game-changing productivity improvements for the facilities and construction industries. Chris can be reached at email@example.com.
Every time I am asked what my major is I hesitate for the right answer. Am I an architecture student? Am I a business student? Maybe an engineering student? Well, I am none of these—yet all of them combined. Studying facility management has opened me up to an assortment of fields of studies. A facility manager cannot be defined by one area of expertise. Many fields and skills must be balanced to succeed at the job.
Using a curriculum that involves architecture, business, engineering, and so much more, I’ve begun to understand the true meaning of a facility manager and the value the role has in any business. Outside of the classroom, opportunities provided to me through the Temple University Facility Management Association and the International Facility Management Association have added to an understanding of all the possibilities open to me. This past fall I traveled to San Diego to attend World Workplace. It was here I began to grasp trends occurring in the workplace, how facility management blended my education and real world experiences into one, and my interest was spurred!
The key to FM is to ensure that the building and the people are working efficiently. Employees are at the heart of every company and when they can enjoy the spaces they are in, they do really thrive in their environments. The importance of good space planning to create efficiently functioning buildings to integrate people at work is an essential element of a successful business. Often the facility manager plays the behind-the-scenes role in creating spaces people thrive in. I have been able to see this first-hand through my internship working for a school district in the operations department. As a student myself, I know the spots where I love to work: they are the rooms with good acoustics, natural lighting all around, and a clean workspace. Not only do I do my best work in these places, but I enjoy the work I conduct there. The darker, dated, and dirtier rooms of the school do not inspire my best work, nor do they motivate me to stay any longer than I must to complete a task, because I am distracted by the inefficient space. This feeling is universal to people all over the world whether they are in a school or an office building.
I was inspired at World Workplace by the space planning process that goes on to accommodate the users of facilities. It gave me insight into to real challenges in the field, such as creating these functioning spaces when space and money are limited. I was also exposed to trends in the corporate world today, as more and more companies are going to benching style seating and trying to find the perfect formula for collaborative environments. I am interested in how these spaces are balanced with private spaces and if they are relatable to all fields, or if specific fields benefit from a benching style while other professions are set back in such an open space. As a student, I think some of these open and collaborative environments in the workplace could carry over to school facilities, including the standing desks movement.
I continue to investigate the topics that caught my interest and I’m applying them to my projects and personal life. Facility management excites me with its endless possibilities, and I have enthusiasm knowing each day will be different from the next. I look forward to seeing what my generation has to offer to the corporate environment and what it means for facility management!
Mary Paschos is an incoming senior at Temple University studying Facilities Management. She is an active member in the Temple University Facilities Management Association, as well as a member of the Philadelphia Chapter of IFMA. Last fall she participated in World Workplace and was awarded a scholarship through the Corporate Facilities Council. She can be reached at firstname.lastname@example.org.
By Mary Paschos
A Student's Vantage Point
Mary Paschos displays her scholarship award at World Workplace in San Diego alongside Melodee Wagen, CFC Past President.
First Wednesday Webinar
Facility Manager as Health Care Worker
May 3, 2017 12:00 PM EST
Watch the latest First Wednesday webinar right here, right now.
New Member Welcome
January - March 2017
Sue Thompson is the editor of Facility, the current president of the IFMA Delaware chapter, a past president of the CFC, and the Facilities Manager at AAA Club Alliance.
We would like to hear about any successful events, trends, issues, technical aspects, and articles of interest of importance to facilities management, we'd like you to submit it for inclusion in our newsletter. While we can't promise you fame and fortune, your work will reach a significant and interested audience.
Submit an article anytime to email@example.com.
Please, no advertising, marketing, or anything that might be construed as such.
Facility Fusion 2017
Real Life Conversations ― Workplace Violence
The CFC sponsored a well-received round table discussion wherein panelists shared their personal stories of workplace violence and the lessons learned from them. Each situation reinforced the importance of having a written, tested plan so that you’re prepared. The importance of training was stressed so that staff knows how to react, which is imperative to maintaining the safety of associates in our buildings.
Panelists included Steve Pons of ServiceLink, Glenn Trest of Nokia, and Jim Montgomery of Halyard Health.
Melodee Wagen of Workspace Strategies, Inc. moderated.
Facility Fusion Canada 2017
May 17 - 18, 2017
Toronto, Ontario, Canada
Facility Manager as Health Care Worker
A Paradigm Shift in Your Workplace
Research has shown the impact of indoor environments on occupant health. As such, facility managers are increasingly being called upon to boost the health of their facilities, making them de facto health care providers. In this wide-ranging and informative webinar, you’ll learn about the trend, how it is impacting the day-to-day operations of facilities and what you can do to efficiently and positively impact the health and well-being of your building occupants.
Date: Wednesday, May 3, 2017
Time: 12:00 PM Eastern
News & Events
May First Wednesday Webinar
THE LEADERSHIP FORMULA
After a long time in corporate life, I am a bit tired of hearing what makes a great leader. I’ve heard and read so many ridiculous statements of what constitutes great leadership that I have lost the ability to be surprised, or dismayed, or even bored, by the pronouncements of those who dare define leadership. Let’s look at this honestly: we all have our personal views on what good leadership is all about. Whether we subscribe to the servant leadership model, or the Machiavellian model, or collaborative leadership, or transactional leadership, and not to mention transformational leadership, strengths based leadership, or co-active, action-centered, or charismatic leadership, the truth is we’ve probably encountered all of them, and one or two of them fit the way we prefer to be led.
I’ve read that great leaders get to the office first, don’t make friends of their employees, and are always the last to leave. Funny, then, how those I’ve seen as really good leaders have sauntered in later than the rest of the office, treat staff like family, and leave early because they can, and no one was bothered by it because they all liked and trusted the leader. I’ve known leaders who didn’t exude confidence, but it was overshadowed by their generosity and compassion.
One coach I know has an enormous checklist of character traits that are shown by good leaders, and it’s exactly what they are—character traits. Things like integrity, fairness, creativity, perseverance, humor, perspective—these are words that describe character. (You can find a list of universally accepted character traits at www.viacharacter.org.) We all have varying degrees of development of these virtues. In some cases, we speak of nasty, evil people as having no character, but guess what? Some of those unkind, ambition-driven, hateful men and women are hailed as great leaders.
Good leaders come, literally and figuratively, in all shapes and sizes. They are introverts and extroverts. They are organized and scattered, friendly and distant, good presenters and terrified of speaking before groups, hopeful and negative, micromanagers and delegators. The truth is there is no leadership formula, but oh! How we want one! We want the formula for great leadership, the list of things every perfect leader must adhere to, the book on exactly how to become a successful leader.
One author-- John Roulet, author of The Supervision Solution—says leadership is the quality of the leader’s performance, and he offers three components to it:
Accomplishment: The leader's performance must result in the achievement of something of value.
Cost-effective use of resources: The leader must use resources wisely.
Adherence to values: What the leader does and achieves must not violate what the group holds as important (i.e., values).
If these are the things focused upon, a person with any combination of character strengths will achieve success, Mr. Roulet believes. Others say leadership is directly tied to character. Joe Caruso, an author, speaker, and consultant, says leaders throughout history have demonstrated these abilities:
They concisely communicate the ideal in mythological, yet simple, terms.
They convey that they identify with the “pain” of their people.
They clearly, simply, and emphatically communicate the goal in a compelling manner.
They project the power of faith, hope, and courage in the face of adversity.
They consistently and relentlessly demonstrate the strength of their convictions.
So which is it? Is it either, or both? Or more? Ultimately, what determines a great leader is the model under which you, personally, have thrived. Whether working the styles of legendary UCLA basketball coach John Wooden, famously difficult Steve Jobs, endlessly ethically-compromised political figures, or Ghandi, great leaders all do things differently. There is no formula. The truth is that while some leadership characteristics can be cultivated and wisely utilized, the kind of leadership we all strive for is intrinsic, hardwired, God-given, inherent—whatever term one wishes to use. I believe a person is born with a leadership “gene.” We even acknowledge it so: “Natural-born leader.”
In lieu of that powerful fluke of giftedness, most people will agree that being treated fairly, being appreciated, and having our value as a team member acknowledged goes a pretty long way. We want a leader to push for what’s right and cover us when we mess up (as long as we don’t sell the farm), knowing that our heart was in the right place. We want the person at the top to be real, to know that his or her employees work hard, and to reward us once in a while. Call it what you like—shall we say “basic life skills leadership”?—this kind of behavior will make pretty much anyone want to follow someone. Let’s start with that kind of leadership, shall we?
IFMA's World Workplace 2017
Oct. 18 - 20, 2017
Houston, TX, USA
World FM Week
May 14 - 19, 2017
Prometheus Laboratories Inc.
EMCOR Services Aircond
Joseph Eggener, SMA
BE'S Coffee & Vending Services
Washtenaw County Facilities Management
Glenda Gilbert, SFP, FMP
Burroughs Wellcome Fund
Port of Seattle
Christopher Giorgi, CFM, SFP, FMP
A & A Maintenance
Matthew Larsen, FMP
Wolverine Construction Management Inc.
Amadeus IT Group SA
Randall McCombs, SIOR
Cushman Wakefield/Grant Street Assocs.
ISS Facility Services S.A DE C.V.
Arthur Miranda, FMP
Amadeus IT Group SA
Hannaford Bros Co
Fearless Negotiator LLC
Joy Global Inc.
Noridan Mutual Insurance Company
The Ratkovich Company
OnPoint Community Credit Union
1st Aide Restoration Inc
American Family Insurance
BP (China) Holdings Ltd.