Everyone who enters our buildings is a guest. This is how our Workplace Team creates great experiences — inspired by Disney's SCSE principles.
At the centre: the Guest and the Workplace Team (FM Team). The four SCSE pillars orbit this core, surrounded by the IFM services that make it real.
👇 Click the four pillars in priority order: Safety → Courtesy → Show → Efficiency
Four keys in strict priority order. Click each one to explore the principle — and the real Disney story behind it.
"I practise safe behaviours in everything I do." — The non-negotiable foundation.
"I exceed Guest expectations." — Every interaction personal, not transactional.
"My area and I are always show-ready." — Backstage stays backstage.
"I remove friction so guests get the most from their experience." — Technology and process serve people, not the other way around.
SCSE across People, Place, and Process — click any cell to explore the full example.
Trained first aiders. Verbal exit briefings. Contractor induction every visit. Psychological safety — near-misses reported without blame.
Hazards cleared before opening. Accessible entrances checked. Visitor routes assessed. Backstage routes kept separate from client areas.
Safety-first stop-work decisions. Near-misses logged and shared. Walkthroughs rotate monthly. Contractor PPE verified before any work begins.
10m/5m/1m rule — unconditional, every time. Learn names and use them. Escort visitors, never point. Practise the rule even when you think no one is watching.
Rooms set before arrival — water, AV tested, temperature right. Passes prepared. Welcome screen updated. Reception welcoming, not functional.
Closed-loop updates on every logged issue. Proactive disruption notification before guests experience it. Monthly conversations on how the building feels — not just what the numbers say.
Clean uniform, visible ID, professional manner. Morning walk before the building fills. Fix the small things immediately — a lightbulb replaced before anyone notices it's gone. Backstage behaviour stays backstage.
No clutter, no flicker, no smell, no noise out of place. Toilets checked mid-morning and mid-afternoon. Temperature consistent. The building should feel effortless.
Daily Show checklist before opening. Monthly front-door walk as a visitor would experience it — not as an FM professional. Fix what you find, share what you learn.
One-scan fault reporting — frictionless for the guest. Pre-briefed contractors who don't need to ask twice. Before leaving any task, ensure the next person can pick it up without needing to find you.
Rooms reset and ready before the next booking. Predictive maintenance so spaces never fail mid-use. Parking pre-reserved for known visitors. The space should be frictionless to use.
"You said, we did" — close the feedback loop visibly. Pulse surveys with results shared and improvements named. When you act on feedback, make it visible. Guests need to see that the machinery responds.
Same principles, different stage. Where the analogy holds exactly — and where IFM goes further.
Stop-work authority for every Cast Member, regardless of role. Safety walks before the park opens. Near-miss reporting without blame — Disney actively rewards near-miss reports because a reported near-miss prevents a real incident.
Any team member can halt unsafe work — no hierarchy required. Morning safety walk before the building fills. Near-misses logged and shared as learning, not blame. Contractor PPE is non-negotiable regardless of job size or time pressure.
Disney's guests chose to be there — they arrive excited and engaged. Courtesy builds on existing goodwill. The 10-5 Rule. Use the guest's name. Replace the dropped ice cream without being asked. Two-finger pointing, never one.
IFM guests — especially employees — didn't choose the building. You have to earn their engagement rather than leverage their excitement. Courtesy therefore starts earlier: proactive communication before disruptions, not just friendly greetings during them. Close the loop on every logged issue. Treat every interaction as an opportunity to build trust, not just complete a task.
Disney designs the entire environment. Backstage is architecturally separate. Overnight repainting means guests never see scaffolding. The costume department ensures every Cast Member looks show-ready. Total control over the stage.
IFM operates in a live workplace with legacy infrastructure, competing stakeholders, and spaces you don't fully control. Show discipline is therefore about behaviour as much as environment — where the team eats lunch, how equipment moves through the building, whether storage appears in client-facing corridors. You can't redesign the stage, but you can be impeccable about how you appear on it.
Queues engineered to make perceived wait shorter than actual wait. Accurate FastPass times. Every process designed to remove friction from the guest's experience — not to reduce headcount or cut cost. Efficiency serves the guest, not the operation.
The critical distinction: Efficiency in IFM is about removing friction from the guest's experience of the service — not about how quickly the FM team completes tasks. A room reset that's fast but leaves a trace is less efficient than a slower reset that leaves no trace. One-scan fault reporting. Proactive room setup. "You said, we did" feedback loops. Efficiency done right is invisible.
Real FM scenarios. Apply SCSE thinking. Answer one at a time — the hierarchy matters more than the recall.
Walk your area before anyone arrives — safety and show together, as one scan. Check fire exits clear, no trip hazards, wet floor signs in place. At the same time: wilted plants, crooked signs, dead bulbs, empty soap. Log everything. Safety and Show are one walk, not two.
10m eye contact, 5m smile and greet, 1m offer help. Use names you've learned. Escort visitors — don't point. Practise it even when you think no one is watching. The habit only works if it's unconditional.
When you fix something someone reported, tell them. A 30-second message — "Fixed, thanks for flagging" — is more powerful than you think. It turns a transaction into a relationship. People who feel heard report more. People who feel ignored stop bothering.
Toilets, kitchens, meeting rooms — check them between uses. Restock, wipe down, reset. The building should look like no one has been in it. That's the Show standard.
Before you leave any task or finish your shift: are your notes clear? Is the system updated? Would the next person know exactly where things stand without having to find you? Efficiency isn't about speed — it's about removing friction for the next person in the chain. That person might be a colleague. It might be a guest.
Note anything outstanding. Brief the next shift or leave clear written notes. Don't let issues carry over silently — a problem that goes unrecorded is a problem that will surprise someone at the worst possible time.
Start each week with a 10-minute SCSE review. Pick one real moment from last week per pillar — one Safety win, one Courtesy moment, one Show observation, one Efficiency improvement. Celebrate the good ones. Learn from the misses. The framework gives the team a shared vocabulary; use it every week until it becomes natural.
Enter the building as a first-time visitor would. Reception, lift lobby, signage, toilets, meeting floor, café. Score what you see honestly. The senior leader should do this — because experience normalises things that still register as wrong to guests. Share findings with the team as coaching, not criticism.
Not a KPI review — a conversation about how the building feels. Two questions: "What surprised you positively this month?" and "What frustrated you?" Listen. Don't defend. Don't explain. The things that frustrate people are your most valuable SCSE intelligence.
Use the scoring tool below. Rate your site 1–5 on each SCSE pillar across People, Place, Process — 12 scores in total. Pick the two lowest. Set a 90-day improvement target. Empower the team to own the fix.
Rate your site 1–5 for each pillar across People, Place, and Process. 1 = not in place, 3 = developing, 5 = embedded and consistent.
| Pillar | People | Place | Process |
|---|---|---|---|
| 🛡️ Safety | |||
| 🤝 Courtesy | |||
| ✨ Show | |||
| 📊 Efficiency |
Use SCSE as everyday vocabulary. "That's a Show issue — what's the root cause?" instead of "clean that up." "Remember Courtesy — 10m, 5m, 1m" instead of "be more friendly." The framework gives the team a shared language for problems and solutions. Use it until it's natural.
When you see a team member applying SCSE — name it, praise it, share it with the team. "That was a great Courtesy moment with the visitor this morning." Recognition of specific behaviour reinforces it far more effectively than correction. Disney builds this into the Cast Member culture from day one. So should we.