Hotel Engineer Volume 23 No. 4 by Adbourne Publishing

Volume 23, Number 4 December/January 2019

PP 319986/101

HOTEL ENGINEER

Official Publication of the Australian Institute of Hotel Engineering

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CONTENTS 14 20 58 Features

Cover image shows The Brisbane Marriott Hotel

Volume 23, Number 4 December/January 2019

PP 319986/101

HOTEL ENGINEER

Publishers letter

AIHE State news

44 How can this happen to me? A lesson in fire compartmentation

Back of House: Backward thinking

Control of Legionella in hotels

16 Major renovation for an iconic Brisbane hotel

58 Green checklist for building management

20 A snapshot of modern slavery

25 In-room entertainment: Catering to the 21st-century hotel guest

66 Vacuum drainage systems

Overview of hotel trends 2019

30 What hotels need to know about wireless charging

72 The importance of indoor environmental professionals in investigative and remedial projects

32 Maintenance contracts for 21st century buildings

Membership form

Product news

38 Practical management of corroded assets Official Publication of the Australian Institute of Hotel Engineering

40 Hotel door locking and guest room management systems

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THE HOTEL ENGINEER The Official Publication of the Australian Institute of Hotel Engineering

AIHE STATE PRESIDENTS Anura Yapa, NSW E: Anura.Yapa@shangri-la.com David Zammit, VIC E: david.zammit@hyatt.com Tony Fioraso, WA E: Tony.Fioraso@crownperth.com.au QLD Iterim President E: Anura.Yapa@shangri-la.com

PUBLISHERS letter

elcome to our summer edition of Hotel Engineer.

The start of the new year heralds a new look hotel in Queensland’s capital. The Brisbane Marriott Hotel has undergone a major renovation to its 267 rooms, plus conference centres. Not only has this improved the look and feel of the hotel, but also provided engineers with a window to make much-needed upgrades to critical infrastructure. Of interest in the article is the extraordinary length engineers went to when installing two new chillers onto the roof. A busy Brisbane street had to be shut down while a sky high crane lifted the equipment into place! We chat with Project Manager Michael Herridge of Mettle, plus Chief Engineer Mark Gorman about what the project entailed. We’d like to thank Michael, Mark and the team at the Marriott for their assistance with the article. We have a terrific article on maintenance contracts by Vince Simpson of IBMS, plus Mark Hooper delves into fire compartmentation. Mark is best known for his expertise in hospital engineering, but his look at this topic should be of interest to all in the industry. As the world moves away from wired, we take a look at how in-room entertainment and wireless charging is being applied to hotels. Brendon Granger explains some of the latest developments.

ADBOURNE PUBLISHING 18/69 Acacia Road Ferntree Gully, VIC 3156 PO Box 735, Belgrave, VIC 3160 www.adbourne.com ADVERTISING Melbourne: Neil Muir T: (03) 9758 1433 F: (03) 9758 1432 E: neil@adbourne.com Adelaide: Robert Spowart T: 0488 390 039 E: robert@adbourne.com PRODUCTION Emily Wallis T: (03) 9758 1436 E: production@adbourne.com ADMINISTRATION Tarnia Hiosan T: (03) 9758 1436 E: admin@adbourne.com SUBSCRIPTIONS Enquiries: (03) 9758 1436 Fax: (03) 9758 1432 Email: admin@adbourne.com

Sarah Bailey looks at controlling Legionella in hotels, we have a comprehensive look at vacuum drainage systems and our eco architect Mark Thomson gives his predictions for the coming year. In a different take for the magazine, we have an insightful article on modern slavery courtesy of Paul Angus and CIBSE. This was printed in another publication of ours, and we felt it was so good we would also run it here! And our quirky regular feature BOH returns in this issue with a slightly different look. Our regular contributor Neil Weenink pens some of the prominent changes he has seen in hotel engineering with his feature, ‘Winds of Change’. Please remember and put in your calendar the AIHE National Conference being held 15th & 16th August 2019 at QT Gold Coast. The team here at Hotel Engineer hopes everyone had an enjoyable Christmas, and we wish for more good fortune in 2019. Enjoy the read! Regards Neil Muir Adbourne Publishing cannot ensure that the advertisers appearing in The Hotel Engineer comply absolutely with the Trades Practices Act and other consumer legislation.The responsibility is therefore on the person, company or advertising agency submitting the advertisement(s) for publication. Adbourne Publishing reserves the right to refuse any advertisement without stating the reason. No responsibility is accepted for incorrect information contained in advertisements or editorial. The editor reserves the right to edit, abridge or otherwise alter articles for publication. All original material produced in this magazine remains the property of the publisher and cannot be reproduced without authority.The views of the contributors and all submitted editorial are the author’s views and are not necessarily those of the publisher.

NEW SOUTH WALES

reeting from the NSW Chapter.

It’s hard to believe that the year 2018 has ended, feel like it was quicker than a normal twelve months although it has been a wonderful year for all of us. I hope everyone enjoyed their holiday celebrations. As we welcome the New Year, I would like to look back into 2018. In January, we had our first committee meeting at The Blu Bar, Shangri-La Sydney with the newly appointed committee. The first monthly meeting was held in February at The Grace Hotel with a presentation from Australian Essential Services Compliance on ‘Environmental Planning and Assessment Amendment (Fire Safety and Building Certification) implemented 1st October 2017’. Then in March the meeting was with a site visit of newly installed chillers at the Four Seasons Hotel. The States President Meeting was held on the 16th of March at Gold Coast where State Presidents discussed organising the upcoming conference. “Technology and Various Services for Hotels” presentation was organised by Harvey Norman at their Warehouse in Sydney. In June and July meetings were at Sofitel Darling Harbour and at The Hilton, Sydney respectively covering on “City of Sydney Environmental Grants Program - Round Two” and “Pipe Relining Education and Awareness”. We had another Committee Meeting in August again at Shangri-la Sydney where we discussed about sponsoring about 10 Engineers to attend the update conference in Queensland, Trust Fund balance and plans for the year 2019. September meeting was at the Amora Hotel with

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Our Mini Trade Show was held at Novotel Sydney Central in October. Our financial Corporate Members from 14 different companies exhibited their products and discussed their services etc., on that evening. They are listed below: • Technology4Hotels • NCH Australia

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From that point forward we set our ambitions Ouronteam can provide the l creating a niche specialist fit-out and refurbishment product knowledge to achieve company; a company capable of delivering a service unmatched quality, value that andfacilitates consistency. and trade qualifications the clients ability to execute Our commitment to the long term interests of ourofcommercial Creating environments that a The team at Magic City Projects have many years of their design aspirations. clients was a journey that began in 2010. clients competitors promotes s building experience trade qualifications that Our teamand can provide the latest solutions and product knowledge From that point forward we set our ambitions on creating a niche and conspicuous facilitates clients to execute their achieveability the desired results. No jobdesign too big or too small. consumption. specialist fit-out and refurbishment company; a company capable ofthe to delivering a service of unmatched quality, value and consistency. The Creatingaspirations. environments that are superior to the clients competitors team at Magic City Projects have many years of building experience

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To finish up the year, we had our AGM in 29th November at Shangri-La Hotel, Sydney. Andy Goonesekera of Intercontinental Sydney conducted a presentation on Sustainable Destination and Technology in Hotels before taking over as the Pro-term Chairperson for electing new office bearers for the year 2019. The newly elected committee:

Thanks for the Shangri-la hotel for providing the venue and Kieron Hunt the Resident Manager addressing the gathering representing the General Manager Philippe Kronburg.

President: Anura Yapa Vice President: Trevor McCarren Secretary: Benjamin Gray

We had our chapter Christmas party on Saturday the 15th of December at The Art House Hotel. We all had an enjoyable evening. The NSW Chapter has been working hard and is looking forward to another successful year. I also would like to take the opportunity not only to welcome all the new members but also to thank all Hotel General Managers and thank all members for their exceptional benefaction. Wishing you a very happy festive season and Happy New Year to all of you and your families!

Treasurer: Brendon Granger Event Coordinator: Viran Yapa Committee Members: Anton Van Den Brink/Andrew Yap

Anura Yapa JP President â&#x20AC;&#x201C; AIHE NSW chapter

Congratulations to all new committee members and huge thanks to the outgoing committee members for their hard work.

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supporting us at times of crisis in our hotels. Joe, we appreciate your ongoing commitment to our chapter and look forward to what I am sure will be your valued contribution on our committee.

purpose by Craig, the networking was relaxed and very enjoyable, the food & hospitality presented by the Comcater Chefs was also amazing, well it always is … and another great night was had by all.

Our meeting prior to our AGM was Held in October at Comcater, thanks to Craig Lategan, Key Accounts Manager for hoisting us. Once again we had an amazing dinner served at their showrooms in South Melbourne. With a great turnout by members and no agenda being set on

Memorable meetings this year included our private tour of the Lyndsay Fox car museum and our visit to the Reece Bathroom Life Showroom in Richmond, with our other hosted meetings as follows: • February GHM / laser Plumbing

s we farewelled 2018, I do hope that you all enjoyed the festive season, some time out with your families and close friends, taking advantage to recharge for the new year ahead. We wrapped up the year with our AGM and Xmas cocktails at Grand Hyatt Melbourne, on December 4th. What a great evening, an opportunity for our members to bring along their partners, enjoy each other’s company, make a few new friends whilst enjoying the hospitality provided that night. Complementing the evening, once again we were graced by the talented pianist Lea, who performed for us during the event, certainly welcomed and appreciated by all of our guests. Our corporates, as usual, were very generous in offering prizes on the night which we raffled off. With the help of John Appleyard, long standing corporate member, we had a bit of fun whilst we drew out the prize winners, thank you all. The formalities of the evening resulted in the following committee being elected to head up the chapter in 2019. Committee Members: John Appleyard, Ian Charman, Soudi Nori, Gabrielle Chamberlain, Victor Herrera, Joe Bonfa & Peter Nesbit

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Secretary: David Zammit (interim) Vice President: Stephen Docherty President: David Zammit A warm welcome to our new committee member, Joe Bonfa, Managing Director of FRA. Joe and his team have been a great support of the AIHE as active members for the past 4 years, along with

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• March Sofitel Actrol, Metalflex • April No meeting • May Special event Lyndsey fox • June Reece show room • July PHM / NCE digital signage • August Westin / Pool Werx • September Australia on Collins / Smart hotel solutions • October Com Cater • November no meeting

Many thanks to our Hotel Engineers who supplied venues for our regular meetings; we appreciate your continued support allowing us to host our events. Also many thanks to our corporate members for your support in helping to make the Vic Chapter of the AIHE such a success.

network of members grows, along with the friendships we make along the way whilst we all do business. I believe this is quite special, and we should not take for granted. So up and onwards for 2019, let’s continue to make it great, see you all at our first meeting in February.

As we kick off the New Year, I wish all of our members and their families the very best of health and happiness. Our chapter slowly evolves each year and our

Regards David Zammit President AIHE Victoria Chapter

WESTERN AUSTRALIA

reetings Everyone from Western Australia,

Our last official meeting was held at Crown Towers in November: Duratec: Jason Dagg Who presented on the latest water proofing products and techniques

which included: • Waterproofing materials are the last piece of the puzzle • Materials Selection – what influences decision making. • Building continued Lifespan. • Is drainage sufficient. • Fall -Slope- Grade – subgrade or surface. • Trafficable Surfaces. Shenton Pumps: David Watson Who presented on ORP/PH controllers and general pool maintenance. David also presented on issues that arise from PH readings movement in a pool or spa. He showed a video highlighting the impact of aeration on PH and the effects by influences such as bathing loads, splashing, fountains and waterfalls. On Friday December 7th we had our Christmas party at The Shoe in Yagans Square in the city. Everyone enjoyed the afternoon and some continued on into the night! I would like to thank the committee for all their hard work over the year and I look forward to working with you next year. On behalf of the Western Australian Chapter I would like to wish everyone a Merry Christmas and a Happy and safe New Year. Please remember to put in your calendar the Bi-Annual conference in August 2019. Regards Tony Fioraso President AIHE Western Australia

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BACKWARD THINKING

Hotel engineering & the winds of change

NEIL WEENINK

n the beginning! In the beginning there was the landlord attending to the needs of his guests; `needs' here being all inclusive. Local urchins kept up the fires and fans: works of art not to be damaged for fear of the unthinkable. [The fans Mavis, not the urchins.] The air was alive with the stink of waste and the coach arrivals were moments of great expectation and everybody knew their place in the pecking order. But now! But now there are a few changes. The landlord has a grander title and is no longer his own boss. The fires and fans have given way to the conundrum of HVAC empiricals, and the urchins? Still out there, a great tribe of useful labour that you use at your peril. Pity. And then came the end of the beginning. Watt vastly improved Newcomen's steam engine performance allowing forever mechanised driving force, and in the 1850's a grandiose vision by an investor group in the US for the future of a substance known as `rock oil'. They found the dark smelly substance used by Indian folk for medicine was marketable for oil lamps with the made-name Kerosene. Then around 1885 Daimler and Carl Benz got the new-fangled internal combustion engine to work on Gasoline, John D Rockefeller formed the Standard oil company, and the rest is history. Oil! First there were logs to fuel the early space heaters, then the black diamond coal, and then Oil, the liquid gold of our times! King coal remains secure if sometimes a mite shaky, but oil dominates our lives - at least for now, and by reducing the flow in 1973, the oil cartel OPEC effectively made that point very clear. Hydrocarbon Man was not infallible and we in the hotel industry were not immune. I for one will never forget the events of that year. Overnight the posted price of oil went up 70%. I was just leaving for the Inter-Continental in Dacca and the old Chief wishing me luck said `Well son you've sure dropped into the deep end.' How true those words, as GM's cast around to find ways of minimising room rates. Meaning of course cutting costs, and that meant putting Engineering under the scanner. And so it came to be. All the issues we know about only too well today began right then. Words which are commonplace today emerged at that time, energy and asset management dictums, efficiency and effectiveness, time management and above all cost. In the 1970's Chief Engineers' meeting in Singapore, we were handed out huge reference tombs on maintenance issues including the philosophy of Preventive Maintenance which had surfaced in the closing months of WW2. Oh my! Every single item from huge chillers to valve actuators, every single gizmo was to be itemised and a Plan developed for Preventive Maintenance. Which meant of course that we had to, for example, change bearing systems after set running periods. Parts costing thousands of dollars discarded when still in as-new condition. Through time heads cleared and plans were modified, but the big one of oil cost was, and remains, a mighty challenge.

About then I was transferred to a new resort still under construction in Montego Bay Jamaica. A real beauty. Five hundred rooms and with totally self-contained energy and service plant. The six 500 HP GM Gen sets were a great sight [and sound] It was not the capturing of waste-heat layout of today but it was close. So with ample staff and new plant I had time to ponder and to begin the jottings, which eventually became the Never Again Notes or The List of Repeatable Blunders [LORBS]. Akin to Murphy's Laws in some respects they follow the subjective trail neatly ignored by Architects. Not quite the `if its too big to move, paint it' reputedly in the GI's handbook; more like 'why put it there If you can't get it out?' So forth. Over time and in numerous properties this work has expanded, and with acceptable language has travelled far and wide with those who are keen to combine both objective and subjective design issues. May this work prosper, I would fervently wish. Somewhere too in the 1970's came the computer into our scan, in the form of computer based Building Management Systems. This was a wiz, with Honeywell doing their darndest and we on the other side hit at several levels. As we were not at that time brought into discussions at the top in matters of capital, expenditure go/no go, or fiscal details associated, it was generally the Bean Counter who had the ear of the GM. So the device appeared in the office with the attendant smiling [and well dressed] Honeywell rep to install same. And this really got me going; a short fuse at the best of times. These fellows were talking in a language totally foreign to us. How dare they! I said `What the hell are you talking about, the guys like me come from mechanical backgrounds not from outer space.' Eventually we got it sorted out and in fact I re-wrote the Honeywell BMS Handbook In hotel engineering lingo. I wonder where it may be now? But it was not easy at that time to be faced with a key board, any key of which wrongly punched would pitch the hotel into darkness or worse, would start up a Chiller on peak load... And this was another thing we had to learn and accept. Electrical tariffs and the dreaded Maximum Demand. Unbelievably and sadly for the Chief at that time, the Demand Plan set by the Govt Bean Counters effectively nailed him for 12 months from the Peak KW loading on any preceding mouth. This was akin to the Inquisition and gave equal grief to him and his Department although fortunately the dreaded Rack was not brought into play. Jump forward now to office computers if, that is, you were fortunate to have an office, a secretary, a computer; these exquisite items coming along later in the saga of new hotels in the West, so to say. In Asia the engineering department has always - certainly from the 1920's â&#x20AC;&#x201C; had a bureaucratic function and layout. My goodness I have seen 3 secretaries in the Chief's area, at least one keeping the tea and tiffin up to him at all hours. So it was that the secretary gained knowledge and command of the office computer, which part use gradually absorbed the awesome Work Order System - and so gave reason for the secretarial role, one might say.

All the above represents change, and, as we all know, nature abhors change. Especially when it happens through as little as 10 years. Truly. And as if all this was not enough to send the Department off its rocker, along came 'sustainability' and `recycling' and the work place edicts of Duty of Care [try explaining this one overseas] and all the other occupational health and safety regulations snowing the Head of Engineering under with paper work. In the 1980's with the onset of these matters, and armed with the Lorb List and the belief that it was time for Hotel Engineering to show itself as a worthy member of the hotel management team, I held a meeting with kindred souls at the GC International Hotel on Queensland's Gold Coast. Whence the Australian Institute of Hotel Engineering Inc was born and has, despite significant hurdles, moved steadily forward. The initial challenge was of course from Hotel Managers who saw a serious threat to their own long held historical Establishment. Hotel Engineering was not entirely understood and those working `below decks' particularly were seen as linked with the 'dark satanic forces' of the steam age, and with powerful Unions in support. I must say it was a bit of a challenge for me personally to dissuade Managers of this view! But that's all behind us, and we move forward with a greatly enhanced recognition from within our respective properties, and from the Industry at large. Since inception of the Institute, much work has been undertaken on water and energy management issues, and importantly the results have been shared. This is critical to the founding ideals, and of even greater importance with the `winds of change' again in the offing as the old saber rattlers on the planet refuse to let it be. We have opportunity, indeed responsibility to make a major contribution in the great equation of energy balance. Hydrocarbon Man is unlikely to reverse his way of life, but we can be more responsible. The Institute has the potential to do this; it has the platform, the voice, and the skills. Recently the Queensland Chapter learned from Osram of the new cutting edge in lighting technology. With minimal energy and extraordinary system life, we can now provide lighting of a quality unheard of just a few years ago. With some 20% of electrical energy being used in hotel lighting, I suggest we should be looking very seriously at LED and other low energy systems. And of course the list is lengthy, with modern HVAC plant at efficiency levels that are quite astonishing. It is essential that we join with all decision makers in our Industry whose involvement through design or operation, investment or management, influence the way energy and our precious recourses are used. Take care my friends; the Winds of Change are blowing just that bit stronger... Good night and Good luck. Neil Weenink

MAJOR RENOVATION

for an iconic Brisbane hotel

verlooking the Brisbane River and city skyline is an iconic hotel with a new point of difference. The Brisbane Marriott Hotel has undergone a transformation over the past year, which will bring guests the ultimate in luxury, while modernising the hotel’s infrastructure.

PROJECT DELIVERY At the helm of delivering the $20 million renovation is Mettle – a national refurbishment, fit out and construction business. After tendering for the project at the start of the year, Michael Herridge (Mettle Senior Project Manager) has been on site since July, overseeing a full-time project delivery team of five, plus up to fifty subcontractors at any one time. “In our role, we are trying to remain invisible while the hotel is still operating,” Michael says. “We are always looking to be five steps ahead.”

This sometimes involves very early starts to complete jobs without disrupting guests. One of the biggest tasks has been replacing old concrete hydraulic main stacks. This involved redirecting the sewerage temporarily while the concrete pipes were removed, and replaced with modern, durable PVC pipe. As this job required the mains to be switched off, the pipe replacement was conducted in the early hours of the morning while guests were asleep, to minimise disruption. One major task in the renovation needed engineers to consider not only guests, but Brisbane’s wider public as well. Chief Engineer Mark Gorman was a key figure in replacing the old chillers with two new Trane Series R Helical Rotary models in August 2018. “We used a 102m tall crane to lift the chillers onto the hotel roof,” Mark says. “The crane was constructed at the site, and

we needed to close off Queen Street while the installation took place.” The two new chillers had a combined weight of 25 tonnes. In addition, the old chillers, weighing 16 tonnes, had to be removed. The concrete slab on top of the hotel also needed to be tested, to ensure it would hold the extra weight. The operation was a huge success, with the replacement happening on time and with minimal disruption to Queen Street. The new chillers have an added energy saving benefit, with a ‘soft start’ to heating water. Instead of ramping up the water from naught to one hundred per cent when hot water is required, the new models maintain a warmer temperature to begin with. This provides hot water quicker, while using less power overall. Heat exchangers are also installed throughout the hotel for additional benefits. Energy saving is a big focus for Mark. In fact, he says his main focus after this renovation is to find ways of reducing the hotel’s power consumption by as much as 20 per cent.

WINDOW FOR CHANGE The Brisbane Marriott Hotel was first opened twenty years ago. This recent renovation opened the door to install many improvements across the board, including the industryleading ASSO ABLOY Orion system controls for lighting and air conditioning in the rooms. “We can adjust the lights and air con from the front desk when guests check in to their room, ” Mark says. “Sensors on the door and in the room will detect movement, and when the room is vacant, the temperature will return to a default of 21°C.”

Fusion Advanced products were chosen for the fire safety equipment. All new EWIS board & smoke detectors were installed. The BMS is a new Trane SC, which was installed in August 2018. Ventmen was engaged for the hotel’s vents. Masterfloors installed high quality carpet throughout the hotel. The televisions are LG. The team cannot speak higher of Horizon Coatings, which was responsible for the painting solutions. Horizon Coatings operates in five states and territories, and has a strong history of customer satisfaction. The company has a strong record of quality, safety and environmental credentials. One of the visual drawcards of the hotel is its exquisite use of marble. The lifts incorporate a Portoro marble border and Rosso Alicane floors. The bathrooms also feature restored, original

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marble, along with a magnifying mirror, spacious baths and a separate shower. Marble also features in the hotel’s lobby, alongside granite and Grecian sandstone columns spanning 3.6m in diameter. Malaysian-based Duoz Design was responsible for the designs and finishes. The approach of Duoz Design was to reflect Brisbane’s cosmopolitan appeal and attractive lifestyle, and to promote luxury in the heart of the city. This is achieved through light coloured timbers, textured wallpaper, and a soft colour palette, which combine to create a welcoming and airy setting. Ceiling height fabric bedheads feature backlighting which creates a soothing ambience. Duoz Design had previously played an important role in the Sydney Harbour Marriott and Melbourne Marriott’s recent renovations.

The hotel has 267 guest rooms and suites, with renovations taking place in 48 rooms at a time. eleven event spaces at 8200sqf combined are also available to guests. These were previously modified to maximize space and to create a powerful impression for guests. The hotel’s signature restaurant, Motion Dining, is renowned for its Seafood Buffet on Friday and Saturday nights, along with its Sunday Brunch.

OPENING NEARS One of the jobs for Mark throughout this process has been to train staff with the new systems in place. Having been the biggest upgrade to the hotel since opening, it was imperative the new technology and systems in place were understood. “From front office to housekeeping, everyone has something new to learn,” Mark says. The renovation is due for completion in March 2019. The final tasks remaining include upgrading the lifts and polishing some of the marble. The tireless work by those involved in the project will be vindicated at the final handover. “Feedback from Marriott up until this point has been extremely positive,” Michael says. “I’m sure it will be well received by guests and there should be a few happy faces once it’s complete!”

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Mark agrees. “It’s been a long time in the planning, so we are all starting to become enthusiastic about the end.” For guests booking a room or function at Brisbane Marriott Hotel next year, they will be treated to one of the most sophisticated, modern and luxurious destinations in Brisbane, while enjoying the famous hospitality of the largest hotel chain in the world.

A snapshot of

MODERN SLAVERY YANYAN XIAO I KENDALL BENTON-COLLINS

Slavery has never ended. In modern times, it continues to persist in the form of servitude, forced labour, debt bondage, human trafficking, child slavery, and forced marriage. The 2016 Global Slavery Index showed that there are over 45.8 million people across 167 countries in some form of modern slavery.

ndia, China, Pakistan, Bangladesh, and Uzbekistan are the countries with the highest absolute numbers of people suffering from modern slavery, while the more economically developed countries, Luxembourg, Ireland, Norway, Denmark, Switzerland, Belgium, the US, Canada, Australia and New Zealand are showing less prevalence of modern slavery. It’s not surprising then, that modern slavery can feel like an issue that’s far away from the lives of most Australians. Having said that, it’s important to note that while Australia may have fewer instances of modern slavery than developing countries, it is still very much a factor in our products and services and we are certainly not excluded from risk here on our shores.

Modern slavery has increasingly attracted attention from governments, non-government organisations (NGOs), business communities and civil society worldwide. In 2003, the Protocol to Prevent, Suppress and Punish Trafficking in Persons, Especially Women and Children entered into force in the US, and until 2016, 124 countries ratified this protocol. Regarding the specific legislation in modern slavery, the UK was the first country in the world to publish the Modern Slavery Act 2015. This Act requires the companies with the total turnover

Developed countries are importing large numbers of goods and services from developing countries, and modern slavery can exist along the complicated global supply chains. In this regard, modern slavery is related to everyone’s daily life through global supply chains. You might own a diamond ring that was exploited by forced labour in Africa; you might wear a T-shirt that was made by bonded labour in Bangladesh; you might work on a computer that was assembled by exploited workers in Malaysia; you might use a phone battery that contains minerals mined by child slaves in the Congo; you might even eat prawns that were fished and processed by trafficked workers in Thailand.

threshold at £36 million in the UK to make a Slavery and Human Trafficking Statement with modern slavery information on their supply chains, policies, and mitigation steps. In 2017, Australia proposed to build a comprehensive suite of new laws for combatting modern slavery, which also includes establishing a Modern Slavery Act. The crimes of slavery, forced labour, and human trafficking would then fall under a single law. The Australian anti-modern slavery model would be improved based on the UK one. It would have specific requirements in modern slavery in supply chain reporting, such as making the voluntary criteria of reporting modern slavery in supply chain mandatory and setting a lower threshold for including more business companies to take the responsibility of reporting modern slavery. In line with government leadership in anti-modern slavery, many NGOs are playing a significant role in this field through research, policy development, professional practice, technology provision, data analysis, and education. NGOs are making a concerted effort to raise the awareness of businesses on the need to be proactive when it comes to modern slavery, making them realise that anti-modern slavery actions are not only an obligation but is also a good thing to do for their businesses. Currently, NGOs are cooperating with companies to help them identify and remedy modern slavery hotspots in their supply chains. This is part of a trend to move the businesses toward proactive checking. The agriculture, construction, manufacturing, mining, utilities and domestic services sectors, appear to be modern slavery hotspots. Thus, if the big companies in these sectors or the companies that have close interactions with these sectors take initiatives in combatting modern slavery, it would be demonstrating leadership and may have a bigger impact on civil society. In theory, we are all connected to modern slavery through complicated supply chains. As consumers, we could also

become active participants in anti-modern slavery campaigns. We have the ability to use our purchasing power. If we know that certain goods and services are free of modern slavery, while others are not, we can choose the ones without modern slavery to support the manufactures or providers to sustain economic prosperity. Everyone’s purchasing power is tiny, but collectively, this power can never be underestimated. We still have a long way to go, however, before we’re at the stage of knowing whether every individual consumer product is indeed modern slavery-free. The good news is there are already a variety of independent environmental certifications available that help customers to make good choices when purchasing goods and services. Robustness, credibility, and impartiality are what build the reputations of good ecolabels so that suppliers and consumers can come to trust them. GECA’s standards, for example, consider the social impacts of the products it certifies, including safer and more ethical working conditions, not only for employees, but also those involved along the entire supply chain. With so many certified products available, there has never been a better time for organisations and businesses to start their positive procurement journey. While it doesn’t currently exist, a certification for ‘modern slavery-free’ in the future could give transparent and reliable information to customers and make good use of this purchasing power to combat modern slavery. At the same time, this type of certification would increase the customers’ satisfaction by letting them feel the sense of participation in these campaigns. Thankfully, organisations can – and should – start taking steps to remove modern slavery from their supply chains today. The key is to start looking! GECA’s Positive Procurement Pledge, for instance, is asking organisations to identify the hotspots across their supply chain, create a framework for monitoring and evaluating these risk areas and implementing a procurement policy that is good for people and planet. The free online Slavery Footprint Calculator is another great place to begin the journey that we all need to be taking.

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IN-ROOM ENTERTAINMENT

Catering to the 21st-century hotel guest BRENDON GRANGER I DIRECTOR, TECHNOLOGY4HOTELS

The expectations of hotel guests has changed radically in recent years. Having a comfortable place to stay is no longer enough. Today, the digitally-connected traveller wants a hotel room that lets them stay connected from the moment they arrive, while also enjoying the same technology they use at home.

ven if your guests are just using your hotel room as a base to lay their head, the time they spend relaxing will invariably involve watching TV, listening to music, or browsing the net. This reliance on personal technology and a surge in the popularity of on-demand entertainment are both transforming what guests want and expect from a hotel room. With that in mind, let’s explore where in-room hotel technology is going, and how it needs to evolve to meet changing expectations.

THE BOOM IN ON-DEMAND ENTERTAINMENT A lot of guests arrive at a hotel with their own entertainment, often bringing multiple devices with them. These days, they’re more likely to watch a Netflix show on their tablet than pay to watch a movie on the hotel TV. This trend is simply a sign of the times. A recent report by Nielsen found that nearly two-thirds of people around the globe watch some form of on-demand content. On-demand content allows you watch what you like, when you like over the internet. It’s worth stating that people are still watching traditional TV and cable services, but there’s a clear shift towards on-demand content and streaming services. This means that today’s hotel guest has more content than ever at their fingertips. So while a large flat screen TV is still a nice perk, it isn’t the beall and end-all of in-room entertainment. Just as crucial, hotels need to provide support to allow guests to use the devices they bring with them.

EASY ACCESS TO PERSONAL DEVICES Seamless connectivity and a frictionless online experience are key to guest satisfaction. The modern day traveller wants to stay connected at all times, and most now expect a hotel to offer free, high-speed Wi-Fi. Equally, guests don’t want the hassle of complicated log-in procedures, or have their internet sessions time-out. These seemingly minor frustrations are a sure-fire way to aggravate your guests and send them straight to TripAdvisor to air their grievances. Beyond free and fast internet access, it’s crucial that your hotel rooms have plenty of easy-to-access power outlets – especially since most people bring multiple devices with them. Even better, equip your hotel rooms with USB ports. This will also save your overseas guests the inconvenience of needing a travel adaptor.

PERSONAL CONTENT AND STREAMING SERVICES In the survey by Nielson, over two-thirds of respondents said that watching video-on-demand on an online or mobile device is not as good as watching on a bigger screen. Moving forward, it seems in-room entertainment is almost certainly going to revolve around the hotel TV. As internetenabled Smart TVs become prevalent in the home, guests will arrive expecting to stream their favourite Netflix or Amazon Prime show on the hotel room TV. The way people listen to music has changed radically, too. The boom in internet-based music platforms like Spotify and Pandora mean that guests will appreciate the ability to play

their music via Bluetooth through the in-room TV speakers, clock with Bluetooth or speaker.

streaming and mirroring for iOS and Mac OS. But neither solution works with the other.

As discussed in a previous article, casting services are set to play a leading role in this development. Services such as RoomCast (powered by Google’s Chromecast) now enable guests to easily and securely ‘cast’ their own content on the in-room TV.

Chromecast bridges the gap to a certain extent (because it works on both Android and iOS), but you can’t play content from iTunes via Chromecast.

Of course, personal devices aren’t just used for entertainment. Travellers rely on them for a host of reasons, from checking the latest weather and researching trips, to checking out the local dining scene and uploading holiday photos to Facebook. Again, this is where the offer of streaming services can offer huge value. Rather than being restricted to a small screen, giving guests the ability to cast content from a personal device to the in-room TV makes for a far less restricted and much more enjoyable online experience. Yet despite these benefits, the current generation of streaming services still have limitations. Namely, the lack of a universal system that works across all platforms.

LIMITATIONS OF STREAMING At present, consumers can stream and mirror content on Android devices, such as Samsung and LG. Apple TV offers

So with the current technology, a guest that shows up at your hotel still might not be able to stream their own content on your in-room TVs. As a possible solution, the future might involve a next-generation TV that combines streaming with app-based technology.

HOW STREAMING SERVICES COULD EVOLVE So what might a new generation of app-based TVs look like? Having the apps on the TV itself wouldn’t be ideal. Guests would have to use the hotel remote to enter their login details which is fiddly. Also, many guests would worry about entering their personal details into the TV to access these apps because the TV will store them unless it is able to be reset or wiped once the guest checks-out. But here’s how it could work. Imagine a device (like an Apple TV) that lets you upload your own apps (such as Netflix, Amazon Prime, etc.) and profile to it at the push of a button via your smartphone. The apps then displayed on the TV would be yours

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with your credentials, reflecting the same kind of experience you have at home.

the domestic setting and becoming seamlessly integrated into everyday life.

Voice control technology would make this interaction even easier. Products like Apple TV already have voice control built in. So this next-generation experience would allow guests to navigate and play personal content without touching a button. Instead, they would simply ‘ask’ the TV to play (say) the latest Stranger Things episode.

Entertainment autonomy and an office-away-from-theoffice are what your future guests are going to be looking for. Understanding these changing expectations and investing in the right technology is going to be crucial to remain relevant and gain a competitive edge in the coming years.

As for security concerns? The device would automatically clear itself of personal credentials, settings, content and any downloaded apps when a guest checked out. That is the device would be restored to a standardised per-property configuration – ready and waiting for the next guest to make it their own.

REDEFINING THE IN-ROOM EXPERIENCE As access and dependence on personal devices grows, the future of in-room entertainment will be defined by what your guests bring with them – and how well you can enhance the experience of them using these devices whilst staying with you. Super-fast Wi-Fi, casting services, and voice-activated devices such as Amazon Alexa will no longer be an appreciated luxury. They’ll become a hardwired expectation. This future isn’t far off, either. These technologies are already here – moving into

ABOUT THE AUTHOR With a great passion for all things hotels, but in particular technology and a desire to help others his role as director at Technology4Hotels allows him to do both. Brendon has worked with hundreds of hotels to help them with their in-room technology. In the last few years he has helped them to increase guest satisfaction, strengthen guest loyalty and encourage repeat bookings as well as win awards such as the best business hotel, best city hotel, best upscale hotel and best luxury hotel in Australasia. Always going the extra mile, Brendon began his hospitality career over twenty five years ago working in 5 star hotels whilst completing his Bachelor of Business in Hotel Management. He has held various management positions within 5 star hotels, worked as a consultant in both hotel feasibility and technology and has an extensive background in hotel technology.

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What hotels need to know about

WIRELESS CHARGING

BRENDON GRANGER I DIRECTOR, TECHNOLOGY4HOTELS

Hotel guests commonly bring multiple devices with them during their stay. However, many hotel environments don’t provide easy access to charging outlets. This situation can lead to a guest feeling more than inconvenienced. A recent survey found almost 90% of people "felt panic" when their phone battery dropped to 20 percent or below.

his fear of a depleted battery and nowhere to recharge has led to the growing popularity of wireless charging — a technology that allows smartphones to be charged, without needing to be plugged in. As the name implies, wireless charging allows electronic devices to be charged without cables. When a smartphone is placed on a wireless charging pad, its battery instantly starts to power up. You can get an in-depth overview of how wireless charging works in this article by Computerworld. So where exactly is wireless charging heading, why do hotels need to be aware of it, and will it become a standard expectation of tomorrow’s hotel guest?

WHY IS WIRELESS CHARGING BECOMING MORE POPULAR? Wireless charging isn’t exactly new. The basic technology has actually been around for over a hundred years. However, it’s only started to become more readily available as modern smartphones have started to support it. There are multiple industry standards, but the most popular wireless charging technology comes from Qi (pronounced “chee”). Not only is QI supported by numerous Android devices (including Samsung, Sony, LG, HTC and Huawei), but it’s also now supported by Apple's new iPhone 8 and iPhone X.

The fact that Apple has adopted Qi is hugely significant, and almost certainly means that QI will be the leading industry standard moving forward.

WHERE IS WIRELESS CHARGING HEADING? Wireless charging has started appearing in thousands of public spaces around the world, including restaurants, high street coffee shops, and sports stadiums. Starbucks and McDonald's have also introduced the technology in select stores, and companies such as Ikea have built Qi chargers into their furniture. Wireless charging has also become more commonplace in airports and travel lounges. In 2012, Virgin partnered with Nokia to install the Fatboy Recharge Pillows in its Heathrow Airport lounges. Hotels are already jumping on board. Wireless charging has being installed in a number of Accor hotels across Europe, Marriott Hotels have also installed wireless charging stations in lobbies in the US and many of their hotel rooms have clocks with wireless charging. Most recently mophie has installed its wireless chargers in all rooms at Mandarin Oriental Hotel in Shanghai, Hong Kong and Singapore. As consumers start to see wireless charging appear more often in the places where they live, work, and socialise, they'll reasonably expect it to be available in hotels too. This in turn may well drive widespread industry adoption. With that in mind,

it's worth considering some of the specific benefits this could create.

THE BENEFITS OF WIRELESS CHARGING TO HOTEL GUESTS The obvious benefit of wireless charging is that guests will be able to use charging pads or clocks in the hotel room, saving them the hassle of bringing their own charging cables. Overseas guests will also be spared from having to bring travel adaptors with them. However, wireless charging doesn’t have to be restricted to in-room charging pads. The technology can also be integrated into alarm clocks, chairs and desks. This opens up the option for the technology to exist in hotel lobbies, club lounges, food and beverage outlets and function areas. Seamless charging throughout a hotel will mean guests' can recharge on the move, without being tethered to their room. In addition to added convenience for guests, the Qi wireless standard can also directly benefit the hotel. There are some solutions available that use Bluetooth beacon technology integrated into the wireless charger to allow for

continuous, real time monitoring and data analytics for each individual charger. This helps monitor success, optimise the placement of units and provide useful diagnostic information. The Bluetooth beacon technology also allows the hotel to interact with the guest in real time, using the wireless charger via opt in intelligent push notifications.

THE FUTURE OF WIRELESS CHARGING Just as free Wi-Fi has become an expectation, wireless charging will be regarded as an essential hotel extra in the very near future. The wireless charging market is predicted to be worth $37.2 Billion by 2022, increasing at a Compound Annual Growth Rate of 44.7% between 2016-2022. As most smartphones now support the technology, it seems inevitable that it’ll become ubiquitous in our daily lives. It’s true that wireless charging adoption in the hotel industry is still limited, but that fact indicates a golden opportunity for tech-savvy hotels to adopt the technology now in order differentiate themselves from their competition, and offer a bonus that more and more guests will be looking for.

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Maintenance Contracts for

21ST CENTURY BUILDINGS VINCE SIMPSON

Big data and analytics is becoming widespread thanks to the ready availability of cloud computing technologies. Buildings and the services within these buildings are complex systems that are a ready source of data where analytics can provide useful insights. This paper explores the rise of analytics in the built environment and more specifically the impact on traditional building service maintenance.

odern buildings built in the last ten years are heavily dependent on advanced control systems to monitor and control many aspects of the environment and operation. Lighting, air-conditioning, security, lifts and utility metering systems are just some of the systems that rely on computerised control systems for their regular operation. The complexity of these systems and the volume of data they can generate creates additional challenges and opportunities to maintain and manage these systems. Organisations that have traditionally operated and serviced this sector are struggling to adapt to the new world. The speed of change and advancements have caught the building services industry unprepared. Some of the new challenges confronting traditional building facility management teams include: 1. I ncreasing deployment of ICT technology and the associated risks of cyber-attacks. 2. Demands from tenants and owners for more information and improved services and features that can be sourced from the building data. 3. Overloading operation and maintenance teams with excessive uncontrolled data from multiple building system silos. The capacity of these new systems to deliver data far exceeds that of systems of 10-20 years ago. 4. Numerous product offerings from multiple vendors all promising sometimes â&#x20AC;&#x153;magicalâ&#x20AC;? improvements in energy consumption and plant optimisation.

Figure 1 - Information overload

BUILDING ANALYTICS DEFINED Chris Peters (It Peer Networks) presents a common model that I have adopted to describe the evolution of analytics that is readily applicable to building services. Chris proposes that there are three levels of analytic maturity that describe this progression. Once one understands the primary stages and types of analytics, it is easier to conceptualise some of the opportunities for how this might change and impact maintenance in the building services sector in the 21st Century.

Ref: Turning raw data into smart insights (Chris Peters 2015 â&#x20AC;&#x201C; IT Peer Network)

to track the performance of a compressor performance as a means to determine potential failure or reduced efficiency. This prediction might use multiple sensors and variables over extended periods (years) (tracked against a model) as a means of tracking performance decay. The use of this style of analytics is currently not common within the building services industry. Figure 3 - Predictive Analytics Data Flow diagram

Descriptive analytics: This style of analytics uses historical data to show what has occurred in the past. This is typically provided by reports and/or dashboards. This style of visualisation can be provided suitably well by all current generation BMS systems. Typical examples of this include energy dashboards or plant summary graphics. The use of this style of analytics is common and offered by many organisations including dedicated analytical platforms. Figure 2 - Typical Dashboard

Prescriptive analytics â&#x20AC;&#x201C; This form of analytics is all about providing advice. Typically, this involves calculating multiple possibilities and futures. The process involves the use of computational modelling, machine learning and fixed rules. Whilst typical applications in this area tend to be focused in manufacturing and production industries, Google has implemented this style of analysis to assist in managing data centre air-conditioning use and energy utilisation (https://www. euractiv.com/section/energy/news/google-taking-ai-to-thenext-level-to-cut-data-centre-energy-use/).

ANALYTICS PLATFORMS IN THE BUILDING SERVICES INDUSTRY Building control systems have been slow to evolve, especially in comparison to other areas of technology. Consolidation of the industry in the 1990s and 2000s into the hands of a few multinational manufacturers led to stagnation in innovation and product development. The industry is only now benefitting from low-cost hardware (sensors, controllers), increased capability to capture data and more advanced software. These newer control systems support or contain self-diagnostic and fault detection capabilities at the field hardware level, but typically these are not programmed or configured. The failure to use the newer advanced functions of control systems has been driven by a number of factors:

Predictive analytics utilises pattern analysis to predict what could happen. This type of analytics attempts to predict outcomes from the considerable volume of data that is being fed into the model. The key to even be able to consider this type of analytics is to ensure systems designed and delivered into the building allow high volume data transfer. Typically, commercial buildings of today are incapable of high-volume data unless the IT infrastructure and hardware are designed from day one to support this requirement. A HVAC example might be

1. The systems are seen as more of a commodity offering with little differentiation. Cost pressures tend to lead to these functions being sacrificed on many jobs. 2. A lack of expertise and training both on the customer side and the supplier side. 3. Operations staff rarely have the time to dedicate to analysing the alarms generated by these advanced strategies. Whilst the technology for control systems has progressed and become more reliable, the service contracts for building control

systems haven’t evolved from the era of pneumatic control systems. Building owners pay large sums for unnecessary maintenance tasks that provide no value to the owner. The failure of traditional building controls providers to address the issue of innovation of their products and services has left the building services market lagging other industries in relation to using advanced data management through smart analytics and algorithms as a means to optimise efficiency and reduce maintenance outgoings. This allowed a different category of company to be created to address the gap with new product - Building Systems Analytics. This new service offering relies on the competitive advantage provided by the Cloud to provide the functionality that has been lacking in traditional building systems. These higher-level functions require an advanced set of skills that many traditional building service companies typically cannot deploy at the site level. These skills include data base management, web design and data manipulation and visualisation skills. If one carries out a simple search on the internet for Building Analytics platforms, there are a plethora of platforms available. Systems like these can provide the capability to achieve excellent energy savings and improved plant performance. A sample of platforms/companies that utilise or offer an Analytics platform targeted into the building services sector (predominantly HVAC and energy focused) within the Australian Market are shown below:

models. The analytics component becomes an additional cost impost to the building’s running costs. So, whilst we have control systems that are smarter, and we have third party providers offering analytic overlays, we have not really seen an equivalent evolution in the service offerings and cost structures from the traditional providers. I would assert that there are a number of key reasons for this: 1. T he technology and the operating models are still in an early stage of deployment. This new industry has attracted too many products and players. It will take some time for the industry to mature and for the real value propositions to be realised. 2. Owners and facility staff are not yet seeing the benefits or are simply overwhelmed with the changes in technology and cannot envisage how it could improve their business operations 3. Considering analytics platforms predominantly address HVAC plant (BMS control systems), building owners and operators are not getting any reduced maintenance costs or scope from their BMS/DDC or their mechanical contractors when analytics are installed. Having a control system maintenance contract and an analytic overlay are not sustainable. 4. The industry is struggling with the skills required to both analyse data and service control systems. Whilst you can outsource fault detection and opportunity to improve operations, it still needs skilled technicians and engineers to change and fix systems. 5. The combination of the new cloud based analytics solutions with earlier generation building control systems still presents technical challenges. There have been a number of cases where poor design has led to the analytics package interfering with the basic operation of the control system.

IMPACT ON BUILDING SERVICES MAINTENANCE CONTRACTS

Figure 4 - sample of Analytics platforms in Australia

Whilst there are many products available in the Australian market offering analytics overlays, the significant portion of these offerings appear to offer an unsustainable pricing model. The majority of these services are offered as a cloud-based subscription service with little consideration for the “law of diminishing returns” i.e. the gains initially justify the cost but once you have addressed all the low hanging fruit the return on investment becomes questionable without significant lowering of cost model. In most cases, the BMS and mechanical service providers have not adjusted their service contracts or pricing

Building maintenance contracts for many of the typical building services are simplistic and stuck in a time warp requiring high cost labour intensive tasks that could be carried out much quicker and in real time by either the control system and/or by an analytics platform. Typical maintenance contracts or labour agreements in the building services sector charge labour at a premium rate (often in excess of $150 p/hr). Many service providers charge callouts in minimum 4-hour blocks. Some simple examples of this can be found in Mechanical, electrical, security, and BMS controls maintenance contracts. In the table opposite I have provided simple examples of existing maintenance tasks versus what could be considered using analytics overlays with appropriate data capabilities. When considering opportunities for improving maintenance practices into a more automated environment one must also consider the monetary impact on existing providers during the

transition. Simply expecting to overlay analytics with a thirdparty provider and funding this through savings with existing contracts can create an unacceptable risk where the contractors required to fix systems walk away from site due to unacceptable reductions in traditional maintenance contract values. One must not forget you still need the field people to rectify and implement and changes identified. A number of organisations understand this model and are repurposing the function of the analytics platform as a means to optimise and focus maintenance tasks and priorities. The analytics platform is simply viewed as another tool in the toolbox, and the customer is not charged for it other than through the normal charge process associated with any skilled contractor. With considered thought and a good understanding of the components that are used, the building, maintenance contracts can be restructured. The focus can then be shifted away from ineffective labour-intensive tasks to analysing key elements of the building operation. The overall goal - to reduce costs, optimise efficiency and improve outcomes, can then be achieved

MOVING TO OUTCOMES BASED MAINTENANCE Migrating or moving towards a maintenance regime requires a number of steps and there are a number of organisations that can offer advice in achieving this transition including that of the author of this article. Whilst most of these step are sequential, some can be undertaken without dependence on other steps: 1. U nderstand what is in place currently in terms of the systems, processes, costs and outcomes from existing maintenance contracts. What maintenance is being carried out and are the outcomes measurable. Can they be compared to a suitable metric? These could include equivalent full-time students/ beds or dollars per sqm. 2. Assess and or determine the existing technology baseline. Is it capable of being upgraded or extended to both allow embedded analytics or data sharing? The older the system, the bigger the impact in terms of ability to open/share data with other systems. Overlaying an analytical platform on a system not designed to deliver data to external sources can be a frustrating exercise.

Mechanical Maintenance Contracts Traditional Approach

Descriptive Analytics

Predictive analytics

Filter changes

High cost local inspection of filter by technician

Local sensor into BMS to flag alarm when change required

Track changes in readings over time and based on trend lines schedule changes to coincide with batch work changes

Damper inspections

High cost physical inspections and tests

Local sensor/switches to monitor position and generate alarm

Chamber pressure and temperature sensors measure conditions as a means of determining damper positions. Changes over time can advise degrading performance

BMS/DDC maintenance contracts Historical Context

Descriptive Analytics

Predictive analytics

Field sensor calibrations

High cost calibration carried out by technicians on a periodic basis

Profiling of multiple sensors to identify those outside the normal boundaries â&#x20AC;&#x201C; alarms generated to identify sensors required to be changed or calibrated

Track changes in readings over time and based on trend lines schedule changes to coincide with batch work changes

Checking field valves and dampers

High cost physical inspection

Check devices and loops against setpoints. Generate alarms and flags when outcome outside expected

Track performance overtime to predict degrading performance

Electrical maintenance contracts Historical Context

Descriptive Analytics

Predictive analytics

Temperature scans

High cost physical inspections with IR thermometer

- Local sensor to monitor temperature and generate alarm. - Log and alarm current and voltage alarms

Track changes in readings over time and based on trend lines and schedule inspections and maintenance only when required

Pump/fan bearings vibration inspections

Physical inspections with specialised instruments

- Monitor motor performance and VSD data direct from device. Inspect based on alarms

Track changes in readings over time and based on trend lines and schedule inspections and maintenance only when required

Lamp replacement

Lamp blows and light is no longer produced

Current sensor on lighting circuit measuring increased/decreased current consumed

Smart lighting producing useful operational data to allow prediction of when lamp is likely to fail.

Security Systems maintenance contracts Battery changes

Historical Context

Descriptive Analytics

Predictive analytics

Local load test inspections to demonstrate battery load capability

System monitors battery voltage and flags alarms

Track changes in readings over time and based on trend lines and schedule inspections and maintenance only when required

Utility Metering Systems maintenance contracts Water, gas and electricity meters

Historical Context

Descriptive Analytics

Predictive analytics

Manual readings

Simple daily/weekly profiles and when exceeded generate alarm

Track profiles in real time to predict excessive consumptions or plant running

3. What are the opportunities to overlay or embed analytics? What are the existing key tasks and costs and will analytics provide better outcomes in terms of performance or cost. 4. How are the existing systems being used? Do you have a BMS system where the alarms and dashboards are not used? Overlaying additional dashboards and alarm sources might simply overwhelm operators Carrying out an analysis underpinned by the above questions allows you to build a technology strategic roadmap to maximise the value from implementing an analytics platform. Sometimes the initial answers might only require a number of simple alarm algorithms using the existing data and systems installed currently. Other applications might require more extensive changes to infrastructure to achieve the desired results

AUTHORâ&#x20AC;&#x2122;S BIOGRAPHY Vince Simpson has been involved in the design, construction, service and sales of technology and controls to the building and construction industry since 1986. This included senior management roles in tier one BMS contractors and 15 years as one of the founding directors of IBMS who are considered trusted specialists who apply technology in the built environment to improve efficiency and usability with the aim to continually deliver innovative high value results. The views expressed in this paper are solely those of the author and IBMS as a specialist consultancy focussed in this sector.

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PRACTICAL MANAGEMENT of Corroded Assets AUSTRALASIAN CORROSION ASSOCIATION

The degradation of private and public assets and infrastructure continues to have a major economic impact on industry and the wider community. In Australia, the yearly cost of asset maintenance is estimated to be approximately $32 billion, with $8 billion attributed to avoidable corrosion damage, according to a report commissioned by NACE, the international body for professional corrosion engineers.1

n infrastructure asset base should be designed to be safe and reliable, while maintaining acceptable levels of service for the duration of the expected life of the asset. This requires asset owners and managers to develop and implement optimised approaches with often limited budgets. The balance of all these factors is even more important if the service life of an asset needs to be extended. Many governments and organisations that own and operate existing aging infrastructure are increasingly requiring it to exceed the original design life. If appropriate asset management strategies are implemented, it is possible to restore an asset to near its original condition and maintain its functionality for the remaining service life and, possibly, even beyond. As a consequence of restricted budgets, larger asset portfolios and increased pressure to extend asset life, many industries now recognise the importance of asset management processes for asset owners who need to balance risk, productivity and operation. A significant part of any asset base will suffer from corrosion to some degree, so the designed durability and corrosion management form part of, and support, good assetmanagement practices. The benefits of a well-developed asset-management plan include: a better understanding of the total asset base; an understanding of how assets with corrosion impact the operation and performance of the network; and making it clear when to intervene and address issues in order to avoid asset failure. When any asset is affected by corrosion, the damage can threaten its longevity and serviceability, which in turn may

impact both its own functionality as well as that of other related infrastructure. Many years of experience at global consulting firm AECOM illustrate that a wide variety of asset-management strategies can be effective in the design and operation of assets affected by corrosion. In new assets for instance, considerations towards balancing development, construction and operational costs can yield optimal solutions for maintenance, safety, reliability and mitigation of corrosion risk during the required life of the asset. At the Australasian Corrosion Severe spalling of a Queensland road bridge support Association's (ACA) Corrosion and Prevention 2017 conference and trade exhibition in Sydney, Sarah Furman, Associate Director in the Strategic Asset Management and Advanced Materials team at AECOM, presented a brief overview of managing assets with corrosion based on the companyâ&#x20AC;&#x2122;s extensive experience. The ACA's annual conference is just one of the many ways the organisation collaborates with industry and academia to research all aspects of corrosion mitigation in order to provide an extensive knowledge base that supports best practice in corrosion management, with a view to ensuring that impacts of corrosion are responsibly managed, the environment is

Metal and concrete corrosion of the underside of a bridge's superstructure

protected, public safety is enhanced and economies are improved. Understanding the relevance of corrosion’s impact on performance is critical for the development of an appropriate asset-management strategy for existing assets. Corrosion issues can lead to a decrease in the levels of service provided by the assets and plans allow asset owners the opportunity to optimise the extent and timing of future intervention and potentially mitigate some of the associated costs. The release of the international asset-management standard, ISO 55001 (2014), and other supporting guidelines, such as the International Infrastructure Management Manual (IIMM), provides consulting engineers and asset owners and managers with guidance on the strategic whole-of-life management of an asset base, along with a number of processes, techniques and approaches that can be adopted to achieve this goal. According to Dr Frédéric Blin, who leads AECOM’s Strategic Asset Management and Advanced Materials team in Victoria, South Australia and Tasmania, the ISO 55000 series is an important standard, but its acceptance and use seems to vary across industry sectors and geographies. “More and more organisations are seeking to align themselves to the ISO 55000 series in Australia, but not necessarily be certified to meet it,” he said. “However, tram and train operators in the State of Victoria have to be certified to ISO 55001 standards.” “In Australia, the ISO 55000 series is seen as a representation of good practice and a useful benchmark point for organisations,” added Dr Torill Pape, Asset Management and Technical Specialist for Bridge Assets at AECOM. “The suite of ISO 55000 documents outline the ‘what and why’ for asset management, which is complemented by guidelines stipulating how to achieve the stated requirements at a strategic, tactical and operational level, such as the International Infrastructure Management Manual (IIMM),” Dr Pape continued. Discussions about the implementation and adoption of the standard have taken place at a variety of industry technical forums, such as the ACA conference. A durability plan, coupled with an asset register, provides an additional and useful baseline against which to monitor the condition and performance of the assets over time and thereby to tailor plans accordingly. It is a critical tool that supports an overarching asset-management strategy. The plan should clearly

outline likely corrosion-related risks and agreed mitigation approaches as early as possible in an asset’s lifecycle — and ideally during the planning and design stage. In developing asset-management strategies for existing, ageing structures, the maintenance requirements need to be optimised between short- and long-term strategies in order to minimise the disruption to operations, while providing a safe and reliable asset. “While transport and public services rely on external advisory services such as consultants to supplement decision making,” Dr Pape added, “there is also a growing desire for a better in-house understanding of improved practices in asset management.” “To enable and demonstrate robust decision-making, asset owners welcome support and guidance from their advisors,” said Ms Furman. Deterioration modelling is another useful tool to support decision-making and asset-management processes. “This kind of simulation is usually numerical modelling that simulates conditions versus time,” said Ms Furman. “Modelling output can be used both in the design phase for projects yet to be built, as well as for existing structures.” “There is a lot of real world and site-specific data included in the models we create for deterioration modelling,” Ms Furman added. “The accuracy of the models depends on the reliability of the input data, and good review protocols and data-auditing processes are needed to ensure the reliability and accuracy of the data.” “Modelling is just one tool in a suite used by engineers to inform them about an asset’s performance and to identify and develop cost-effective and risk-informed management strategies,” said Dr Pape. Decision-making processes are also improving with an increased focus on data analytics that supplement data collection and enable asset managers to develop informed maintenance and rehabilitation plans. “The technology landscape is rapidly changing as well,” Dr Blin said. “It is now possible to gather and store huge amounts of data, which requires data analysts to provide organisations with the insights that support optimised decision-making.” The ongoing impact of corrosion and its cost continue to be a major expense for government and industry, but organisations such as the ACA and AECOM continue to research ways to effectively and efficiently manage corrosion so that both the impact and cost can be reduced.

REFERENCE 1. The report referenced in the introduction is Koch, G. et al “International Measure of Prevention, Application, and Economics of Corrosion Technologies Study”, NACE International, 2016. (http://impact.nace.org/documents/Nace-InternationalReport.pdf)

HOTEL DOOR LOCKING

and guest room management systems DARYL BRETT I VINTECH SYSTEMS

Since the birth of the hospitality battery operated lock, over 30 years ago, there has always been some frustration within the property with the management of the system and how the locks can get updated. These concerns have all been based around the fact that there is no communication between the lock and the property systems other than the actual cards being used by the staff and guests, or a service device. If a guest ever wished to change their stay details after checking in, they would be forced to have a new card made at reception with the correct access details, requiring another trip too the reception queue. If staff needed to interrogate a lock for any reason, to check battery status, or download an audit trail for example, they would need to take a specific card or device to the lock and download the information locally. Even worse to cancel access rights for a lost card or stolen staff card, every lock needed to be visited and individually updated, wasting time and until the process was completed there were security implications for the property.

n recent years the industry leading locking vendors have all released online functionality for their range of locks allowing all of the lock functions to be updated from a central location. However due to the characteristics of a battery operated lock and battery life needing to remain over 18 months between changes, the wireless communication protocol used needs to be very low energy. Unlike normal WiFi and Bluetooth, a new protocol was adopted “Zigbee”, Zigbee has very low energy characteristics as well as being very secure and has now become the industry standard, across the three major locking vendors. Unfortunately to translate the Lock Zigbee signal onto the properties network, an additional full Zigbee network infrastructure needed to be implemented at the property. This ZigBee infrastructure includes Zigbee hubs, cables, POE switches and backbone support. There are also restrictions around the number of locks that can communicate with a single Zigbee hub, so the qty of network equipment was considerably higher than would be expected with a normal

WiFi infrastructure. All this Zigbee equipment is in addition to the properties guest WiFi infrastructure already in place, effectively doubling the network equipment and costs for any property. There has been some work on “dongles” or “ZigBee to WiFi convertors” to try and reduce this network requirement, but once again the right WiFi equipment needs to be already in place and these additional equipment costs are excessive and not very practical as they have their own limitations. Alongside the locks “on-line” functionality requirements, operators and properties are now starting to appreciate the huge energy efficiencies and cost savings of implementing a dedicated guest room management solution (GRMS) that monitors guest occupancy. A well thought out and implemented GRMS removes the requirement for the guest to actively wake up the room when they enter, as this is all managed by logic. Removing the guests involvement with waking the room up and leaving it to properties customisable logic, the guest isn’t

inconvenienced, energy isn't wasted and the room is managed to how the property want it managed when a guest or member of staff is in the room or out of the room. This is done by the GRMS communicating directly with the lock to monitor whom has entered the room, a guest or a member of staff, as read from the card when presented to the lock. Once the lock as notified the GRMS that the door has closed, a motion sensor then verifies someone is in the room and allows the room to operate within the parameters for a guest or staff as set by the operator. If no motion is detected after a period of time the room reverts to an unoccupied state. Once motion has been detected in the room subsequent to the door being closed, there is no requirement for motion to be continually monitored, as the base logic works on the fact that there is no other exit from the room other than through the bedroom door and so the room is occupied. Only when the guest or staff subsequently exit the room and no motion detected, again notified directly from the lock, does the system revert back to an unoccupied configuration, effectively turning off any services in the room not required. To maximise the room efficiencies the GRMS needs to be on the hotel network and interfaced with the PMS and even the BMS if required. Choosing a GRMS system that can utilise either LAN or WiFi allows the room to come â&#x20AC;&#x153;on-lineâ&#x20AC;? without the need for any additional network infrastructure.. With the right GRMS as

supplied by Vintech Systems, the lock is locally communicating via Zigbee with the GRMS and the GRMS locally communicating with the hotel WiFi or LAN. Effectively with zero additional network costs, the lock is brought online through the GRMS. The correct GRMS selection not only brings the operation maximum energy efficiencies with no network implications it also brings the locking vendor on-line effectively free of charge, other than any costs associated with any lock modifications for ZigBee communications. With a fully integrated lock and GRMS, security is further enhanced for the guests, staff as the door status is continually monitored and any suspicious activity centrally notified. With the GRMS system available from Vintech Systems, due to iBeacon technology inherent within the GRMS, both staff and assets can also be tracked effectively over the WiFi network, as iBeacon, Zigbee, Wifi, LAN are all available through a single GRMS room controller, even further enhancing efficiencies and security and reducing costs. Further information on any of the above technologies and options available and how your property can benefit from reduced energy costs, better guest experiences and more staff efficiencies, please contact Daryl Brett at Vintech Systems via daryl@vintech.com.au

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HOW CAN THIS HAPPEN TO ME?

A lesson in Fire Compartmentation MARK HOOPER

1. INTRODUCTION

ire and smoke compartmentation are required essential elements when meeting the safety needs of building users. These elements become critical when the building users have restricted mobility due to illness such as in hospitals and aged care facilities. It is a large focus of any engineer responsible for facility management to ensure the essential services maintenance conditions of a building occupancy permit are complied with on an ongoing basis.

compliant and makes it impossible to access the fire damper for inspections. This photograph is from a building recently handed over with an occupancy permit in place.

2. COMPLIANCE FRAMEWORK

Figure 1 Non-Compliant Inspection Hatch

It is astounding that the supplier of the occupancy permit is not required to inspect the very elements that are so critical for compliance, and will become the standard for maintenance for the duration of the building life. This paper will explore the building act in Victoria and the building process from construction to handover to a facility manager post defects liability. It is intended to shine the spotlight on the current practices of novating responsibility and cost to the facility manager of poorly managed construction, a weak act and no formal professional development requirements for building practitioners. All photographs in this paper are from facilities that have been issued with occupancy permits. Some are serious breaches of life safety and some are the effect of poor supervision. Most are not compliant. Figure 1 shows an inspection hatch that has been built into the fire wall. This renders the fire wall non

Figure 2 Victorian Compliance Framework

In Victoria the building regulatory framework and plumbing regulatory framework are administered by the Victorian Building Authority. The building act 1993 references the building regulations, National Construction Code, BCA series and the building referenced Australian standards. The Building Act states: Part 1 Section 3 Clause 1 “The Main Purposes of this Act are(b) to provide for the accreditation of building products,…… (c) to provide an efficient and effective system for issuing building and occupancy permits….” Part 1 S4 (1) The Objectives of this Act are(a) to protect the safety and health of people who use buildings and places of public entertainment;….

Let us investigate these elements in some detail.

3. BUILDING SURVEYORS AND BUILDING PRACTITIONERS In Victoria the role of building surveyors and building practitioners is clearly defined in the regulations. The Victorian Building Authority manages issuing of licences. Over the last decade the nature of the building industry and project consulting has steadily increased the load on builders to take on more and more responsibility. The term “design and construct” is used often. Consultants will insert clauses in contracts that put all the compliance aspects back on the builder. Independent inspections of critical compartmentation aspects of a building are often not been carried out as they are not allowed for in fees due to the competitive nature of the market. Some important definitions in the act are defined below. P1 S3 (1) building practitioner means (h) a person responsible for a building project…. who belongs to a class or category of people prescribed to be building practitioners— P3 Building Permits (4) A building practitioner or an architect who is engaged to carry out building work must ensure that— (b) the work is carried out in accordance with this Act, the building regulations and the building permit issued in relation to that work… P13 D3 238 (1) A … building surveyor … may rely on a certificate by a registered building practitioner. (2) A registered building practitioner must not give a certificate … unless the certificate states that the registered building practitioner has inspected that building work. P9 D1 128 Immunity for building surveyor relying on certificate A …building surveyor …is not liable for anything done or omitted to be done … in reliance on a certificate given by a registered building practitioner under section 238.c P8 D2 106 Building Notices A … building surveyor may cause a building notice to be served on an owner of a building … if the following circumstances exists— (ba) safety or emergency services installations or equipment have not been maintained in accordance with the occupancy permit and the regulations; Key Points: • A building practitioner is registered by the Victorian Building Authority.

• A building practitioner is responsible for a building project, and must ensure the work is carried out in accordance with the Act, regulations and permit conditions. • A building practitioner must not give a certificate (in the context of this paper relating to fire compartment compliance) unless they have inspected the work themselves. • A building surveyor may rely on the certificate given by the builder that the work is completed and compliant and does not have to inspect the work. • A building surveyor is not liable when relying on the certificate given by the building practitioner. • A building surveyor can issue a notice on a building owner after occupation for not complying with the maintenance requirements set out in the occupancy permit, even if the work was never compliant and has never been inspected independently. Figure 3 Hose Reel Plumbing run through Air Conditioning Duct

4. THE (IN)EFFECTIVE SYSTEM FOR ISSUING OF OCCUPANCY PERMITS Most readers will be familiar with the term occupancy permit or its variant in different states of Australia. In simple terms it is a requirement of the Victorian building regulations for an Occupancy Permit to be issued by a registered building surveyor before a building is allowed to be occupied. In Victoria it is important as a facility manager that you understand what this means to you. P4 D3 Certificates of final inspection. 38 Certificate of final inspection (1) The relevant building surveyor must issue a certificate of final inspection on completion of the inspection….. (2) A certificate of final inspection is not evidence that the building or building work concerned complies with this Act or the building regulations. P5 D1 Occupancy Permits (building work) 46 Effect of occupancy permit (1) An occupancy permit under this Division is evidence that the building or part of a building to which it applies is suitable for occupation. (2) An occupancy permit under this Division is not evidence that the building or part of a building to which it applies complies with this Act or the building regulations.

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Facility managers in Victoria should be aware that upon receipt of the occupancy permit for a new building there is no guarantee that it complies with the Act or the regulations. In addition a building surveyor can issue a notice on a building owner for not complying with the maintenance requirements set out in the occupancy permit, even if the work was never compliant and has never been inspected independently. There is a clear novation of responsibility from the builder to the owner.

The National Construction Code also references this standard. For a system installation to be compliant, the install must have no modifications, assumptions or leniency from the manufacturer’s product tests. If the install isn’t a direct replica of the tested prototype, the “Fire Certificate” at the end of the job isn’t worth the paper it is printed on. Figure 5 AS1530.4 Test Rig

Figure 4 Baseline data. Penetration Identification prior to rectification

All occupancy permits will refer to a standard for maintenance. At the time of writing the majority of new permits will refer to AS18512012 Routine service of fire protection systems and equipment. This standard requires baseline data to be collected and referenced throughout the life of the building. The intention is to maintain performance of passive and active fire protection systems throughout the building life. As such it is a requirement for this standard to be complied with during defects liability period. Most contracts will require the builder to be responsible for maintaining the building to the standards referenced in the occupancy permit during the defects liability period. This is the time where facility managers can request the baseline data and photographic proof of the condition of all penetrations and compartmentation. If the builder is unable to provide this, an independent company should be engaged to provide this service. Any defects found can be reported through the defects process and as a last resort retention of monies can be used if the builder is unwilling to rectify. It is a requirement of the building act (and therefore a licence condition) that the builder has undertaken inspection of fire and smoke compartmentation compliance prior to issuing a certificate of compliance to the building surveyor. There is no other independent check or balance anywhere in the system and unless the building owner requests the baseline data they could be left to pay for the rectification costs once the responsibility novates across at the end of DLP.

Figure 4 shows a typical test rig for products that are certified to be compliant to AS1530.4. It is important to know that this standard differs from other standards in other countries and equivalent tests are not evidence of compliance to the Australian Standard. Figure 6 Typical Fire rated mastic

Most facilities managers will know the type of products that can be used for stopping up fire walls, however it is more of a rarity that the certification document is asked for. Figure 6 shows a typical fire rated mastic. One of the product test sheets is shown in Figure 7. This test sheet shows that this product is suitable for use where a 100mm hole is drilled in 2 hour fire rated walls. It has been tested for an air conditioning pair coil. In order to meet the compliance requirements a foam backing rod must be installed and the mastic must be 25mm deep on both sides of the wall. Figure 7 AS1530.4 Compliant Test Detail

5. ACCREDITATION OF BUILDING PRODUCTS Passive Fire Protection is used to contain or slow the spread of fire through the use of fire rated elements and approved tested systems to achieve compliance with building codes. The Victorian Building Act requires building products used in sealing and stopping up of penetrations in fire and smoke compartments to comply with Australian standards. P2 S14 Accreditation of building products requires compliance with AS1530.4 Methods for fire tests on building materials, components and structures Fire-resistance test of elements of construction.

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One of the most common mistakes is the use of expanding foam for the sealing of penetrations. Figure 8 shows a very tidy job however when we explore the data sheet of the product used we find that this product is not compliant. Figure 8 Non-Compliant penetration seal

6. OTHER SYSTEMS ELEMENTS Mechanical dampers in air conditioning systems should always be connected to duct work with â&#x20AC;&#x2DC;break away jointsâ&#x20AC;&#x2122; as per AS1682.2 allowing the duct to collapse and not get dislodged in the damper within a fire. It is not uncommon to find metal screws attached to the dampers within the vicinity of fire walls. In the event of a fire the ductwork will not dislodge and puts pressure on the fire damper which could become separated from the fire wall. Figure 11 Break Away joints required on ductwork

Foam Fill (PU Foam). It is often incorrectly assumed that it can be used to fill large voids or service penetrations to provide a compliant seal. In all cases, it can only be used in narrow voids or gaps. The test data in figure 10 shows that this product has only been tested to fill holes without any services. The maximum hole this product can fill is a 45mm gap and must have rockwool friction fit between each seal. It cannot be used for the installation in figure 8. Figure 9 Typical PU-Foam

Fire Collars should never be fixed with nylon anchors. Although it seems obvious that nylon will melt and the collar will dislodge during a fire event I have seen many collars installed with nylon anchors. Intumescent seals on fire collars are designed to expand when impacted by fire. It is another common mistake for the installer to coat the intumescent seal with a fire caulk when sealing the service penetration. The intumescent element will not react at the correct temperature if it is protected by a fire caulk. The irony here is a fire resistant caulk can actually aid the spread of a fire if installed on a fire collar. Figure 12 Incorrect installation of a fire collar

Cable trays are required to meet the fire insulation requirements when passing through a -/120/120 wall. To meet this standard the cable tray must be treated for insulation to resist transmission of radiant heat through the wall. This can be achieved by wrapping an AS1530 tested insulation system around the cable tray, or discontinuing the tray either side of the wall. Figure 13 shows an example of a compliant system. It should be remembered that this clause came into effect in 2008 NCC. Facilities managers should check which version

Figure 10 PU-Foam test certificate

of the NCC/BCA their building was constructed against when determining compliance. Figure 13 Compliant insulation fitted to cable tray

7. CONTINUING PROFESSIONAL DEVELOPMENT The Victorian Building Authority website has a section for frequently asked questions. VBA website > Building Practitioners FAQs. FAQ8. Does the VBA have a Continuing Professional Development (CPD) program? A: No. The voluntary Continuing Professional Development (CPD) program previously administered by the Building Commission is not provided by the Victorian Building Authority (VBA). The VBA encourages building and plumbing practitioners to undertake continuing professional development to maintain the currency of their skills and knowledge, however, the VBA will not be recording their attendance or results.

Practitioners may determine what training opportunities are suitable for them to participate in. Industry associations may also provide assistance with professional development programs and activities.

8. SUMMARY The Main Purposes of the Victorian Building Act are(b) to provide for the accreditation of building products,…… (c) to provide an efficient and effective system for issuing building and occupancy permits….” The Objectives of this Act are(a) to protect the safety and health of people who use buildings and places of public entertainment;…. There is enough evidence to question if the self regulating nature of the act is working. Clearly there are deficiencies in the professional development of building practitioners and the dissemination and knowledge of the trades involved in the installation process. The strength of contracts in requiring the professional consultancy bodies engaged to design and manage construction projects needs to be addressed to ensure there are independent third party inspections of essential passive building elements. Failure to include this in your contract documents will lead to a novation of any issues to you the facility manager.

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When cyclone Debbie battered the coast of North Queensland in 2017 it left a trail of destruction in its path. Daydream Island was among the worst hit and is undergoing an $86 million repair/refurbishment.

eing an island, this is a corrosive environment and longevity is vital due to the remote location. Blygold QLD were commissioned to carry out corrosion protection treatment on 43 outdoor condensers which were to be installed on the island, as the client wanted the best protection for these units to avoid costly failures due to corrosion. All of the units had the coils coated as well as the casings (internal and external) to give optimal protection and extend the life of the units significantly. Unfortunately the Blygold coatings can’t protect against cyclone damage but by coating these units they will be keeping the tourists cool for many years to come.

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w w w. b l y g o l d . c o m . a u 53

CONTROL OF LEGIONELLA in hotels

SARAH BAILEY I QED ENVIRONMENTAL SERVICES

egionnaires disease is a disease of increasing importance worldwide. The Center for Disease Control (CDC) in the USA estimated in 2016 that the incidence of Legionnaires disease has increased by 400% over the last 15 years. In Australia, there have been outbreaks both in the community and in hospitals. Worldwide, several high-profile outbreaks have been traced to hotel premises, and there is an outbreak in Dubai thought to be associated with hotels that has been ongoing for several years. In Australia in 2011, warnings were produced in response to an outbreak in Bali in which several travellers became ill. The most common species discovered in outbreak situations is Legionella pneumophila, although there are many other species of Legionella that cause illness in humans. In Europe, 863 cases of Travel Associated Legionnaires Disease (TALD) were detected in 2010, with 41 fatalities, and this incidence has been increasing. Legionnaires disease is forever associated with hotels, as the first outbreak where the bacteria was identified occurred at the Bellevue Stratford Hotel in Philadelphia in the United States. This outbreak resulted in 182 people becoming sick, and 29 deaths. The hotel closed down a few months later, and only reopened after several years. Exposure and potential infection with Legionella bacteria occurs when very small droplets of water are produced in a water system colonised with the bacteria and are carried on air currents. These tiny droplets can then be inhaled into the lungs, from where they can set up an infection. This means that anywhere that droplets are produced â&#x20AC;&#x201C; be it a shower, cooling tower or fountain for example, then there can be a risk of exposure. This is not a disease that can be caught from another person however. Legionnaires disease is a very serious respiratory condition, which can result in a fatality rate of up to 40% in those people who are hospitalised with the disease. Symptoms include coughing, shortness of breath fevers and muscle aches, headaches and sometimes gastrointestinal symptoms such as nausea and diarrhoea. Symptoms develop between 2-10 days after exposure. Legionella also has a high rate of

admission to intensive care and a high mortality rate. There is also the risk of ongoing complications after an infection, which can have lifelong effects. Risk factors for contracting legionnaires disease include middle to advanced age, male, smoking, chronic heart or lung disease, immunocompromised hosts or those with diabetes, those with some cancers such as leukaemia, end stage renal disease patients and alcoholics. Although hotels have a mixture of clients, some of these risk groups are also likely to visit at some time. This is especially true as the aging population is more mobile than in previous generations, and more likely to travel. The risks to reputation from an outbreak within a hotel are very high. Hotels that have had incidences and outbreaks often fail to recover their reputation for many years, and, as has been seen with several hotels, an outbreak often leads to closure. The health effects for those who become infected can also be serious and lead to long term problems. With this in mind, prevention of an outbreak is preferable to attempting to deal with colonisation of the system once Legionella is established. Production of a risk management plan is recommended to identify any issue within the buildings and rectify them before they cause a serious issue. Having a robust management and control plan in place, with relevant and targeted interventions and testing can reduce the chances of the system becoming colonised, and help to control colonisation if it occurs. This reduces the chances of having a problem with water borne disease and increases safety of hotel occupants. Producing the management plan should be a joint venture between the maintenance/plumbing department or contractor and management. As training in legionella and water management awareness is not commonly available in Australia, it may also be necessary to bring in outside expertise in the form of an external specialist consultant if the skills and experience are not available in house. Hotels themselves have a particular set of risks within the building, for instance they have a wide variety of water uses, from showers to spa baths, fountains, swimming pools and catering uses. There may also be many individual systems, seasonal usage and intermittent room occupation

The Feathers Hotel in Ludlow, UK â&#x20AC;&#x201C; one guest died as a result of Legionella infection contracted at the hotel.

and seasonal staff who may not have as much training as permanent staff. The first part of preparing a risk management plan is examining the systems present on site, and how they are used. Separate plans will be required for cooling tower systems and for the potable and other water systems within the building. While some states and territories have a legal requirement to carry out a risk management audit for cooling towers, others do not at the present time. However, AS3666 Air Handling and Water Systems states that a risk assessment of cooling tower and water systems should be undertaken. Other regulations will be in force in all states, but in WA for example, the Air Handling and Water Regulations are applicable to water systems and require a risk management plan. Each state will also have Health and Safety Acts and Regulations that are relevant. Several common findings have been made in Hotels and other buildings that have been the source of an outbreak of illness from Legionella infection. These include a lack of a management plan and lack of staff training regarding Legionella, inadequate disinfection of water, poor

maintenance practices and lack of maintenance. Along with these factors, deadlegs (areas of pipework where water does not circulate effectively), stagnancy of water, poor control of temperature within the system (either cold water that is too warm, or hot water that is too cool) and the location of the cooling towers. With regard to Cooling Towers, the Victorian and New South Wales Guidelines for Legionella control have the strictest requirements for controlling a cooling tower. In order to produce a risk assessment, all aspects of the towers such as the water quality, nutrient growth, stagnant water, deficiencies in the tower design and function and the location of the tower and public access to it should all be assessed and addressed to produce an effective management plan. Professional help may be required with producing an effective plan if staff do not have the training to carry out the assessment effectively. A good relationship with the mechanical services contractors engaged to maintain the tower, and with the water treatment contractors is vital. Regular maintenance, inspection and testing of the tower should also be undertaken either on a schedule required by

AS3666, the Risk Management plan that is in place, or in line with the relevant State or Territory legislation. Previous outbreaks associated with hotels and the hospitality industry have been traced to cooling towers, and at the present time, a legal case is in progress in the USA that has implicated the Cooling Towers at Disneyland with an outbreak of Legionnaires disease. The original outbreak in Philadelphia was linked to the cooling towers of the hotel. Another common source associated with Legionnaires disease outbreaks is the potable water supply. As most media reporting associates the disease with exposure to the cooling towers of air conditioning systems, then this source of Legionella is often overlooked when thinking about the risks from the water system of the building. The potable water supply is often a much more complex system than the cooling tower system, and has many more ways in which a guest can be exposed to the disease. Added to this, control of Legionella is often not taken into account when designing a building, which can mean that even a new hotel can be colonised before it is even occupied. Common issues with a building that can lead to colonisation and problems with Legionella include water systems that operate at a temperature under 60°C, plumbing systems where hot and cold water run near to each other, which can result in the hot water becoming too cool and the colds water being heated to a temperature where there is a risk of Legionella growth. A big issue with hotels and other accommodation that may be seasonally occupied is stagnation of water within the system. Stagnation leads to a reduction in the protective effect of disinfectants in the water, and to biofilm build up within the pipework – biofilm is a slimy layer of bacteria that grows on the interior of pipes within a building and is a key risk factor for Legionella colonisation. It should be ensured that rooms that are not occupied regularly should have the taps and showers flushed regularly to ensure that fresh water is brought through the system. This will require a good record keeping system to determine which rooms and areas of the hotel are at risk of stagnation, and education of staff as to the importance of flushing under used outlets. Identifying any hazards and risks is the next stage, followed by implementing controls and monitoring – managing the risks. The hazards and risks from the water system will be varied, and some will require urgent action, this may be an engineering intervention, or a change in practice. All risks should be ranked, and the highest risk actions remediated first. Examples of this include ensuring that the hot water is circulating at the correct temperatures throughout the hot water system, ensuring that shower heads are not affected by lime scale, that water in the cold water tanks is circulating properly and that chlorine residuals in the tap outlets are at the proper concentrations.

A suitable operational and verification monitoring programme should then be set up for the facility, with a monitoring schedule put in place that is suitable and appropriate for the hotel. This does not have to be onerous or overly burdensome financially, but should accurately reflect the risks that are present in the premises. Operational monitoring is the tests that can be carried out day to day – often with instant results to determine if the controls implemented are working. Common operational monitoring includes testing for chlorine residuals in the water supply, testing temperatures from the taps and from the water heaters, the pH of the water and the turbidity of the water. Verification monitoring tests are those for Legionella species and, often, for heterotrophic colony counts (sometimes also referred to as total viable counts or total plate counts). As these verification tests take many days to get results, they should not be relied upon as the primary form of monitoring. Operational monitoring can provide on the spot information as to how a system is performing, and if the conditions for Legionella proliferation are prevalent in the system. This can allow a fast response to deteriorating conditions, and reduce the chances of patients becoming exposed to Legionella species and other waterborne pathogens. A critical part of any plan is the input from all staff, not just those directly involved in the risk management team. Effective awareness training for all staff, along with an easy system for reporting any risks noted within the building, will improve the plan, and awareness will also reduce the risks from incidents such as stagnant water and low use rooms. Finally, the document, once produced, is a living document. It should be reviewed at regular intervals, and additionally it should be reviewed if a case is detected, if the results of testing indicate the plan is not working effectively, or if there are any changes to the water distribution system. An effective programme, put together by staff who have adequate training and resources will increase the safety of visitors to the property.

REFERENCES: Australian Government (2015) enHealth Guidelines for Legionella Control in the operation and maintenance of water distribution in the health and aged care facilities. http://www.qed.com.au/sites/default/files/39_104_ Legionella_Risk_Management_Whitepaper.pdf Mouchtouri VA and Rudge JW (2015) Legionnaires disease in Hotel and Passenger Ships: A Systematic Review of Evidence, Sources and Contributing Factors. Journal of Travel Medicine Volume 22 325-337

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GREEN CHECKLIST for building management FM CONTRACT SOLUTIONS

uilding & Facility Managers are being asked to develop and implement programmed cleaning services within a green framework. While this might look simple, it can be reasonably complex as it guides every decision that you will make on chemical, equipment, product, process, suppliers and personnel. Here is a short, but by no means complete, checklist for going green with your cleaning operations. • Clean during the day. Think about it. Many cleaning processes can be done during the day such as public area maintenance, restroom cleaning, spill management, waste removal and so on. Day cleaning brings the environmental services staff into direct contact with the building community. It humanises and empowers staff, your green program becomes a visible initiative, your building standards are consistent during

working hours and it will have a massive impact on energy usage as cleaning time at night will be minimised. • Chemical. If you think that green is simply changing chemicals, think again, as chemical plays a very small part of a green cleaning program. However, chemical management is important in three ways. Firstly, the selection of chemicals that clean effectively and break down quickly in the environment is critical. This does not mean replacing cleaning solutions with vinegar and baking soda. Many ‘natural’ products require the use of much more water and energy to remove soil while poor cleaning outcomes will reduce the life cycle of furnishings, fixtures and coatings, all of which puts pressure on non-sustainable resources. Secondly, chemical management systems such as dispensing centres combined with appropriate

staff training are required to minimise usage of & human contact with cleaning solutions. Thirdly, selection of products should focus on those that are manufactured from sustainable ingredients rather than oil-based ingredients. • Equipment Selection: The decisions that cleaning management makes on equipment and products will be influenced by factors such as durability, reliability, recyclability, water efficiency and energy usage, rather than initial capital outlay. Energy usage is defined not so much by how much power the equipment or the process uses but by the energy it saves in lighting and ventilation in the day to day cleaning processes, by cleaning faster and/or by allowing the cleaning to be done in daylight hours. Poor quality equipment or equipment that is inadequate for the needs of the facility may cost a little less but will impact on the lifecycle of floor coverings and fixtures, water and energy usage and human health and wellbeing – for both building users and workers. Older equipment can be recycled rather than sending it to landfill. Cleaning machinery can contain significant quantities of aluminium, copper, steel, brass, polyethylene and other recyclable plastics and manufacturers are beginning to design with recyclability in mind. Encourage suppliers to take back redundant equipment for a small fee to pull it down for recycling and/or for parts and request a certificate certifying the percentage that was recycled. • Water Usage: Water is the most valuable raw material for cleaning and in Australia and many parts of the world it is becoming a precious commodity. Therefore water efficiency guidelines are one of the key platforms of a green greening program. These guidelines will affect the way in which water used in cleaning processes is sourced dispensed, mixed and disposed of. Water efficiency will also have a major bearing on equipment and processes that you use to maintain your facility to a high, healthy standard. • Waste Water Generation: Waste water from building cleaning operations contain chemical, biological, oils and greases, plastic and similar synthetic fibres and suspended particulate matter. It is critical that cleaning operations are conducted using equipment, materials and processes that minimise, filter and control waste water volume and contaminates in waste water. Cleaning management should work with clients, employees, suppliers and sub-contractors to select processes to minimise waste water generation and contaminants to the external environment. Cleaning managers must provide regular training of employees to create awareness of and understand the types and risks associated with wastewater and strategies to reduce emissions.

• Sustainability: The key to sustainability is to minimise the quantities of materials that are used in cleaning the facility and, wherever possible, chose products, packaging and equipment that are manufactured with a low carbon footprint and that are, in turn, manufactured from raw materials that are renewable, rather than finite. For instance, many chemicals and plastics are manufactured from oil-based raw materials. However, there are an increasing number of products that are based on plant and mineral based extracts. Packaging needs to be kept to a minimum and all packaging needs to be recyclable and actually recycled. Solid waste from the building needs to be separated and recycled where feasible to minimise material going to land fill and consider treatment of grey water which can be utilised for grounds maintenance.

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• Processes: The selection of cleaning process is critical in a green program. For instance, augmenting water extraction with Encapsulation in carpet maintenance will provide far better outcomes and has the ability to reduce water usage, energy requirements and generation of wastewater by more than half. However, sometimes the green benefits of a new cleaning process may actually be grey. It is important to check out the supply chain and manufacturing processes and trial new ideas and audit the outcomes before implementation of a new product or process.

practices. Careful change management is integral to successful implementation of green cleaning practice. The goal is to implement cultural change. Cultural change incorporates a holistic change in attitude, beliefs, practice and thinking by all members of the building community, not just the cleaning staff. Integral with green is comprehensive education, training and involvement of staff in the program as well as internal marketing and communication to the owners, guests and users of the building to ensure understanding of, and full commitment to, the green cleaning program.

• Dust Management: Green is about protecting the health of building users. People spend approximately 90% of their time indoors[1]. Dust is a pollutant and the indoor environment may be the major source of exposure for building users. Surface dust in buildings consists of organic particles such as human skin cell, hair and food residues plus inorganic particles including building material, fibres and plastics and gram negative bacteria.[2] Cleaning process should focus on dust containment and dust removal e.g. Hepa filtered vacuums and damp dusting with microfibre rather than dust disturbance. Feather dusters have no place in the green cleaning environment.

• Planning and evaluation: Green cleaning is a holistic program of evaluation, planned implementation and continuous improvement and needs to be continually monitored and audited to ensure that the desired outcomes are achievable. A green program consolidates products, procedures and training combined with ongoing assessment of the immediate and cumulative effect of the cleaning program on people, the building life cycle, the environment and sustainable resources. The outcomes of a green cleaning program have to be demonstrable, measurable and consistent with the environmental objectives of the building owners, building users and the community.

• Training: All building staff and occupants are an integral part of a green cleaning program. Its success depends on their support and understanding of green cleaning processes and

• Supplier Selection: With green, your supplier becomes a partner and every aspect of the supplier’s operation, product utilisation and supply cycle have to be taken into account in supplier selection. The credibility and commitment of the supplier to designing, manufacturing and serious commitment for sustainability are critical in selection of equipment and products. Factors such as their distance from the facility, manufacturing practises, their environmental footprint and the source of their products will have a major impact on carbon emission reduction and sustainable resources. This is a dramatically different approach to traditional practises. One of the most positive outcomes of green cleaning, from an industry perspective, will be the increased standing of the cleaning service department within the building hierarchy, and the community as a whole.

RELAX

In the 80’s, many professions were renamed or given new titles in a wave of political correctness. Repairmen became Maintenance Engineers, secretaries became Administrative Assistants and Computer nerds became I.T Technicians, but cleaners remained cleaners. However, some in healthcare and Hospitality industries took pity, and, perhaps, in an effort to define the true role of cleaning, renamed cleaning departments as ‘Environment Services & Management’. That title could not be more appropriate for cleaning services in the 21st century.

REFERENCES [1] https://soe.environment.gov.au/theme/ambient-air-quality/ topic/indoor-air-quality-2

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[2] Gyntelberg, F., Suadicani, P., Nielsen, J. W., Skov, P., Valbjørn, O., Nielsen, P. A., Schneider, T., Jørgensen, O., Wolkoff, P., Wilkins, C. K., Gravesen, S. and Norn, S. (1994), Dust and the Sick Building Syndrome. Indoor Air, 4: 223-238. doi:10.1111/j.16000668.1994.00003.x

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Overview of hotel trends

2019

MARK THOMSON I ECO ARCHITECT

Mark Thomson summarises industry predictions for 2019

he transition to a new year is often the time to plan and implement new ideas or improvements. I was fortunate recently to visit 6 countries over 3 weeks and was amazed to witness how our world is rapidly changing. Electric cars are here to stay, renewable power is rapidly increasing and affordable technologies continue to influence our lifestyles. In preparing for 2019, I’ve researched what others globally have predicted for the year. The following 6 trends, I believe will be of specific interest for hotel Engineers and Facilities Managers, within our local context.

Extensive vegetation use enhancing the hotel environment at the Parkroyal on Pickering in Singapore.

LOCAL EXPERIENCE Travellers are increasingly looking for unique experiences. Fresh organic produce from onsite gardens and greenhouses can form part of that experience. Hotel dining options may reflect local food options and diversity. Indoor/outdoor spaces capturing native vegetation, even local fauna can ensure the visitor experience is memorable and repeatable. Select facilities are now promoting onsite permaculture farms with beehives for honey production, poultry for fresh egg use, herbs and select vegetables for use in dining facilities. Natural materials sourced nearby and local history stories are also important in satisfying guest interest in their surrounds.

ECO TRANSFORMATION OF PRODUCTS AND SERVICES Sustainability is here to stay with economic, social and environmental issues now considered increasingly important by travellers. Last year the International Tourism Partnership developed and published the Hotel Global Decarbonisation Report, identifying how hotels specifically impact and release carbon emissions. Banning plastic straws, extensive recycling systems, energy and water conservation and the use of responsibly sourced products form part of the continuing “eco” transformation of the hospitality industry. Bioplastics, LED lighting, Solar and other forms of renewable energy are now important facility considerations. “Energy Plus” hotels are now being planned, whereby facilities produce more energy than they consume.

They export power to the surrounding community adding a revenue source.

IMPORTANCE OF CERTIFICATION The purchasing public are seeking responsible sourcing of materials and chain of custody systems as evidence of sustainability commitments, Product certification and labelling form a recognisable demonstration that your facility is serious about environmental issues and not “just greenwashing". Ibis Styles Hobart Hotel recently gained Australia’s first 5 star Greenstar rating and NABERS Hotels ratings are on the uptake. EARTHCHECK, with over 30 years of Industry service, provides an internationally recognised certification and benchmarking system, which not only certifies, but encourages facility continuous improvement.

RECOGNITION TECHNOLOGY Quick identification of guests and staff ensures safe living and working environments. Security cameras are now commonplace, however biometric systems will increasingly be used for enhanced security and user convenience. Facial recognition and finger printing will be increasingly used for

seamless authentications, fast tracking check in and out experiences and even opening doors for guests.

SOCIAL MEDIA INFLUENCES AND COMMUNICATION TECHNOLOGY CHANGE Instagram and Facebook postings can realise high ratings, resulting in effective marketing. â&#x20AC;&#x153;Instagram ableâ&#x20AC;? scenes around your facility may encourage Instagram users to post photos. Understanding and planning for Social media interaction might facilitate new user experiences that can make a hotel facility visit very memorable. Prompting revisits, encouraging friends and family to visit and find unique photo locations, has become increasingly popular. The desire to connect personal devices to TV screens and hotel services will increase with tech savvy younger guests. Apps will offer new opportunities for travellers and simplify and potentially speed up information flow. Smart technology uptake will also increase in 2019, however many changes may require greater induction for older guests who are increasingly challenged technology changes. High speed internet access and extensive Wi-Fi availability are now important guest facilities. Text messages to reception mobile bookings and payments plus on-line room service menus, may become the norm.

FACILITY FLEXIBILITY Lobby areas are being transformed into cosy expanded living rooms with active meeting areas and clubhouse characters. Flexibly meeting spaces, accommodating various types of functions from large conferences, family functions and collaborative workspaces for both guests and visitors are in Marina on the Bay Sands Hotel creates a unique user experience with its stunning architectural design in Singapore.

demand. Break out space options, flexible furniture and healthy choices for coffee will increase in popularity. Daylight access, views to extensive garden areas with water features and improved sound privacy solutions are requests being received by potential hotel users. Movable walls and flexible decors will assist the variety of spaces now sought to address business and social gatherings. 2019 is expected to see growth in international and local travel. Hotel room rates are anticipated to rise and overall there is optimism for the hotel and hospitality sector.

REFERENCES https://www.travelmarketreport.com/articles/Hotel-Trends2019-What-You-Need-to-Know https://www.escape.com.au/top-lists/theworlds-best-new-hotels-for-2019/news-story/ da367c4f6dc8ce5bbf65b99dcbe22bb7 https://www.amexglobalbusinesstravel.com/au/press-room/ hotel-monitor-2019-american-express-global-business-travelreport-finds-buyers-facing-complex-pricing-landscape/ https://hoteldesigns.net/industry-news/10-innovative-hoteldesign-trends-to-watch-for-in-2019/ https://www.gbta.org/news-and-advocacy/newsroom/buoyantglobal-economy-means-higher-hotel-and-air-prices-in-2019 https://www.thehotelconversation.com.au/news/2018/11/19/ ibis-styles-hobart-hotel-named-australia%E2%80%99s-first-andonly-5-star-green-star https://www.4suiteshq.com/2018/11/23/top-6-hoteltechnology-trends-of-2019/ https://www.hospitalitynet.org/opinion/4090200.html https://www.revfine.com/technology-trends-hospitalityindustry/ https://www.smartmeetings.com/news/trends/74256/top-10trends-impacting-hospitality-industry

ABOUT THE AUTHOR Mark Thomson is an eco Architect with qualifications from the GBCA and Earthcheck organisations. He has over 30 years experience in the Australian design development and construction industry. He has built and refurbished multiple hotel projects around Australia and was co-owner in a national hotel chain up until 2005. His current business is Eco Effective Solutions based in Brisbane www.ecoeffective.com.au mark@ecoeffective.com.au

VACUUM DRAINAGE

Systems

CHRIS HERBERT I NATIONAL SALES MANAGER

The aim of this CPD course is to provide an overview of Vacuum Drainage Technology and specifically, its adaptation within commercial buildings as covered under AMDT No. 2 (2017) of AS3500:2.2015 (Vacuum Drainage Design and Installation). This CPD course however does not look at the use of vacuum drainage outside of buildings which is covered by the Water Services Association of Australia code WSA 06-2008.

n this course, you will discover how we utilise the unique pressure differential that exists between relative atmospheric air pressure and the partial vacuum we create within a sealed piping network to transport waste water. We will also look into the history of vacuum drainage systems, discuss what building applications are best suited to this type of technology and provide an overview of the three fundamental elements required to create a vacuum drainage system.

HISTORY Whilst vacuum has been used as a means of conveying waste water since the late 19th century, it is widely accepted that the first toilet specifically designed to use vacuum as its primary means of waste removal was developed by Swedish Engineer Joel Liljendahl in the mid-20th century. Vacuum drainage technology continued to develop as a proven alternative to gravity and it initially found a niche within the marine market where ship owners and operators were able to

realise significant potable water savings with vacuum toilets using on average around 1 litre per flush. Furthermore, with the ability to lift waste water vertically and transport it horizontally in much smaller bore piping, independent of gravity, installation time was drastically reduced along with waste water disposal costs. For these reasons, this technology was quickly adapted for use within other forms of transport, namely the rail and aerospace markets. Today, almost every vessel built from super yachts to cruise, cargo and Navy ships as well as most major airline and train manufacturers choose to employ a vacuum drainage system for waste water management.

capacity. Alternatively, in cases where waste water may be contaminated and require a different method of management, such as in cancer treatment or trade waste, vacuum drainage systems make this a simple solution for any project.

The commercial building market in Australia has however been slow to adopt this new technology with concerns about reliability and onerous approval processes for its adaptation. Due to this, a small group of vacuum drainage system suppliers came together under the Plumbing Products Industry Group (PPIG) in 2011 to discuss ways of improving the uptake of this innovative approach to drainage within the industry. Together, this group developed both a watermark technical standard SATS 100 for vacuum toilets (with all toilets achieving a 6 Star WELS rating) and more notably, the recent inclusion of vacuum drainage systems within the Sanitary Plumbing and Drainage code AS/NZS3500.2.

As weâ&#x20AC;&#x2122;ve discovered earlier, transport of waste water within a vacuum drainage system is enabled by exploiting the pressure differential that weâ&#x20AC;&#x2122;ve created by producing a partial vacuum in the pipe network. Not only does this enable us to lift waste water vertically from the point of collection but also horizontally and in any desired direction around existing infrastructure with very little fall, typically in piping up to 50% smaller than that used in conventional gravity drainage applications. This unique benefit of a vacuum drainage system makes complex building structures possible where drainage via gravity would be impractical or result in the installation of multiple pumping stations.

HOW VACUUM DRAINAGE WORKS PRESSURE DIFFERENTIAL The term vacuum by definition is considered a space that is partially (or to the greatest extent possible) exhausted of matter, particularly air to a point where the remaining matter in the space exerts a lower pressure than that of the surrounding atmospheric pressure. Since vacuum is most commonly measured relative to atmospheric gauge pressure, it is defined as a negative value on a scale approaching -1 Bar, otherwise known as absolute zero. By using air pumps or liquid seal pumps, vacuum drainage system manufacturers are able to produce a partial vacuum within a sealed pipe network and exploit the pressure differential they have created. With specifically designed equipment installed as an interface between the sealed pipe network and the surrounding atmosphere, waste water is quickly and efficiently pushed to a central collection point without any reliance on gravity. So what building applications are best suited for this type of technology? Vacuum drainage systems can be used both as the primary means of waste water handling, and as a hybrid installation alongside a conventional gravity system in almost every building type from shopping centres, office towers and supermarkets to hotels, hospitals and correctional facilities amongst many other applications. One of the key drivers for vacuum drainage technology early on was to enable operators to split waste steams between black and grey water for separate treatment. Today, this is still a relevant benefit for installations where there may be a requirement to handle waste streams separately such as for grey water reuse or in areas with limited sewage disposal

An added benefit of using vacuum to transport waste water is that very little potable water is required for each flush, often just enough to rinse the bowl. When tested for watermarking purposes, the EVAC vacuum toilet was shown to use on average just 0.9L per full flush which can afford projects significant sustainability credits.

Another application made simple using this technology is in the remodelling of historic buildings where impact on the existing structure needs to be limited. You may also be simply re-furbishing an existing building where access through or from below the slab is limited or where existing infrastructure is too costly to relocate to employ conventional drainage. Vacuum drainage systems are also inherently hygienic which makes them the perfect addition for hospitals, medical centres and laboratories. Since we are using a closed type network under a constant partial vacuum, ingress of vermin and bacterial growth is eliminated along with the risk of leaks in the case of damage to the vacuum piping since air would be drawn in at the site of the break while ever vacuum remains in the pipe network. Finally, when waste water is transported within a vacuum drainage system, speeds of up to 10m/s can be experienced which enables the system to be self-cleansing leading to a reduction of blockages.

WHAT MAKES UP A VACUUM DRAINAGE SYSTEM? Before we look at the specific equipment and design principles required to make up a vacuum drainage system, it is important to firstly understand how waste water is transported. On initial startup of a vacuum drainage system, a partial vacuum is created within the pipe network and as long as no connected services are activated, a perfect installation will hold this static vacuum within the system almost indefinitely. When the isolating valve between a connected service and the vacuum pipe network known as a vacuum interface valve (VIV) as actuated, the local pressure differential created forces the waste water and a quantity of air, often vertically into the

vacuum pipe network before the valve closes. These VIV’s are connected to vacuum water closets (VWC) and small tanks called vacuum automatic interface units (VAIU) which are the entry point for waste water to the vacuum drainage system. Eventually friction and gravity will bring any residual waste water, ie. waste water that hasn’t made it to the main riser, to rest at low points in the pipe network called reforming pockets. Reforming pockets are specifically designed to enable the re-acceleration of waste water in the horizontal plane towards the main riser by creating a localised pressure differential when another VIV on the same line is actuated again. Not only can reforming pockets be used to re-accelerate waste water towards the central collection point, they can also be used to reform grade or to re-route around obstructions. The placement of reforming pockets is based on intervals as dictated by the AS/NZS3500.2 and can be of an open or closed design. 1. Vacuum interfacing equipment

b. Vacuum Automatic Interface Valve (VAIU): A complete VAIU is composed of a buffer of varying size dependent on the application, a sensor to sense the level of waste water in the buffer, a vacuum interface valve and a vacuum controller that controls the operation of the VAIU. Normally a VAIU would be operated pneumatically by the available vacuum within the vacuum drainage system but this operation can also be managed electronically. Once a predetermined level of waste water has filled the buffer, the vacuum controller will open the vacuum interface valve that is isolating the VAIU from the vacuum in the pipe network. While this valve is open, waste water and a quantity of the surrounding air will be forced through piping up to DN50 into the vacuum pipe network for a defined period of time before the valve is closed. This is considered one cycle and the VAIU will continue to cycle while ever there is waste water entering the buffer.

a. Vacuum Water Closet (VWC): Vacuum controller

A complete vacuum water closet consists of either a floor mounted or wall faced bowl, commonly in porcelain or stainless steel and a soil fixture interface value unit including a vacuum interface valve, a rinse valve and a vacuum controller. When the user of a VWC activates a flush cycle by using either a pneumatic or electronically controlled flush button, the vacuum controller opens the vacuum interface valve that is isolating the VWC from the vacuum in the pipe network. While this valve is open, waste water and a quantity of air will be forced through piping up to DN50 into the vacuum pipe network for a defined period of time before the valve is closed. At the same time as the vacuum interface valve is open, the vacuum soil fixture rinse valve will provide rinse water for the vacuum soil fixture and also replenish a small puddle of water in the vacuum soil fixture after the vacuum interface valve has closed and this is considered one cycle.

Vacuum controller

Vacuum interface valve

Fig 1. Typical Vacuum Toilet Arrangement

Vacuum soil fixture rinse valve

Vacuum interface valve

Buffer with sensor internal

Fig 2. Typical VAIU arrangement

2. Vacuum Pipe Network Pipework and fittings used in a vacuum drainage system can me manufactured from several types of material depending on the waste water to be handled but must be suitable to withstand a constant partial vacuum, typically PN10 and above. Due to the self-cleaning velocities that will be experienced by the pipe network, bracing intervals and bi-lateral support of the pipework at changes in direction are required. While standard manufactured fittings should be used where available, wye junctions for incoming branch lines should be 45°, reducers should be concentric and 90° changes of direction be made up of long radius bends or two 45° fittings to reduce losses that can affect waste water velocities. Joints within a vacuum pipe network must be smooth and protrusion free to ensure full bore flow conditions. Generally, the vacuum pipe network will be split into main lines of up to DN100 and branch lines up to DN50 with each being sized dependent on the VWC’s and VAIU’s connected to it up to a maximum Vacuum Loading Unit (VLU). It is a requirement to install isolation valves at each branch connection to the main, however additional isolation valves at each toilet as well as the vacuum station will aid in fault finding.

Ty pic a l full b o r e i s ol a t i on va l ve

Fl o o r 4

Typical vacuum r e f o r min g poc ke t (c l os ed )

Typical f ull b or e i s ol a t i on va l ve Fl o o r 3

Ty p i c a l f ul l b or e i s ol a t i on va l ve

Check val ve or vacuum i n t e r f ac e val ve

Ty p i c a l f ul l b or e i s ol a t i on va l ve

Fl o o r 2

Check val ve or vacuum interface valve

Shower waste

Ty p i c a l va c u u m r ef o r m i ng p o c ke t (open )

Fl o o r 1

No t e: A l l hor i z o nt a l pi pi ng on 1:10 0 g r a d e i n d i r e c t io n of f low

To Sewer

Va c u u m s t a t i on

Fig 3. Excerpt from AS/NZS3500:2.2015 - Vacuum Drainage Design and Installation

3. Vacuum Station The Vacuum Station is considered the heart of a vacuum drainage system and consists of vacuum pumps and controls as well as holding tanks and forwarding pumps in some applications. The purpose of the vacuum station is to manage the levels of vacuum within the pipe network, exhaust waste air from the vacuum generation process and manage the transfer of waste water to either a municipal sewer connection or some form of waste treatment facility. There are typically two types of vacuum stations, those with tanks and those without and both types provide specific benefits for the applications they are applied to. In a tank style vacuum station, the vacuum generation and waste water discharge is handled independently of each other using the tank to split the air and waste water mixture as it enters the main holding tank from the vacuum pipe network. This style of system is particularly useful in applications where you can experience high simultaneous demand for vacuum with the tank serving as a vacuum buffer during particularly heavy use. Vacuum stations which do not use a tank are known as inline systems where vacuum generation and waste water discharge duties are handled by a common pump. This pump creates a liquid ring vacuum seal using the incoming waste water from the vacuum pipe network while simultaneously discharging the

Ty pi c a l f ul l b or e i s ol a t i on va l ve

air and waste water mixture. The inline style vacuum station is typically much smaller and better suited for lower demand applications however, adding a small buffer tank in front of this type of vacuum station will provide some redundancy for any unexpected heavy use. Fig 4. Typical Tank Style Vacuum Station Fig 5. Typical Inline Style Vacuum Station

Whilst this CPD coarse has given you a very broad overview of vacuum drainage systems and how they can be applied to the commercial building sector, each system supplier employees varying techniques and methods for achieving the required outcomes of AS/NZS 3500.2. It is highly recommended that a vacuum system specialist be engaged to assist in correctly sizing and designing any vacuum drainage system to ensure efficient operation for the life of the system.

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The importance of indoor environmental professionals in investigative and remedial projects GREENCAP

Together with experience, a critical aspect of using the services of an IEP on a project is their independence from the restoration contractor.

he term Indoor Environmental Professional (IEP) is used to describe a professional who assesses buildingrelated microbial and associated impacts. The phrase was originally coined by the Institute of Inspection, Cleaning and Restoration Certification (IICRC) in December 2003 in the ‘Standard and Reference Guide for Professional Mold Remediation, Standard S520’. The IICRC have confirmed that the deﬁnition of an IEP is a generic industry term for:

“An individual who is qualiﬁed by knowledge, skill, education, training, certiﬁcation, and experience to perform an assessment of the microbial ecology of structures, systems, and contents at a job site, create a sampling strategy, sample the indoor environment and submit to an appropriate laboratory and interpret laboratory data… for the purpose of establishing a scope of work and verifying the return to a normal microbial ecology”.1 There are number of Australian guidance documents for mould management including the Australian Mould Guideline (AMG2005-1) produced by Mycologia Australia and the Guidelines for Managing Mould and Dampness Related Public Health Risks in Buildings produced by the Western Australia Department of Health (WA Health).

• Indoor Air Quality • Health and Safety In order to protect the term ‘IEP’ against use in certification programs that fail to adequately measure competence, experience and education, the IICRC have stated that there is no single designation, license, or certification that qualifies an IEP. The qualifications required for an IEP are often gained through years of formal study at university level, specific training related to mould and the indoor environment, and years of on-the-job work experience, or a combination of these factors.2 The IEP must provide unbiased, independent third party advice and in no way should have ownership or affiliation with the remediation/ cleaning contractor used in the restoration project. So what technical knowledge does an IEP have? The American Industrial Hygiene Association (AIHA) has identified eight technical areas in which IEPs should have knowledge in: 1. Exposure Assessment 2. Indoor Environmental Quality 3. Microbial Assessment and Remediation 4. Microbiology/Mycology 5. Heating, Ventilating, and Air Conditioning (HVAC) 6. Building Science 7. Legal/Communication

INDOOR ENVIRONMENTAL PROFESSIONAL (IEP)

8. Health Effects

IEPs come from many backgrounds and professional disciplines such as:

An experienced IEP is often a member of a multi-disciplinary team or has access to suitably qualiﬁed experts who can complement their own expertise.3

• Occupational (Industrial) Hygiene Building Biology

• Engineering

It is rare for an IEP to have expert knowledge across all 8 areas.

A multi-disciplinary approach is also considered by the IICRC to be especially important for complex microbial assessments and remediation projects.

The experience of the IEP and information provided by the owner, occupier and manager of the property will dictate the complexity of the assessment required.

The IICRC state that an IEP must be considered where:

Many variations of assessments exist within the IEP market place. For example some IEPs only collect viable mould samples (agar plates used for culturing mould which is indicative of the reproduction level of mould) without sampling for total moulds (the combination for viable and non-viable mould - living and dead moulds).

• There is microbial contamination that could cause harm to occupant health; • High risk occupants are present (e.g. healthcare, elderly care or childcare facilities); or • Public health issues exist

WHAT DOES AN IEP DO? IEPs generally perform the following three tasks: • Initial Investigations to determine the nature and extent of microbial contamination in order to develop an independent scope of remedial works. • Interim Assessments during the remedial process in order to provide ongoing advice into the reﬁnement of a scope of works due to site or project complexities. • Independent Post Remediation Veriﬁcation (PRV) of remedial works. IEPs Assessment Tools & Techniques: • Visual Inspection (generally non-destructive) using the naked eye and photographic means including borescope inspection cameras for the hard to inspect areas. • Real-time Measurements including airborne moisture and building material moisture levels. • Representative Airborne and Surface Sampling for microbial contaminants (mould and bacteria).

WHY ENGAGE AN IEP? IEPs are engaged to provide guidance/undertake assessments because they are industry recognised experts in the field of microbial assessment and post remediation verification who can: • Provide unbiased, scientific, independent advice from the assessment and throughout the remediation process • Greatly assist with protecting health and wellbeing of the occupants and remediation/cleaning contractors • Mitigate loss (time, money, reputation etc) • Prevent litigation and also reduce remedial costs/ settlement amounts in insurance claims When IEPs are not engaged there is greater risk of the following consequences occurring: • Structural damage Infrastructure degradation Microbial offgassing (odours) Occupant complaints • Reduced productivity and increased absenteeism • Damage to contents and belongings

COMMON ISSUES IEPS ARE ENGAGED TO INVESTIGATE/MANAGE The following are examples of common building issues IEPs are engaged to investigate/ manage the remediation process.

Poor Drainage & Subfloor Ventilation The issue of uncontrolled subfloor microbial growth can be found within timber subfloor areas where there isn’t sufficient ventilation or drainage provided. A build up significant airborne moisture or water inundation as a result of a one off event or ongoing poor ventilation can result in significant mould growth to subfloor materials and soils. These conditions can have a dramatic impact on indoor air quality within the occupied areas of a building due to air transfer between subfloor and habitable areas as a result of pressure differentials caused by external/internal conditions.

Dew Point Condensation Inadequate insulation to building materials/structures can result in mould growth as a result of dewpoint condensation occurring from warm moist air interacting with colder surfaces. The mould growth can either occur directly on the cooler surfaces themselves e.g. plasterboard ceiling linings where no insulation is present, or manifest on adjacent surfaces to the colder surfaces e.g. within ceiling voids. Experience in psychometry, the properties of air and water vapour mixtures, and how this impacts building materials is required to understand and ultimately rectify these issues.

Ongoing Source Undetected moisture ingress from leaking pipes/roof coverings into building materials can provide an optimal environment for ongoing mould growth. Leaks can occur due to pressure increases in supply pipework, pipework corrosion/degradation, or pipe breakage which may occur as a result of structural movement. Each event may cause water leakage that may not be detected for extended periods. Such events will not only provide the ideal moisture for mould growth but the water may also be a source of signiﬁcant pathogenic bacteria. A detailed understanding of the level of moisture/ microbial impacts and the required cleaning/restoration techniques to return levels to within a range considered normal ecology are needed for successful remediation. Independence from the remediation process in order to determine what works are required is critical for economic and successful remediation of such issues.

Industry experience has shown that human health can be affected by both living and dead mould and therefore reliance on viable mould sampling could fail to characterise the full extent of mould impacts. In the US, the EPA (Environmental Protection Agency) and NIOSH (the National Institute for Occupational Safety and Health) have undertaken studies and have estimated productivity loses in the tens of billions of dollars annually due to poor indoor air quality.

The assessment should: • Determine the extent and nature of microbial impacts • Develop a remedial scope works in accordance with industry best practice • Verify that these works have been conducted adequately General remediation principles that should be employed during such a project include: • Determination of extent and nature of microbial impacts • Make safe works and an assessment on the suitability of ongoing occupancy • Rectiﬁcation of water/ moisture ingress

These loses are associated with:

• Containment or other suitable engineer controls

• Health care costs Absenteeism

• Determination of what materials can be restored

• Reduced worker productivity Lower earnings

• Removal of mould impacts

• Costs of investigative improvements

WHAT ARE SOME PROJECTS THAT IEPS ARE INVOLVED IN?

• Cleaning • Structural Drying Even on the limited available data, the adverse health implications of indoor air quality have very signiﬁcant economic effects. A CSIRO estimate (CSIRO 1998) is that poor indoor air quality costs Australia $12 billion per annum.

Water damage building (WDB) assessments Assessments are generally undertaken after the discovery of water/ moisture intrusion which has occurred within buildings and as a result microbial growth (mould and or bacteria) has potentially occurred.

– Indoor Air Quality in Australia 4

CASE STUDY 1: DRAINAGE WATER FLOODING Situation: Maintenance contractors caused major water ingress to a shop front. The contractors then attempted to rectify water impacts themselves using the wrong equipment and techniques. By using heating and air movement equipment only, they were not undertaking airborne moisture extraction procedures. This resulted in elevated humidity levels which had caused moisture to condense on non-ﬂood impacted surfaces and content. If not rectiﬁed quickly would have resulted in mould growth.

The Role of the IEP: The property manager engaged an IEP who attended site with an experienced remediation contractor within 48hrs of event. The IEP developed and implemented a safe scope of works (including water extraction/ drying) and then managed the remedial works from the onset so no subsequent mould growth could occur on building materials and the remaining shop contents.

Beneﬁts: The IEP mitigated mould growth and therefore signiﬁcantly reduced losses for the property manager/ building owner by preventing mould reoccurrence and minimising structural damage. Cost savings have been estimated to be in the tens of thousands of dollars in loss of rent, replacement of contents, project remedial works and contractor costs.

CASE STUDY 2: ONGOING SUBFLOOR WATER LEAK Situation/ Role of the IEP: The Restoration Contractor engaged an IEP from the onset of an insurance claim allocation who detected major subfloor moisture and mould impacts resulting in a detailed independent scope of works being developed. Scope of works was implemented in full by an experienced Remediation Contractor who was is regular communication with the IEP throughout remedial works (2.5 months project duration - from first engagement to final mould remediation verification). Post Remediation Verification assessment was undertaken and passed.

Beneﬁts: Project time and costs were signiﬁcantly reduced as a result of engaging an IEP to carry out a full assessment from the onset. Cost savings have been estimated to be in the vicinity of $60,000 - $80,000 in accommodation, project remedial works and professional/trade.

• Post Remediation Veriﬁcation (PRV)

Veriﬁcation works are conducted in accordance with facility requirements and or local health department guidelines.

• Reinstatement works after successful PRV Assessment Heating Ventilation and Air-conditioning (HVAC) System Assessments HVAC assessments determine hygiene levels within plant and ductwork, which components and areas need cleaning and by what techniques. Post remediation veriﬁcation (PRV) of such plant and systems prior to recommissioning is recommended. Guidance can also be given with regard to ongoing inspection and maintenance requirements in accordance with local and national standards/ guidelines. High Risk Manufactured Water Systems Legionella Assessments Assessment generally comprises a combination of inspection (plant and systems) and desktop study (maintenance records/ laboratory results) in order to determine compliancy with local and national standards and guidelines. Indoor Air Quality Assessments for Clean Rooms Assessments are generally undertaken after the completion of detailed cleaning of clean rooms e.g. theatres and pharmacies and their HVAC systems, following building works, in order to verify cleaning has been to appropriate standards.

Greencap has developed a quick guide to Professional Mould Assessment & Remediation which is available for download from our website. For further information, please visit: greencap.com.au or email: mould@greencap.com.au

REFERENCES 1. Institute of Inspection, Cleaning and Restoration Certiﬁcation S500-2015 Standard and Reference Guide for Professional Water Damage Restoration - Third Edition December 2015 2. w ww.iicrc.org/wp-content/uploads/2008/08/HistoricAgreement-in-the-Mold-Remediation-Industry.pdf 3. w ww.robsonforensic.com/articles/the-role-of-the-indoorenvironmental-professional-in-mold-remediation-expert 4. I ndoor Air Quality in Australia: A Strategy for Action Federation Of Australian Scientiﬁc and Technological Societies 2002

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Baxx is an environmental pathogen and air-borne pollutant removal system. The Baxx cold plasma technology kills Bacteria, Virus, Moulds & Fungus spores by disrupting the metabolism of their cell walls – no toxins, no chemicals, no radiation. There are neither filters to replace nor consumables – no servicing and requiring only an occasional clean. Install it and let it do the work. Ceiling or wall mounted. 220v -240v. 3 year 24/7 warranty - continuous running.

As used in UK and European hospitals, and now fast being adopted in stainless steel versions with resin fan motor for the food manufacturing industry as well.

Unique cold plasma technology to create Hydroxyl Clusters which naturally kill all airborne pathogens. These groups also react with odour causing chemicals such as ammonia and methane gas to produce neutral compounds such as Co2, Nitrogen and Water. The harmless way to create a safer and cleaner environment.

Protection for Residents & Staff.

Hydroxyls are the single most important cleansing agent in our environment. * 33% more effective at oxidizing pollutants than ozone. * 2.5 times more germicidal and fungicidal than liquid chlorine * Perfectly safe to breathe and use in occupied spaces In a room of 28m2 at 27ºC the Baxx reduced bacteria levels by 99.9% within 90 minutes, and viral traces were reduced by 88.96%. Ammonia levels reduced from 100% saturation down to zero in 30 minutes - without Baxx intervention the levels are 48%. Decomposition and ethylene gases are also effectively reduced/eliminated by Hydroxyls produced by Baxx. TESTS INDICATE EFFECTIVE ELIMINATION OF THE FOLLOWING ESCHERICHIA COLI (E COLI) STAPHYLOCOCCUS AUREUS LISTERIA MONOCYTOGENES PSEUDOMONAS and ASPERGILLUS NIGER CAMPYLOBACTER BACILLUS SUBTILIS SPORE SALMONELLA SACCHAROMYCES CEREVISIAE MRSA, C.DIFF(SPORE FORM) AND NOROVIRUS

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Living and working in odour & pathogen clean air as nature intended Nature has its own method of cleaning air of odours, bacteria and virus besides simple dispersion. They are known as Hydroxyls or Hydroxyl Clusters and are found mostly at average mountain top heights especially on sunny days.

zone is also nature’s odour and pathogen killer, but is also poisonous to all forms of life at the concentrations required to be effective, whilst Hydroxyls are not.

Nature has seen it fit to make our bodies immune to hydroxyls whilst leaving them extremely effective in killing single celled organisms such as bacteria, virus, mould and fungus spores. Hydroxyls can be easily reproduced by today’s technology from compact devices and is employed already in Hospitals, Food Manufacturing, Nursing Homes, Office blocks and a wide range of other applications to improve air quality and rid the air of airborne pathogens such as respiratory diseases and other bacteria that may contaminate and spread in food products or by surface contact with humans etc. Hydroxyls are also effective against a range of odours. They will eliminate ammonia based odours in roughly half the time it takes by natural dispersion. Hydroxyls are effective against Ethylene gas as well which is the gas given off by fruit and vegetables to promote ripening – bananas can be retarded from browning up to an extra four days by being stored in an area being controlled by a hydroxyl generator. Waste and decomposition gases can also be reduced by the presence of hydroxyls, and testing is currently underway for controlling obnoxious odours for Veterinarians and Pet accommodations – particularly Catteries. Hydroxyls have proven results in deodorising smoking smells. Of course, many odours are bacteria based as well – remove the bacteria & remove the odour. Hydroxyls have been known about and researched for some 100 years since Louis Pasteur first discovered them whilst researching why people living at high altitudes in sunny conditions were generally healthier than people living at sea level. Since then such organisations as the British Army have researched Hydroxyls as a method of combating germ warfare in the late 60’s and all papers and studies have confirmed the benefits of using

Hydroxyls, but not been able to reproduce them by compact means. It’s only in the last decade that technology has caught up with science and it’s been made possible to produce hydroxyls from a compact generator. What is a hydroxyl? It’s a water molecule (H²O) missing one of its Hydrogen atoms and because it’s in an unbalanced state, it seeks to replace its missing Hydrogen atom. These hydroxyl (OH-) molecules are attracted to single celled organisms in the air and on surfaces, attach to them and forcibly rip a Hydrogen atom from the cell wall. They are now H²O again – harmless water molecules. In the meantime, the cell wall of the organism has been ruptured and like a popped balloon, it dies. This is a very simple mechanical action. Bacteria & virus cannot become immune to it. Further, the Hydroxyl is indiscriminate on what Bacteria & Virus it chooses and thus they work on every and all strains. Several companies have hydroxyl generators on the market using different methods – but only the Baxx is completely maintenance and consumable free – www.baxx.com.au. By far the most successful method, invented by Baxx, passes air through a small cold plasma field to produce hydroxyls which then are distributed throughout the space by a strong fan. They do not require any maintenance or consumables other than electricity, and so they can be mounted high on a wall or from a ceiling to achieve maximum coverage across the space concerned. Some competitors must ground based units to allow filling and servicing, and thus do not achieve maximum coverage in the airspace above them. Baxx uses the natural water molecules in the air all around us and do not require topping up or chemicals or any other medium to perform their function in generating Hydroxyls, nor require any regular maintenance as do all competing brands. For more information visit www.baxx.com.au

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The Rapid Takeover of Mobile Apps and its Benefits It’s a revolutionary time for the technology of mobile phones and applications. Affecting daily experiences on a global scale – changing the ways in which we learn, our methods of communication, keeping in touch with news or even the way we simply pass time whilst waiting for friends. Inevitably, these changes have also transformed enterprise processes, and the workforce dynamic. Coming this summer in 2018, this mobile app ecosystem continues to grow – a market driven by the billions of smartphone owners and companies distributing their new apps. According to the global market data, the total number of mobile app downloads in 2018 alone, was over 205 billion. With a forecast of 2022 increasing up to 258 billion annual downloads. So in what way are enterprise

mobile apps contributing towards these numbers?

of investment, a lack of budget and the initial quality of the apps integrated.

In late 2017, Gartner reported that 75% of global enterprises had virtualised mobile applications. The resulting benefits from these integrations are reflected within a Mobility Survey of 332 executives from different industries. CITO Research found that enterprise mobility improved process efficiency by 30%, with employee productivity increasing by 23%. It seems to appear that the big promise when bringing mobility to your organisation is productivity.

Investigating issues faced by businesses such as these provides an insight towards what the enterprise app industry seems to be lacking. Affordability, statistical tracking and quality investigation into creating a custom app for the intended business needs.

Surely wouldn’t all businesses hop on board then? CITO looked into determining the top mobility challenges these participating executives faced – including keeping track of the returns

Recognising such global trends, and wanting to innovate for these solutions is the basis on which AppTegral was founded. Visit our website for more information and see the ways in which innovative app solutions can be tailored for individual business needs. CONTACT US T 1300 553 225 E ask@apptegral.com www.apptegral.com.au

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Port Douglas

CAIRNS MACKAY

BRISBANE

South Pacific Laundry specialises in the provision of quality linen and supplies for hospitality facilities.

Armidale Coffs Harbour

PERTH

PORT MACQUARIE Newcastle

ADELAIDE

SYDNEY

ALBURY Colac

Sale

Warrnambool Geelong

MELBOURNE

South Pacific Laundry (SPL) has been a provider of commercial laundry and linen services to the hospitality industry in Melbourne for the last 20 years. Currently, the South Pacific Group is establishing a strong network of modern laundries across Victoria, New South Wales, Queensland, Western Australia and South Australia with plans for several more facilities up the East Coast of Australia. The relocation of our Sydney operations to a new larger facility in Bankstown together with the relocation of our Brunswick plant to Broadmeadows will establish South Pacific Laundry as the single largest privately owned laundry in Australia and in the Southern Hemisphere.

Contact Robert Teoh National PR & Marketing P: (03) 9388 5300 M: 0421 716 888 Coverage Australia wide

Pricing Information Contact supplier direct Delivery Free daily delivery within 25km city metropolitan areas Minimum Order Contact supplier direct

SPL provides: • A 365 day service to all its clientele with a 24 hour turnaround (depending on location). • A leading edge technology in RFID to assist housekeeping and managerial staff in time reduction and efficiency. • Dedicated account managers and experienced support staff who are available 7 days a week. • A dedicated software design package and centralised billing system enables seamless transactions, paperless and customised reports. • Delivery rationalisation systems, providing and streamlining efficient delivery routes which will reduce the company’s carbon footprint. • Building of partnerships and sharing benefits with the customers from savings made through its constant laundry process innovations and group purchasing power of linen products. • Dry cleaning and uniform cleaning services. • Provision and supplying of corporate uniforms/work wears and customised hotel room amenities.

Full Contact Information South Pacific Laundry 9-23 King William St Broadmeadows VIC 3047 P: (03) 9388 5300 F: (03) 9387 2399

*Albury and Melbourne only

E: customerservice@southpacificlaundry.com.au robert.teoh@southpacificlaundry.com.au

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