MIPFM - The Property Manager Sept'20

THE

The Professional Journal of MIPFM

VOL. 2

PROPERTY

MANAGER NO. 3

e-ISSN : 2710-7396

SEPTEMBER 2020

FEATURE

STRATA MANAGEMENT

FACILITIES MANAGEMENT

CONCRETE STRUCTURES: Part II – Repair, Protection and Restoration

How to Select the Right Property Manager or Property Management Firm

Using Technology to Improve Facilities Management Efficiency and Client Workplaces

TABLE OF

CONTENTS MIPFM COMMITTEE

(TERM 2019/2021)

SR HAJI ADZMAN SHAH BIN MOHD ARIFFIN President

SR HAJI ISHAK BIN ISMAIL Committee Member/ Past President

SR HAJI KAMARULZAMAN BIN MAT SALLEH Deputy President

SR MOHD FAIZAL FUAD Committee Member/ Past President

SR NAGESWARAN A/L MUNIANDY Secretary General

SR FAIYAZ AHMAD MARUF Committee Member

SR SIEW YEE HOONG Treasurer General

SR MATTHIAS LOUI HOONG FEI Committee Member

PROF SR TS DR TING KIEN HWA Editor-in-Chief

MOHD RAZIK MOHAMED SHAKIF Committee Member

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2020 © Copyright MIPFM. All rights reserved.

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FEATURE

FEATURE

STRATA MANAGEMENT

FACILITIES MANAGEMENT

FACILITIES MANAGEMENT

Concrete Structures: Part II – Repair, Protection and Restoration

How to Select the Right Property Manager or Property Management Firm

Using Technology to Improve Facilities Management Efficiency And Client Workplaces

Applications of Virtual & Augmented Reality in Facilities Management

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BOOK REVIEW

PRESS RELEASE

NEW MEMBERSHIP LISTING

MIPFM 9TH ANNUAL GENERAL MEETING

PRESS RELEASE

Knowledge Management and Information Tools for Building Maintenance and Facility Management

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Environmental Management System (EMS) – A Case for Property Management

VOL. 2

New Strategic Partners Formed Between RICS and MIPFM to Promote Continuing Education in the Built Environment

NO. 3 2020

Nippon Paint Partners MIPFM to Safeguard Properties Against Human Coronavirus

E d i t o r’ s N o t e

Welcome to The Fourth Issue of The Property Manager!

T

he Movement Control Order (MCO) which was implemented since 18 March 2020 has been extended several times. The latest extension is under the Recovery MCO until 31 December 2020. The new normal where the key taglines social distancing, wear a mask and wash your hands frequently still applies. The following two tables summarize the MCOs and the covid-19 cases in Malaysia.

COVID-19 PANDEMIC AND MOVEMENT CONTROL ORDER (MCO) TIME PERIOD 18 March – 31 March 2020 1 April – 14 April 2020 15 April – 28 April 2020 Extended to 12 May 2020) 13 May to 9 June 2020 10 June – 31 August 2020 (Extended to 31 December 2020)

PHASE First Second Third Conditional MCO Recovery MCO

Source: http://covid-19.moh.gov.my/terkini/092020

During this period, property managers continue to be vigilant in following SOPs and ensuring staffs are able to deliver and creating a safe living, shopping and working environment for all the users, occupants, tenants and visitors of real estates under property management.

The Part Two article by Kuan You Wai on the repair of concrete structures elaborates further on the causes, inspection and testing of degradation on concrete structures.

COVID-19 CASES IN MALAYSIA NUMBER OF CASES Total confirmed cases

10,147

Total discharged

9,264

Total deaths

129

Current active cases

754

Current patients in ICU

11

Note: as of 18 Sept 2020 Source: http://covid-19.moh.gov.my/terkini/092020

Our President, Sr Adzman Shah provided an overview of the Environmental Management System and discuss its application in property management.

The third article would be of interest to MCs and JMBs as it provides a guide on how to choose the right property manager and property management firms.

The next two articles relate technology to facility management in particular on sensors, virtual reality and augmented reality. There is also a book review on the application of knowledge management to facility management.

Dr. Ting Kien Hwa (Professor Sr Ts) FMIPFM, FRICS, FRISM, MPEPS

Founding Editor & Editor-in-Chief The Property Manager

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CONCRETE STRUCTURES: Part II – Repair, Protection and Restoration YOU WAI KUAN kuanyouwai@gmail.com

6.0 EVALUATION OF CURRENT AND FUTURE CONDITIONS OF THE STRUCTURES

7.0 SELECTION ON PRINCIPLES OF PROTECTION AND REPAIRS

pon the testing and analysis of the data gathered, the causes of deterioration can be identified. Then, the stakeholders need to contemplate on a decision in the objectives for further remedial actions with considerations as follows:

BS EN1504 - Part 9 outlines six repair Principles for Concrete Matrix and five repair Principles for Corrosion Control and Remediation (refer Table 1).

U

• Is the actual load bearing capacity acceptable, and how will it develop in future?

Table 1: Eleven principles for the repair and protection of concrete structures (BS EN 1504-9) Principle No.

Principle and its definition

Principle 1 [PI]

Protection against Ingress

1.1 Impregnation (block pores) 1.2 Surface coating with and without crack bridging ability 1.3 Locally bandaged cracks 1.4 Filling cracks 1.5 Transferring cracks into joints 1.6 Erecting external panels 1.7 Applying membranes

Principle 2 [MC]

Moisture Control

2.1 Hydrophobic impregnation 2.2 Surface coating 2.3 Sheltering or over cladding

Principle 3 [CR]

Concrete Restoration

3.1 Applying mortar by hand 3.2 Recasting with concrete 3.3 Spraying concrete or mortar 3.4 Replacing Elements

Principle 4 [SS]

Structural Strengthening

4.1 Adding or replacing embedded or external reinforcing steel bars 4.2 Installing bonded rebars in preformed or drilled holes in the concrete 4.3 Plate bonding 4.4 Adding mortar or concrete 4.5 Injecting cracks, voids or interstices 4.6 Filling cracks, voids or interstices 4.7 Prestressing - (post tensioning)

Principle 5 [PR]

Physical Resistance

5.1 Overlays or coating 5.2 Impregnation

Principle 6 [RC]

Resistance to Chemicals

6.1 Overlays or coating 6.2 Impregnation

• Is the actual usability and safety acceptable, and how will it develop in future?

• Is the concrete affected by corrosion, and how will the deterioration develop over time?

• Is the reinforcement subject to corrosion, and how will the deterioration (cracks, spalling, loss in cross section, etc.) develop over time?

Lastly, the stakeholders need to decide what is the critical limit state in terms of deformation, safety factors and risks before the structure reaches the critical situations.

Plans for repair, rehabilitation and protection can be made with the targeted service lifespan, foreseeable change in load-bearing capacity and uses in future with the optimum investment and life cycle costs.

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Repair methods based on the principle

F e at u r e Principle 7 [RP]

Preserving and Restoring Passivity

7.1 Increasing cover to reinforcement with additional cementitious mortar or concrete 7.2 Replacing contaminated or carbonated concrete 7.3 Electrochemical re-alkalisation of carbonated concrete 7.4 Re-alkalisation of carbonated concrete by diffusion 7.5 Electrochemical Chloride Extraction

Principle 8 [IR]

Increasing Resistivity

8.1 Limiting moisture content by surface treatments, coatings or sheltering

Principle 9 [CC]

Cathodic Control

9.1 Limiting oxygen content (at the cathode) by saturation or surface coating

Principle 10 [CP]

Cathodic Protection

10.1 Applying electrical potential

Principle 11 [CA]

Control of Anodic areas

11.1 Painting reinforcement with coatings containing active pigments 11.2 Painting reinforcement with barrier coatings 11.3 Applying inhibitors to the concrete

7.1 Repair and Protection Related to Defects in Concrete There are six principles in relation to the repair and protection of defects in concrete structures as follows: 1) Principle 1 [PI] Protection against Ingress refers to stoppage of water intrusion.

2) Principle 2 [MC] Moisture Control refers to control of dampness 3) Principle 3 [CR] Concrete Restoration refers to Non-Structural Repairs.

4) Principle 4 [SS] Structural Strengthening refers to Structural Repairs.

5) Principle 5 [PR] Physical Resistance aims to increase resistance to damage caused by impact.

6) Principles 6 [RC] Resistance to Chemicals aims to increase resistance to chemical attack.

Some of these principles recommend the same repair methods which can achieve multiple objectives. For instance, impermeable epoxy coating can stop water ingress, control moisture,

increase resistivity against physical impact and chemical attack, and increase the resistivity by limiting moisture content against corrosion.

Bearing in mind that BS EN1504 was developed in Europe, consideration to local climate is critical in selection of suitable products and methods for repairs. Resistance to ultra violet, heat and excessive dampness must be addressed if the repair products are exposed to weathering. Secondly, flexural fatigue resistance is also an important key performance indicator considering the relatively higher contraction and expansion of the structures under the worsening heat waves and storms brought about by the Greenhouse effects. Furthermore, chemical resistance is also critical to the durability of the repairs due to increasing pollution from industrial activities and vehicular combustion that increase the release of carbon dioxide and pollutants into the atmosphere. Lastly, breathability is vital to the success of surface coating system particularly in roof areas exposed to weathering due to the excessive ambient humidity and high rain volume. In other words, concrete flat roofs in tropical regions can hardly be dry enough for non-breathable coating.

7.1.1 Protection against water ingress [PI] and Moisture Control [MC] Principles 1 [PI] and Principle 2 [MC] have many similarities with the objective to control relative humidity in the concrete. They address protection against cavities, voids and cracks with impregnation and surface coating, sealing with sealant, bandage or negative side polyurethane grouting. Other methods include installation of membranes is meant to blanket the flat roof with one layer of impermeable skin and cladding on wall in order to blanket the facade with one layer of impermeable cover.

7.1.1.1 Impregnation and coating Impregnation, hydrophobic impregnation and surface coating perform differently in protection of concrete as outlined by Figure 22.

Hydrophobic impregnator refers to water repellent which repels water but it does not block penetration

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THE PROPERTY MANAGER of carbon dioxide gases. For crack movements in the range of more than 0.1mm to 0.2mm, such repellent may not be able to prevent water ingress into the crack. Impregnation coating aims to block the pores and block aquatic contaminant but the effectiveness of this method to block carbon dioxide gaseous is limited. Impermeable coating with epoxy resin, polyurethane or acrylic not only capable for bridging cracks and improves the resistance to physical impact and chemical attack, it can also protect the concrete effectively against aqua and gaseous contaminants including carbon dioxide.

However epoxy is not stable under heat or ultraviolet and performs poorly in the tropics. Other coatings like polyurethane coating or acrylic coating lose elasticity when degraded by heat, ultraviolet and moisture. When these coatings harden, thermal stress cracks the coatings, leading to water seepage through the cracked coating and leak severely due to inability to evaporate.

7.1.1.3 Filling cracks Repairing of cracks on masonry surfaces is needed with crack width of 0.1mm. At width of 0.23mm, water can infiltrate into the concrete via osmosis process. Selection of elastic materials for crack repair is particularly important in the tropics due to high thermal gradient that lead to excessive expansion and contraction induced by fluctuation in temperature. Cutting the cracks with a scrapper or a diamond cutter into V-shaped grooves allow more contact surfaces for better adhesion of the acrylic paintable sealant inside the cracks (refer Figure 24).

Mixing sand or spraying sand on the surface can reduce shrinkage and improve adhesion to the paint.

Figure 24: Repairing fine cracks Source: https://www.researchgate.net/figure/ Routing-and-sealing-of-cracks-scheme-left-and-cracks -treating-right_fig46_326132087

Figure 22: Comparative impregnation and coating Source: https://inarquia.es/sistemas-de-proteccionsuperficial-para-el-hormigon-une-en-1504-2

7.1.1.2 Locally bandage crack Bandage is ideal for bridging huge and dynamic cracks (refer to Figure 23). Products used for this purpose may range from coating, fiber reinforced coating, single-ply membranes and textile-reinforced cement with mechanical performance and elasticity.

Figure 23: Bandage of cracks Source: https://www.youtube.com/watch?v=d-pMZAh3J60

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7.1.1.4 Transferring cracks into joints For large and dynamic joints, filling up the crack with rigid materials limits the movement and propagate the cracked lines. Thus, transferring the cracks into elastic joints allow movement while maintaining water-tightness can effectively stop water ingress via the cracked lines effectively.

There are two type of sealants, namely organic (petrochemical) based polyurethane sealant and inorganic (silica) based silicone sealant. Due to the hot weather in Malaysia, silica-based inorganic sealant with high covalent bond between its molecules is more suitable for control joints in the buildings due to its stability under the degradation of excessive ultraviolet, heat and moisture. Best practice in application of sealant provides for adhesion at two surfaces with a non-bonding separator (foam or PE film) on the perpendicular surface to allow flexing and compression due to

F e at u r e movement induced by fluctuation of temperature (refer Figure 25).

Figure 25: Sealant Joint Design Source: https://hammerandhand.com/best-practices/ manual/2-sealant-joints/2-1-sealant-joint-design/

7.1.1.5 Filling crack with negative side injection Polyurethane grouting has been questionable in terms of durability and performance. Such method normally carries short limited warranty lasting between 3 to 6 months only. From technical point of view, the type of crack must be determined, e.g. static or dynamic crack, before selection of polyurethane grouting with suitable setting time, viscosity and elasticity. For static crack, e.g. natural shrinkage crack, foam type grouting is preferred.

For dynamic crack, elastic gel grouting performs better. Nevertheless, according to scientific studies, polyurethane grouting has been proven to fail to address the leakage due to corrosion induced cracking which propagates over time. The thick liquid and short setting time also deter the infiltration of the grouting solution to reach the entry point of the water leakage. Hence, it ends up becoming moisture in concrete in numerous instances (refer Figure 26).

ingress. Nevertheless, the selection of sealant, design for expansion joints and built-in drainage system is critical to the performance and durability of such system.

Nevertheless, dark colour facade has low reflectance.

The metal surfaces and brackets may become a thermal bridge that lead heat to enter the premises and result in poor thermal comfort in the indoor spaces.

7.1.1.7 Membrane application Likewise, membranes protect the flat roof against water ingress by blanketing it with a layer of impermeable skin. These membranes range from torched preformed bituminous membranes with and without granules, and single ply membranes (EPDM, TPO, PVC and KEE) with white or grey finishes.

Numerous studies both in Nigeria and Malaysia indicated that torched bituminous membranes are not suitable in the the tropics due to the rapid degradation of bitumen by the excessive heat, ultraviolet and moisture. These membranes typically lose their elasticity and split at joints. Single ply membranes like ethylene propylene diene terpolymer (EPDM) and thermal poly olefin (TPO) is combustible and rigid. Poly vinyl chlorides (PVC) membranes with integrated fiber reinforcement meshes lack the elasticity which is vital to cater for the thermal stress (expansion and contraction).

Ketone Ethylene Ester (KEE) is a durable, elastic and repairable polymeric membranes with tested proven result in the tropics in saline and inland environments which elongates when heated.

7.1.2 Concrete Restoration [CR] Principle 3 Concrete Restoration [CR] refers to nonstructural repair which aims to restore the original cement screed of the concrete elements to the originally specified shape.

Figure 26: Polyurethane grouting Source: Self adaptation

7.1.1.6 External cladding Watertight external cladding or paneling can protect the facade with one layer of cover against water

There are 3 major methods for concrete restoration namely (refer Figure 27): 1) Hand-applied mortar for small areas 2) Recasting with concrete or mortar for special shape structures 3) Spraying concrete or mortar for large areas

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Hand applied mortar

Recasting with mortar

Spraying mortar

Figure 27: Concrete Restoration Source: https://www.concreterepairsite.co.uk/ SystemsNProducts.html

7.1.3 Structural Strengthening [SS] Principle 4 Structural Strengthening [SS] aims to increase or restore the load-bearing capacity of an element of the concrete structure. In this stage, it is critical to consider the additional stress or load of the strengthening method and materials to the existing structure. Any new applied materials on the structure should be lightweight and strong enough to carry the loads. Structural light weight aggregate concrete (SLWAC) using expanded clay lightweight aggregates is an ideal choice to be used in strengthening of existing structures (refer Figure 28). This concrete is up to 35% lighter than normal concrete.

Figure 29: Enlargement of a concrete beam Source: http://kcwardco.com/concrete-repair-services/ structural-strengthening/enlargement/

elements, concrete with similar modules of elasticity should be used. Anchoring of new rebars with epoxy adhesive and welding of steel meshes to the existing structure transfers the tensile stress of the new rebars and hold the new concrete strongly to the existing structural elements accordingly.

7.1.3.2 Bonding Plate Reinforcement Installation of bonding plates can be made of Carbon Fiber Reinforced Polymer (FRP) Sheets or Steel Plates on the surface of concrete elements (refer Figure 30).

Figure 28: Light weight Structural Aggregate Concrete Source: https://www.youtube.com/watch?v=voQYo1MfHdc Figure 30: FRP strengthening

7.1.3.1 Enlargement Enlargement aims to increase the strength by topping up new concrete layer to the existing concrete elements (refer Figure 29). Surface bonding and transfer of stress from the provided new layer to the old part is critical to the success. In order to share the load bearing capacity with the existing concrete

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Source: https://www.horseen.com/project/ frp-composite-strengthening-system-repair-slab-crack?page=3

The use of FRP is debatable due to the failure of the adhesive and the sheets during fire. Spraying cement mortar on the sheets after the installation may reduce such pitfall. For buildings with multiple utilities with risks of fire, FRP is not recommended.

F e at u r e Mounting Steel plates with heavy duty mechanical anchors and/or epoxy adhesive is common for buildings with multiple utilities with risk of fire (refer Figure 31). Nevertheless, the excessive weight of the steel plates may add on the dead load to the existing structure which must be considered.

7.1.3.4 Injecting into cracks, voids or interstices Epoxy is a chemical that bonds chemically to the materials it contacts. When it cures, it becomes as strong as stone with mechanical strength to hold the pieces of cracked concrete together (refer Figure 33). The permeability of epoxy depends heavily on the viscosity and the pressure of pump that drives it into fine cracked lines. Additionally, the bonding of epoxy depends on the dryness of the concrete.

Figure 31: Steel Plate Strengthening Source: https://www.horseen.com/project/ Bonded-steel-plate-reinforcement-Zhengzhou-department-store

7.1.3.3 Adding mortar or concrete By adding mortar or concrete to existing structure, i.e. slab or column, the compressive strength of the new mortar can increase the load bearing capacity. Similar modulus of elasticity of the new mortar or concrete should be used in order to share the load with the existing structural elements.

Surface preparation is critical to the bonding of the new layer of mortar or concrete to the performance of this method (refer Figure 32). Nevertheless, additional dead load that stresses the existing structure must be considered and verified by a professional Structural Engineer. Using structural LWAC is recommended in this instance.

Figure 33: Epoxy Injection Source: https://www.youtube.com/watch?v=YK_FNOGAu0o

Cement based grouting can work effectively in wet condition but the bonding strength is not as good as epoxy. Moreover, it cannot fill up fine cracked lines due to its high viscosity.

7.2 Repair and protection related to reinforcement corrosion Principle 7 [RP] covers the Re-Passivation of contaminated concrete without corrosion by increasing the alkalinity of contaminated concrete by topping new mortar with high level of alkalinity.

Principle 8 [IR] Increasing Resistivity aims to block the moisture to reach the rebars with impermeable coating derived from epoxy, poly urethane or acrylic.

Principle 9 [CC] Cathodic Control aims to block the oxygen from reaching the rebars with cathodic areas with impermeable coating.

Figure 32: Adding mortar or concrete Source: https://www.youtube.com/watch?v=3mhrGshlguI

Principle 10 [CP] Cathodic Protection (CP) applies electrical potential to retard the corrosion reaction at the potentially anodic areas of reinforcement. CP is particularly suitable in severely contaminated areas due to the presence of chlorides.

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THE PROPERTY MANAGER Principle 11 [CA] Control of anodic areas by using coating with active pigment, barrier coating or rust inhibitor.

Surface preparation requires removal of loose and deteriorated concrete and includes concrete removal behind exposed bars.

These measures in corrosion control are ideally complimented by crack treatment, concrete restoration and surface coating in order to limit moisture and prevent further contamination.

7.2.1 Preserving and Restoring Passivity [RP] 7.2.1.1 Increasing cover with additional cementitious mortar or concrete This method works if the corrosion has not started and the initiation of corrosion can be delayed by hindering carbonation and chloride attack by increasing the thickness of concrete cover.

7.2.1.2 Replacing contaminated or carbonated concrete When carbonation and chlorides reach the rebars, de-passivation film is broken down and corrosion is triggered. The contaminated concrete is physically removed with mechanical force, i.e. hacker or high pressures jetting, up to the depth where such contaminants exist in the concrete and replace with fresh repair mortar or concrete.

Carbonated concrete is very hard and micro cracking is a major concern when hacking takes place. High pressured jetting or hydro demolition on the other hand, does not cause micro cracking but it is a very slow process involving removal of sludge which is very difficult in occupied buildings (refer Figure 34).

Corroded rebars with diameter loss above 25% must be replaced. Then, new rebars are tightened or welded to the adjoining rebars. In order to prevent secondary corrosion at the joints between the existing concrete and new concrete, sacrificial anodes must be installed or coating with active pigment (zinc or highly alkaline cement) must be applied to the exposed rebars.

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After completion of material removal, formwork is erected to close the cavity.

Figure 34: Replacement of contaminated concrete Source: https://precast.org/2010/05/concrete-repairs/

7.2.1.3 Re-alkalisation of carbonated concrete by diffusion (refer Figure 35) By applying a thick layer of highly alkaline concrete or mortar on damp carbonated concrete, the high concentration of OH- from the new cement diffuse to the existing concrete with low OH- concentration via osmosis. The success of such method relies on the thickness of new mortar or concrete and the dampness in the concrete that enables successful diffusion. Nevertheless, the major pitfall is the additional dead load to the existing structure.

Akaline Akalinemortar mortar ororconcrete concrete

Concrete restoration

Figure 35: Re-alkalisation of carbonated concrete by diffusion Source: Raupach M and Buttner T., Concrete Repair to EN1504 Diagnosis, Design, Principles and Practice, pg 205

F e at u r e 7.2.1.4 Electrochemical chloride extraction (refer Figure 36)

the rebars against oxygen needed for triggering or sustaining the oxidation process (refer Figure 37).

At electrical potential of 4 Volts, the impressed current can extract negatively charged chloride ions to move away from the rebars toward the temporary anodes.

7.2.3 Cathodic Protection [CP] (refer Figure 38) Traditionally, activated titanium meshes or drilled-in core anodes are installed on the concrete elements with topped up mortar in order to complete the circuit. New technology with application of Conductive Coating like carbon containing paint on the concrete elements has substantially improved the affordability and workability of this method.

OH- IONS MIGRATE FROM ALKALINE ANODE

Figure 36: Electrochemical Chloride Extraction Source: https://www.sciencedirect.com/science/article/ abs/pii/S0950061817306487

OH- IONS PRODUCED AT REBAR BY CURRENT

7.2.2 Cathodic control [CC] Principle 9 Cathodic Control [CC] requires the access of oxygen to all potentially cathodic areas to be restricted in order to retard an anodic reaction.

In marine environment, saturation of the whole of a self-contained reinforced concrete structures into water can restrict access of oxygen when it is isolated electrically from all other concrete members above the water. Alternatively, full surface coating with impermeable resins can also effectively isolate

Figure 38: Electrochemical realkalisation of carbonated concrete Source: http://www.jpbroomfield.co.uk/pages/realkalisation.php

Cathodic protection works particularly well in chloride contaminated concrete with no physical damage or spalling. It breaks down water into hydroxyl ions due to oxygen reduction and electrolysis: ½ O2 + H2O + 2e- → 2 OH2 H2O + 2e- → H2 + 2 OH7.2.3.1 Applying electrical potential Cathodic protection and electrochemical chloride extraction is similar to electrochemical process of the electrolysis of water (refer Figure 39).

Figure 37: Anti carbonation paint on the MRT piers in Bangsar Source: Self adaptation

By introducing direct current to the contaminated concrete, water is broken down to form hydrogen gas and hydroxyl (OH-) when the rebars are connected to the cathode with specific voltage. The additional hydroxyl re-alkalines the contaminated concrete.

At different voltage, direct current can extract negatively charged chloride ions to the direction of the temporary anode in similar manner.

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Figure 39: Electrolysis of Water Source: https://www.cyberphysics.co.uk/topics/ electricity/static/electrolysis.htm

7.2.3.2 Sacrificial anodes Although, this method is not covered in BS EN1504, it has been applied widely especially in small scale concrete repairs.

It harnesses the gradient in the potential of different metals with the flow of electrons from less noble metal (sacrificial anode) to the more noble metal (protected cathode)(refer Figure 40). In the protection of steel rebars, Zinc based sacrificial anodes are commonly adopted.

Figure 41: Zinc based sacrificial anodes Source: https://www.vector-corrosion.com/blog/ cathodic-protection-concrete-corrosion-prevention

7.2.4 Control of Anodic Areas [CA] 7.2.4.1 Active coating of the reinforcement In this method, commonly adopted active ingredients include high pH cement based and zinc-based materials.

Firstly, the rebars must be exposed and cleaned thoroughly. Then, active coating with high pH cementitious product or zinc-based coating is applied in order to repassivate the contaminated concrete. Lastly, the affected concrete is restored based on the principles in Concrete Restoration, accordingly.

The durability of this method depends heavily on the thickness of the active coating and regular monitoring is important due to the varying thickness in actual application.

7.2.4.2 Barrier coating

Figure 40: Nobility table Source: http://www.eurotubieuropa.it/english/ NL/2014/09/nl_09_5.html

The major pitfall in such method is the small coverage of protection with short limited lifespan (refer Figure 41). The durability depends on the size of the anodes and the moisturizer that conduct the flow of electrons.

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By applying barrier coating with epoxy resins, the rebars can be insulated and protected against corrosion (refer Figure 42). This method can only be applied during the construction stage after placing the rebars in the formwork. The effectiveness depends on the surface preparation, bonding of the coating to rebars and completeness of coating, including the congested and bottom side of the rebars. The major consideration in this method is the bonding of the coated rebars to the concrete mortar.

F e at u r e Absorption is the key performance criterion and it depends on the porosity and the thickness of the concrete cover (refer Figure 44). Since no standard has been developed in the use of inhibitors, understanding the chemistry of the active ingredients and pollutants at sites is of the utmost importance. It is recommended to carry out experiments in some trial areas prior to any mass application at sites.

Vapor phase Diffusion

Figure 42: Epoxy coated rebars Source: https://adsproshield.com/history-epoxy-coated-rebar/

Capillary Action

MCI

7.2.4.3 Corrosion inhibitors Concrete

Corrosion inhibitors are chemicals that are capable of reducing corrosion rate without significantly altering the concentration of any corrosion agent.

There are number of inhibitors, ranging from organic based to inorganic based inhibitors with different active ingredients that can either retard the anodic reaction or cathodic reactions or both, depending on the type of active ingredients and the quantity used (refer Figure 43).

Rebar

Ionic Attraction

Figure 44: Migrating corrosion inhabitors Source: https://www.concreteconstruction.net/ products/decorative-concrete-surfaces/organiccorrosion-inhibitor-from-cortec_c

8.0 RECOMMENDATIONS 8.1 Quality Control Quality control must be practiced throughout the repairing works including site protection, safety to workers and occupants, surface preparation work, execution of work, cleanliness and final inspection and delivery. It also involves comprehensive documentation to record all steps taken during the course of work and post repairing testing.

Non-destructive tool like a moisture meter must be used to measure the relative humidity of the concrete and other masonry substrates before application of hydrophobic impregnation, impregnation or surface coating. For structural related repair, the achievement of the targeted strength and structural behavior must be tested and recorded. Material Safety Data Sheets and instructions for application methods must be read carefully. “CE� marking and Declaration of

Figure 43: Classification of Corrosion Inhibitors Source: https://www.intechopen.com/books/ corrosion-inhibitors-principles-and-recent-applications/ corrosion-inhibitors-for-reinforced-concrete-a-review

Performance is the recognition for compliance to BS EN1504 by certified independent labs with the related Repair Principle and the performance criteria during and after the execution of work (refer Figure 45).

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THE PROPERTY MANAGER based on the product warranty must be carried out before it causes any damage. Sensor probes can be installed at critical areas in order to monitor the water ingress and corrosion activity closely (refer Figure 46).

Figure 45: CE Marking and Declaration of Performance Source: https://graphenstone.com/ graphenstone-global-certifications.html

8.2 Periodic Inspection and Preventive Maintenance A preventive maintenance plan must be made for monitoring and renewal of materials with limited service lifespan, e.g. bi-annual inspection on roofs and facade with visual inspection and infrared thermographic inspection annually may unveil hidden dampness, defects and debonding issues before consequential damage arise. Plan for replacement of expansion joint or coating systems

Figure 46: Smart IOT Moisture Sensor Source: https://www.electronichouse.com/smart-home/youneed-a-smart-home-water-leak-detector-because-leaks-happen/

9.0 CONCLUSION Concrete structures require continuous inspection, monitoring, repair and refurbishment. A successful repair depends on the scientific detection of underlying causes, both for the concrete matrixes and the reinforcement steel bars with due consideration to the optimum life cycle costs. n

REFERENCES BS EN1504: Products and systems for the protection and repair of concrete structures. Definitions, requirements, quality control and evaluation of conformity The Concrete Society of UK, Technical Report No. 69, Repair of concrete structures with reference to BS EN 1504, Information Press Ltd UK Raupach, M and Butter, T., Concrete Repair to EN 1504: Diagnosis, Design, Principles and Practice, CRC Press, 2014

Mr Kuan You Wai, a repair and rehabilitation contractor turned consultant who has over 20 years experience in contracting repair work in concrete repair, waterproofing, cracking, leaking, plumbing and mould remediation. Mr Kuan was a joint instructor for EN1504 with Institution of Engineers, Malaysia.

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F e at u r e

ENVIRONMENTAL MANAGEMENT SYSTEM (EMS) – A Case for Property Management SR HAJI ADZMAN SHAH BIN HAJI MOHD ARIFFIN

A

n Environmental Management System (EMS) is a set of processes and practices that enable an organisation to reduce its environmental impacts and increase its operating efficiency. It helps an organisation achieve its environmental goals through consistent review, evaluation, and improvement of its environmental performance. ISO 14001 standards for EMS are designed to help organisations to establish management processes for controlling and improving their environmental performance and for reducing the impact of their operations on the environment.

An EMS also helps an organisation address its regulatory demands in a systematic and costeffective manner. This proactive approach can help reduce the risk of non-compliance and improve health and safety practices for employees and the public. It can further help address nonregulated issues, such as energy conservation and can promote stronger operational control and employee stewardship. Companies that wish to remain competitive and improve their environmental systems cannot ignore ISO 14001.

Basic elements of an EMS include the following:

• Reviewing goals;

the

organisation’s

environmental

• Analysing its environmental impacts and legal requirements;

• Setting environmental objectives and targets to reduce environmental impacts and comply with legal requirements; • Establishing programs to meet these objectives and targets; • Monitoring and measuring progress in achieving the objectives; • Ensuring employees’ environmental awareness and competence; and • Reviewing progress of the EMS and making improvements.

Figure 1: The process of environmental management system Source : ISO 14001

The system follows a repeating cycle (see Figure 1).

The organisation first commits to an environmental policy, then uses its policy as a basis for establishing a plan, which sets objectives and targets for

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THE PROPERTY MANAGER improving environmental performance. The next step is implementation. After that, the organization evaluates its environmental performance to see whether the objectives and targets are being met. If targets are not being met, corrective action is taken. The results of this evaluation are then reviewed by top management to see if the EMS is working. Management revisits the environmental policy and sets new targets in a revised plan. The company then implements the revised plan. The cycle repeats, and continuous improvement occurs.

The five (5) main stages of an EMS, as defined by the ISO 14001 Standard, are described below: 1. Commitment and Policy - The management must commit to environmental improvement and establishes the organisation’s environmental policy. The policy is the foundation of the EMS. 2. Planning - The organisation must first identify the environmental aspects of its operations.

Environmental aspects are those items such as air pollutants or hazardous waste that can have negative impacts on people and/or the environment. The organisation then determines which aspects are significant by choosing criteria considered most important by the organisation. For example, an organisation may choose staff health and safety, environmental compliance and economic aspects/cost as its criteria. Once significant environmental aspects are determined, the organisation sets the objectives and targets.

An objective is an overall environmental goal (e.g. minimise use of chemical X). A target is a detailed, quantified requirement that arises from the objectives (e.g., reduce use of chemical X by 25% by September 2022). The final part of the planning stage is devising an action plan for meeting the targets. This includes designating responsibilities, establishing a schedule, and outlining clearly defined steps to meet the targets.

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3. Implementation - An organisation puts into place and follows through with the action plan using the necessary resources (i.e. human, financial, outsourced assistance etc.). An important component is staff training and awareness. Other steps in the implementation stage include documentation, clear operating procedures, support tools and setting up internal and external communication lines.

4. Evaluation - The company must monitor its operations to evaluate whether the goals/ objectives are achieved. If not, the company must take corrective action and to communicate on any changes.

5. Review - Top management reviews the results of the evaluation to see if the EMS is working.

Management determines whether the original environmental policy is consistent with the organization’s values. The plan is then revised to optimize the effectiveness of the EMS. The review stage creates a loop of continuous improvement for a company.

The company’s business continuity and sustainability can contribute towards the following: 1. Environment a. Energy saving – promote solar lighting/ reminder to switch off lights & equipment/ service air-conditioning maintenance b. Recycle/Reuse/Reduce waste/recycle paper stationery

(3R) – separate for reuse/official

c. Encourage carpooling/public transportation by locating near transport hubs 2. Community a. Corporate Social Responsibility engagement in public education awareness/skill & experience sharing

– &

F e at u r e b. Training – offer internship/public training/ reskilling c. Community engagement – support and involvement in social engagements, NGOs and community activities 3. Organisation Figure 3: Application of EMS in property management

a. Compliance with legislations and regulations – legal requirements, safety & health, company SOP, staff handbook, etc. b. 5S training for staff c. Multitasking by team members and identifying Business Continuity opportunities

The Property Manager can seek to improve the economic and environmental processes of the property for the benefit of the owner, occupants, users and visitors by implementing EMS. Examples of the breakdown of elements that can be considered is shown in Figure 4 and 5.

EMS IN PROPERTY MANAGEMENT ORGANISATION For a property management company, EMS is a good tool to put into place a systematic approach to achieve robust, continuous and long term improvements.

A simple diagram to illustrate the process is shown in Figure 2.

Figure 4: Breakdown of repair elements Source : ExaStrata Solutions SOP

Figure 2: The PDCA process

An example of the application of EMS in property management organisation is illustrated in Figure 3.

Figure 5: Breakdown of service elements Source : ExaStrata Solutions SOP

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THE PROPERTY MANAGER CONCLUSION The benefits of EMS far exceed the costs of implementing it. The fact that it can also reduce costs of the organisation in the long term by introducing easy to understand and implement policies.

There are, however, challenges in implantation.

Staff need to appreciate the need for such policies to contribute towards saving the environment.

Sense of responsibility and discipline in consistent implementation and getting feedback on regular basis may not be easy especially in times of high staff turnover. Training and constant monitoring must also be undertaken to ensure effectiveness and results. Setting targets and meeting them require commitment from the management and the staff since this will be additional scope of work for the team to undertake on top of daily tasks. Regular fixed sessions to monitor the process and collate data, discuss findings, measure the performance of the implementation, identify opportunities and adjust the process by finetuning the policies and communicating on the changes and revisions to the team for the purpose of improving the process.

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It is inevitable that companies will grow and there will be need for clear policies to guide newcomers to the organisation. It is also important to set objectives and targets in the areas identified and putting into place the appropriate process to achieve them guided by policies which will evolve according to changes. Buy in from the team members is critical as the team will also be required to apply this to the property management practise when managing buildings and facilities in the move towards efficient operations and optimising operating expenses.

Critical success factors involving proactive management approach, promoting positive organisational change, enhancing skills in technical aspects and embracing demands of external and social aspects. There are proven benefits that can be obtained by the implementation of EMS as per ISO 14001 which will result in improvement of the company’s image and reputation, improvement in company’s processes and profits, improvement in customer loyalty and trust, competitiveness and improvement in staff morale and employer/ employee relations. n

S T R A TA M A N A G E M E N T

HOW TO SELECT THE RIGHT PROPERTY MANAGER OR PROPERTY MANAGEMENT FIRM

A

s with any business relationship, asking the right questions at the outset will increase the chances of a successful partnership. This guide is designed to provide some suggestions when seeking to hire a property manager or contracting with a property management firm.

A. CHOOSING A PROPERTY MANAGER When seeking a real estate manager, look for honesty and professional integrity, communication skills, analytical problem solving ability, experience and reputation.

• How long have you been a manager?

What is the value of the assets you manage?

What is the total number of residential units/commercial square footage in your management portfolio? Are you a Registered Property Manager with the Board of Valuers, Appraisers, Estate Agents and Property Managers?

• What professional designations do you hold?

What are your educational credentials? Can

you provide professional references?

• What level of experience do you have in this particular market and with this type of property? Can you provide some examples of how you’ve improved the value of some of the properties you’ve managed? What is your experience with, or give me an example of a situation where you were involved with: •

a major redevelopment of a property

•

a substantial re-marketing or re-tenanting of a property

•

a significant emergency or involving one of your properties

•

a strategic re-direction or change of use for a property.

disaster

You may also ask questions about a property manager’s experience in the following functional areas of property management or to give examples of situations where the manager needed to use these skills:

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THE PROPERTY MANAGER Human resources management

Financial, risk and administrative management

• Hiring, managing and evaluating site personnel and/or off-site management staff or contracted management firms, directly or through others.

• Establishing, maintaining and monitoring adherence to, or approving, the property’s record keeping system.

• Identifying staffing requirements and developing, or approving, job descriptions and/or developing and monitoring, or approving, human resource policies and training and development plans.

• Designing, implementing or approving lifesafety and emergency preparedness programs for the property.

Physical property management • Identifying, implementing and monitoring, or approving, energy use/conservation programs for the property.

• Determining which items or services are to be purchased for the property, preparing specifications, soliciting and evaluating bids for contract services, negotiating or approving contracts, and monitoring contracts.

• Overseeing operation of building systems, supervising employees or monitoring contractors who perform routine maintenance and repair work, and/or overseeing planning and construction of tenant improvements and interior design.

• Designing, implementing and monitoring, or approving, preventive maintenance programs for the property.

• Establishing or maintaining and enforcing the property’s operating policies and procedures and occupancy/usage guidelines.

• Developing, implementing or approving a risk management program for the property and/ or identifying the property’s insurable risks and recommending, securing and monitoring insurance coverages.

• Ensuring the property’s compliance with government and environmental regulations.

• Processing and/or monitoring, or approving, property payables.

• Supervising property collections, including the handling of property receipts, journal entries, records of account, bank deposits, and delinquent accounts.

• Preparing, presenting and implementing annual property budgets, including capital expenditure budgets, or reviewing, authorizing and monitoring such budgets prepared by others.

• Preparing, analyzing or approving the property’s financial and operating statements and variance reports.

• Approving major deviations from the budget, exclusive of emergencies.

• Identifying, analyzing and implementing, or approving, capital improvement or replacement programs, including but not limited to maintenance or remodeling programs and resident/tenant improvements.

• Identifying and analyzing the property’s financial requirements and financing options, and/or replacement reserve requirements, and recommending funding sources to the owner.

• Performing regular property inspections and taking appropriate action in accordance with established policies and procedures.

• Estimating and monitoring the market value of the property and assessing the implications that estimates of value have on the owner;

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S T R A TA M A N A G E M E N T determining the reasonableness of assessed value and insurable value.

• Preparing, approving or executing a marketing plan for the property.

• Identifying, analyzing and proposing alternate uses of the property and implementing or approving a plan to change the property’s use (e.g., converting a residential building to commercial use).

• Analyzing market conditions and recommending, or approving, the property’s rental rates.

• Reading and requirements.

• Establishing or controls and performance.

interpreting

loan

document

maintaining management analyzing the property’s

• Identifying and recommending, or approving, real estate assets for acquisition or disposition.

• Determining the goals and objectives of the property owner.

• Evaluating real estate tax assessments and recommending an appeal strategy to the owner when appropriate.

• Preparing a management plan for the property.

• Identifying and recommending, or approving, alternate sources of income for the property and implementing programs accordingly.

Communications and resident/tenant relations • Designing and implementing, or approving, resident/tenant retention, orientation and property familiarization programs.

• Routinely communicating with occupants of the property concerning level of service and other management matters and/or investigate and resolving resident/tenant complaints.

Marketing and leasing • Administering the leasing and lease renewal process and/or negotiating or approving leases.

• Preparing, marketing and showing leasable space.

• Recommending and/or initiating legal actions for violations of leases, contracts or governing documents, including but not limited to evictions and filing of liens.

• Preparing a management plan for the property.

• Identifying and recommending, or approving, alternate sources of income for the property and implementing programs accordingly.

Communications and resident/tenant relations • Designing and implementing, or approving, resident/tenant retention, orientation and property familiarization programs.

• Routinely communicating with occupants of the property concerning level of service and other management matters and/or investigate and resolving resident/tenant complaints.

Marketing and leasing • Administering the leasing and lease renewal process and/or negotiating or approving leases.

• Preparing, marketing and showing leasable space.

• Preparing, approving or executing a marketing plan for the property.

• Analyzing market conditions and recommending, or approving, the property’s rental rates.

• Recommending and/or initiating legal actions for violations of leases, contracts or governing documents, including but not limited to evictions and filing of liens.

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THE PROPERTY MANAGER B. CHOOSING A PROPERTY MANAGEMENT FIRM

•

Prepare payroll

When seeking a property management firm, look for management expertise, industry experience, local market knowledge, financial responsibility, business stability and integrity and ethics. The following questions can help you in your search.

•

Prepare income tax returns

•

Recommend rental rates

•

Prepare operating budget

•

Obtain & administer insurance coverage and claims prevention or handling

•

Administer property tax valuation review, analysis and appeals

•

Provide in-house redevelopment services

•

Provide in-house architectural construction project management

Management Expertise and Industry Experience • What types of properties does your firm manage? What is the value of the assets under management with your firm? What is the total number of residential units/commercial square footage your firm manages? How many clients do you currently have? How long have you been in business?

• Can you provide examples of how you’ve improved the value of some of the properties your firm has managed?

• What services does your firm provide? Do you (or how do you): •

Collect rents and assessments

•

Hire, supervise, dismiss employees at the property

•

22

Communicate with tenants and owners in regard to complaints

•

Purchase minor operating supplies and repairs (what defines minor?)

•

Purchase major repairs or supplies (What defines major?)

•

Prepare specifications expenditures

for

major

•

Provide consultation on major replacements, additions or remodeling

•

Negotiate leases

•

Order and supervise tenant decorating

•

Obtain competitive bids on major repairs and alterations

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development/

and

Local Market Knowledge • What are some of the trends in the local market? What is the legislative environment?

How can you place my properties in the best light in a competitive market?

Business Stability • What type of insurance does your company hold to protect my investment?

• Have you operated under other names? Has the firm or its parent company ever filed for bankruptcy or other financial reorganization for the benefit of creditors? Has the firm ever been involved in either civil or criminal legal proceedings as a defendant in which there were allegations of fraud, misrepresentation, misappropriation of funds or property?

• How is your organization structured? Who are the owners? Who would be working on my properties? From how many locations do you operate? Where are they located?

Financial Responsibility • What is your management fee and how is it calculated? May I see a sample management agreement?

S T R A TA M A N A G E M E N T Integrity and Ethics • What safeguards do you have in place to protect the funds in your control?

• What professional credentials does your company hold? What are the professional and educational credentials of your firm’s top management? What are the professional and educational credentials of the management team working on my portfolio?

• What is your reputation in the community? Can you provide references?

business business

C. WHAT A PROPERTY MANAGER OR PROPERTY MANAGEMENT FIRM MAY ASK YOU Your prospective property management firm or property manager is just as interested as you are in developing a successful partnership. You can expect to be asked questions about: • Your goals and objectives for the property or portfolio; measurement of those goals

• Vacancy rates, current tenants/residents, rent roll, leases • Operating and capital expenditures, building maintenance, ongoing construction, property inspections, collection issues or other compliance issues • Current staffing • Marketing and leasing plans and tactics • Insurance, risk procedures

management,

emergency

• Reporting requirement – frequency, content and format • Property financing status • Financial capacity and liquidity of the owners.

NOTE Adapted from “Guide to Choosing the Right Real Estate Manager or Real Estate Management Firm”, Institute of Real Estate Management, USA

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THE PROPERTY MANAGER

USING TECHNOLOGY TO IMPROVE FACILITIES MANAGEMENT EFFICIENCY AND CLIENT WORKPLACES

M

ore than 75 per cent of the total cost of a building is incurred during maintenance and operations management meaning that facilities managers have significant responsibility for managing costs during its lifetime.

In the traditional model, they and their staff would be responding to problems and breakdowns, searching for components and travelling from one site to another.

But technology is rapidly changing the way the profession works, allowing for a much more proactive approach, speeding up maintenance and requiring fewer people on the ground. As facilities management is always facing the challenge of cutting costs, even while striving to become a strategic activity rather than just a cost centre, how can facilities managers make the case for investing in this technology?

Leading the charge in improving building management are sensors. Sensors and controls have both fallen rapidly in price in recent years,

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allowing for widespread remote monitoring without massive investment. Annual maintenance savings of between eight and 20 per cent can be made by implementing computer-aided facilities management (CAFM) systems, which bring together processes and data in one place. Savings can be increased further when sensors are added into the equation. Sensors are simple to install, at least in mechanical terms, and the challenging part is learning to work with remote monitoring and to track and respond for maximum efficiency.

Sensors can also provide data to improve energy efficiency. Smart sensors combined with optimising algorithms can cut the energy use of buildings by up to 17 per cent. One way sensors enable these savings is by occupancy monitoring, revealing whether some spaces are underused. If the data shows that empty rooms are being lit, heated or ventilated for long periods, it’s a sign that energy is being wasted and settings need to be changed; or, conversely, that the spaces may need reorganising, repurposing, or even removing entirely from the tenancy.

FACILITIES MANAGEMENT Technology allows far more granular control of buildings to avoid the waste often seen today; it also enables facilities managers to respond to office occupancy changes from day to day when staff work at home, part-time or off site. Already, the smartest tech can adjust for occupancy, occupiers’ activities, solar gains and external conditions to optimise energy use.

The end result of this management should also be a better environment for occupants — less downtime for equipment, meaning less disruption and more comfortable surroundings that are used more effectively. A well-run building helps keep employees satisfied and creates a great shopfront for an occupier’s activities. Every facilities manager wants a happy client, and asset managers want happy occupiers.

Getting to grips with this data means moving from reactive, time-based monitoring to condition-

based and preventative maintenance. Workflows can then be rationalised so that the right technicians are in the right place at the right time — with the right parts and equipment for everything that needs attention — rather than having to spend time searching for the faulty component and the correct resources to fix it.

While most facilities management technology is intuitive to use, what may take more time and practice is optimising the set-up for each context.

So, before choosing a CAFM system, facilities managers should take time to establish which works best for their organisation, and consider using services that help them optimise settings and provide the greatest value.

Technologies that learn from previous breakdowns allow facilities managers to focus on condition, building up a picture of what readings might point to failure and setting up a more nuanced

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THE PROPERTY MANAGER approach to maintenance, in which components don’t fail in the first place. Maintenance can then be consolidated on sites to avoid shutdowns in usual working hours and the resulting disruption to occupier operations.

Remote monitoring may also have bonuses for an ageing workforce — professionals late in their career who may not be able to be on their feet as much as they used to could work remotely and use their expertise to advise field workers as they do their job. Perhaps one of the most powerful advantages technology brings to the profession is simply reducing the number of manual tasks through maintenance workflow automation, providing a significant amount of data to enable informed decisions, and integrating workflows across departmental silos. Thanks to technology, we can do more with less.

Data technology provides the greatest benefit when used and integrated throughout the whole life cycle of a building, starting with the design and build ideally with involvement by facilities management right from these early stages. This avoids the dreaded information gap, where all the valuable data from the design and build stage is lost when the facilities management team takes the asset into management. If a site is surveyed and recorded electronically from day one, everyone can have a clear idea of what is on that site - and as assets move and change, this can be recorded too, so long as facilities are alive to the opportunity that

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digital models can present and are active in making sure that these are kept up to date.

The right software can also manage legal data, for example responsibilities for maintenance as outlined in the lease — the software could highlight whether a landlord is liable for maintenance for an asset, such as the HVAC system maintenance outlined in the lease. Having legal data in facilities management software will help avoid unnecessary spend. Understanding these details and being able to find them easily can save a lot of pain if there are legal queries or challenges in this area. Most facilities management systems also offer contractor and invoice management to track technician attendance, performance and integration with contractor systems to streamline services further.

Importantly, all this data can inform the capital plan for an asset, allowing for transparency of costs and a realistic, timetabled approach to what needs to be done. Technology offers significant opportunities to collect actionable information and ensure better decision-making, going beyond facilities management to support occupiers and asset owners.

NOTE Article adapted from Conway, C. and Schafer, A. (2020) How can technology help facilities managers improve efficiency and client workplaces? Built Environment Journal, 16 May

FACILITIES MANAGEMENT

APPLICATIONS OF VIRTUAL & AUGMENTED REALITY IN FACILITIES MANAGEMENT

V

irtual and augmented reality (VR, AR) are certainly hot topics right now, but when most people think of VR and AR, they picture gamers wearing headsets. However, VR and AR technology is more than just for play — it can be enormously beneficial in facilities management work as well.

1. CREATE INTELLIGENT, 3D RENDERINGS OF FACILITIES

Virtual reality is the computer-generated simulation

These 3D renderings allow you to fully immerse

of 3D environments you can interact with. VR is not to be confused with AR, or augmented reality, which enhances the physical world with sensors, video and audio, graphics, and other technology. In sum, VR provides an entirely virtual environment, while AR offers an enhanced physical one.

Currently, facilities managers are integrating both virtual and augmented reality technology into maintenance and management processes because of their potential to improve operational efficiency and reduce spend in new ways. VR and AR can be applied in four ways into facilities management:

VR makes it possible to create detailed, user-friendly three-dimensional renderings of facilities. It could incorporate building information modeling (BIM) files with VR technology such as Oculus Rift to generate accurate virtual representations.

yourself in building maps, helping to first virtually plan, design and build facilities, and then manage equipment and infrastructure. For example, use VR during construction to map out potential customer flows, so stores, restaurants and clinics are designed to easily navigate. This is revolutionary, as accomplishing tasks like this in the physical world is mostly done through trial and error, which is much more expensive and time-consuming than when done virtually.

Additionally, multiple users can view VR facilities maps at one time, enabling collaboration and the

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THE PROPERTY MANAGER ability to show, rather than tell, when presenting FM ideas or delivering reports.

then be collected, organized and analyzed with a FM software platform.

2. MONITOR “HIDDEN” EQUIPMENT AND ENVIRONMENTS

These sensors can also help provide and confirm lifecycle and service information that can be incredibly useful during repair and maintenance work. Simply by scanning an AR sensor, you can access useful data like parts numbers, as well as view a digital overlay of how the asset should look and function, helping your team complete repair & maintenance issues successfully.

AR enhancement gives you visibility and allows you to experience situations without physically being there. This X-ray-like capability provides a new level of asset monitoring, especially for those that are difficult to access, such as pipes buried deep within walls or underground tunnels that may be dangerous to walk through. AR sensors can detect if something is amiss and give you a digitized view of what’s wrong, helping you understand the states of these types of “hidden” assets without tearing open walls.

Sensors on or inside assets power AR monitoring capabilities. You gain access to sensor data via technology like QR scanners — some can even provide live audio and video streams — which can Advertisement

3. TROUBLESHOOT REMOTELY Similar to AR asset modeling, VR 3D models help visualize where equipment systems — including plumbing, electrical, and more — are within your walls, ceilings and floors without physical visual inspections. This capability helps you troubleshoot problems, schedule accurate work orders, and direct contractors remotely, making your work environment safer and you more effective at your job. Not to mention, virtual inspections require significantly fewer resources than physical ones, as you don’t need to knock out drywall or remove ceiling tiles to complete them.

VR makes finding inefficiencies in your systems simple, since one quick look gives you a complete picture of the internal structures of your buildings; perhaps your current setup means HVAC units have to work overtime to regulate the building. VR models make this clear and help you strategize better, resource-saving solutions.

With this in-depth visibility into your facilities’ functions, you can also plan preventive maintenance work and develop repair and management budgets proactively.

4. SPACE PLAN EFFICIENTLY Strategic space planning is key to well-organized, customer-friendly facilities. Keep in mind, it is not only important when buildings are first being constructed, but also throughout their lives as you replace or add equipment, build new walls and knock down old ones.

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FACILITIES MANAGEMENT VR models aid in space planning by providing simulations of facilities changes virtually, before they are implemented physically. This gives you unparalleled planning power — you can see what updated facilities will look like, how equipment placement will affect other assets, and if there are better ways to organize your new layout.

In addition to being extremely proactive, this method is also cost-effective; making changes to space plans is much more expensive when you have to use trial and error with heavy, sometimes delicate equipment, rather than with a virtual representation that can move around with the swipe of a finger.

VR can revolutionize how you plan and manage your facilities’ organization, turning a retroactive, expensive process into a proactive, sleek, costeffective one.

FINAL THOUGHTS Using VR and AR in facilities management is one component of a major movement in the industry — widespread adoption of technology. Recently, FMs have been using specialized FM technology to take tasks that range from mundane to dangerous off of their plates, making work safer, easier and more efficient, both in terms of time and spend. Virtual and augmented solutions are no exception.

VR and AR capabilities in facilities management are still in the early stages and looking ahead, the possibilities of what these technologies can potentially accomplish is limitless; perhaps one day repair and maintenance work could be performed within virtual renderings, or entire customer experiences could take place within 3D simulations.

By adopting these technologies now, you set your facilities on a course for amazing future innovation.

SOURCE Source: https://servicechannel.com/blog/virtualaugmented-reality-benefit-facilities-management/

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THE PROPERTY MANAGER

KNOWLEDGE MANAGEMENT AND INFORMATION TOOLS FOR BUILDING MAINTENANCE AND FACILITY MANAGEMENT Talamo, Cinzia and Bonanomi, Marcella, 2016, Springer, 211 pages, ISBN 978-3-319-23957-6 / ISBN 978-3-319-23959-0 (eBook)

Reviewed by:

TING KIEN HWA

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BOOK REVIEW

WHAT IS KNOWLEDGE MANAGEMENT? “Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers (Duhon, 1998).” Knowledge management, historically, was primarily about managing the knowledge of and in organizations.

So what is the relationship between knowledge management and building maintenance? Many organizations manually collect and store data relating to inspections, building conditions and repairs. This data is frequently stored in the notebooks or desktops of the maintenance personnel. These computers contain large volumes of maintenance experience that unfortunately will disappear when the employee changed, resigned or retired.

Maintenance is one of the areas in an organization producing explicit and tacit knowledge. Examples of explicit knowledge are handbooks for equipment installation and operation, procedures, checklists, asset records, periodical reports, technical books, reference tables, technical knowledge, etc. Management of these explicit maintenance knowledge merely requires organizing and classifying them. However tacit maintenance knowledge must be internalized as it exists in the heads of individuals in terms of intelligence, experience, and how past decisions are made.

Technical personnel especially those involved with maintenance processes and tasks is the repositories of an organization’s know-how and often the

know-why. Electronic and paper-based knowledge repositories are merely intermediate storage points for information en route between people’s minds.

The efficiency and effectiveness of the FM service requires information. But information is a cost as it incur costs for collecting, processing, sharing, and updating. In fact a property under management involves a high number of operators and processes.

Information collection that are carried out without an adequate planning phase and appropriate coordination will result in inefficiencies, waste of efforts and resources.

The synopsis in the back cover of this book aptly describes what this book is all about: “describes the latest methods and tools for the management of information within facility management services and explains how it is possible to collect, organize, and use information over the life cycle of a building in order to optimize the integration of these services and improve the efficiency of processes.”

The book is organized in seven chapters following the information management process within FM services. Chapter 1 traced the development of facility management (FM) market and the related information needs.

Chapter 2 analyses the inventory activities related to FM services. Chapter 3 introduces the concept of building registry and explain the relationship with the inventory process and the information system.

Several international standards are analysed and new information classification frameworks are proposed. More discussions are focused on the information required to implement a building registry and the data sheet structures are also propounded.

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THE PROPERTY MANAGER Chapter 4 discuss the information system for property management focusing on maintenance management. A database structure is proposed for the reporting and management of planned maintenance.

Chapter 5 proposes a ‘command center’ meaning the core structure of a FM service. The center manages the information and perform strategic management functions such as planning, coordination, monitoring of outcomes etc. This Chapter propose some alternative models of the command center and analyse the roles of information management and information system of each models.

Building information modeling (BIM) is finding its way into maintenance management. Hence

Photograph courtesy of Ting Kien Hwa

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Chapter 6 highlights the use of ‘information lifecycle management’ using building information modeling.

Chapter 7 further illustrates the application of BIM using existing BIM-Objects Information Requirements and data standards on information needs of FM processes. The concept is applied into data sheet template that enable information exchange to support FM activities in a BIM environment.

This book will be useful for facility managers in compiling and creating information bases that could be effectively used to enhance building maintenance and facility management.

However one notable weakness of this book is the lack of an index that could allow the reader to find keywords and subjects matters in a quick manner.

MIPFM TECHNICAL CHART NO.1

Inter-floor Leakage

Strata Management (Maintenance and Management) Regulations 2015

Evidence of Dampness, Moisture and Water Penetration s55

Parcel owner to serve Notice to developer, JMB, MC and sub-MC s56(1) or Managing Agent s56(2) Inspection as soon as practicable or within 7 days s57 Matters to be considered in determining cause of leakage s58

Access for inspection and repair after serving 7 days written notice s63(1)

Certificate of Inspection (Form 28) to be issued within 5 days from the date of completion of inspection s59

If leakage is attributed to a parcel, the parcel owner shall rectify the leakage within 7 days of receipt of Form 28 s61(1)

Interior of a parcel, common property or limited common property s55(1) Party wall s65 and s66

(a) Whether the defect occur within the parcel above the affected parcel is common property or limited common property? (b) Any defect in the utility pipes that serve more than one parcel is a defect of the common property or limited common property. (c) Any defect in the utilities that serve only one parcel but situated on or embedded in common property or void space is a defect of that parcel. (d) Whether the defect occur during Defect Liability Period?

If affirmative, • refer to DLP Clause in SPA for defects inside Parcel s60(1) • refer to s60(2) for defects in Common Areas (claim against Common Property Defects Account, s50(4))

Denial for access for inspection and repair is an offence and shall, on conviction, be liable to a fine < RM50,000 or imprisonment < 3 years, or both s63(2) Exception for notice in Emergency and forcible entry may be effected s63(3) Emergency include condition that materially increase the likelihood of flood or danger to life or property s63(4)

If leakage is attributed to Common Areas, the Management shall rectify the leakage within 7 days of date of issue of Form 28 s62

If dispute

If the parcel owner fail to rectify the leakage within 7 days of receipt of Form 28, Management shall rectify the leakage and charge the relevant parcel owner in order to recover the costs s61(2)

If dispute

Dispute to be referred to Commissioner of Building (COB), if any. s64

COB shall determine the cause and party responsible to the leakage s64(1)

If dispute

Management may trigger the SOP to recover the costs as a defaulter case if the parcel owner fail to pay the costs of repair

COB shall appoint a registered architect, engineer, quantity surveyor or building surveyor to assist him. Cost of appointment shall be borne by the party responsible to rectify the leakage s64(2)

All parties shall comply with any decision made by the COB s64(3) If dispute Prepared by: Kuan You Wai & Ting Kien Hwa

If parties involved do not agree to the decision of the COB, file a case in TRIBUNAL

REGISTRATION FORM

Terms & conditions

Payment

PRESS RELEASE

NEW STRATEGIC PARTNERS FORMED BETWEEN RICS AND MIPFM TO PROMOTE CONTINUING EDUCATION IN THE BUILT ENVIRONMENT

SINGAPORE/MALAYSIA – 19 AUGUST 2020 A Memorandum of Understanding (MoU) between Royal Institution of Chartered Surveyors (RICS) and Malaysian Institute of Property and Facility Managers (MIPFM) was signed to signify intention of cooperation and collaboration between both organisations as strategic partners to support the built environment in Malaysia. It was signed by RICS Head of Singapore, Southeast Asia, Marcus Lim, and MIPFM President, Adzman Shah Mohd Ariffin.

The signing ceremony took place at Hilton Petaling Jaya, Malaysia on Wednesday, 19 August, 12.30pm in conjunction with MIPFM’s Annual General Meeting.

The MoU is established to support the continuing education of built environment practitioners and raise the standard of the industry by jointly developing and/or offering relevant seminars/talks in the future. It is the first MoU signed between the 2 highly recognised professional bodies and forms

a new strategic partnership that will bring about unparallel benefits to the built environment.

Marcus Lim said, “This is a significant moment for us as we form a new partnership with MIPFM and pave the path for both organisations to focus on and foster collaboration in mutually beneficial opportunities in Malaysia. The MoU sets the stage for us to facilitate more exchanges and explore possible topics such as property management, facility management, strategic management, retail leasing and tenant management. We are already in talks to develop the joint activities and look forward to the prospect of further developing our partnership in the future.”

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NEW MEMBERSHIP LISTING

ORDINARY MEMBER 2020 NO.

M'SHIP NO.

FULL NAME

1

PFM NO. M1062

SUHAIRI IDZUAN BIN SUHAIMI

2

PFM NO. M1063

3

PFM NO. M1064

MANJIT SINGH S/O NARAJA SINGH TAN KIAH WAH

4

PFM NO. M1065

LIM CHIN HENG

5

PFM NO. M1066

AHMAD SYAZWAN BIN MOHAMAD

6

PFM NO. M1067

MOHAMMAD NUR ILHAM BIN NASRI

7

PFM NO. M1068

LIEW CHEE YOUNG

8

PFM NO. M1069

CHEONG MEE YOKE

9

PFM NO. M1070

TEOH OO SENG

10

PFM NO. M1071

MOHAMMAD NASSER BIN OMAR

11

PFM NO. M1072

TAN YAU LENG

12

PFM NO. M1073

POO CHING LOONG

ASSOCIATE MEMBER 2019 NO.

M'SHIP NO.

FULL NAME

1

PFM NO. A0060

NOREEN BINTI MOHAMAD NOOR

2

PFM No. A0061

OOI KOK CHOON

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THE PROPERTY MANAGER

MIPFM 9TH ANNUAL GENERAL MEETING 1 9 t h Au gu s t 2020 H i l t o n H o t e l , Pe ta ling J a ya , Se la ngo r

Executive Committee of MIPFM for Session 2019 - 2021 From left standing: Sr Matthias Loui Hoong Fei, Sr Hj. Ishak Ismail (Past President), Sr Faiyaz Ahmad bin Maruf, Mohd Razik Mohamed Shakif, Prof. Sr Ts Dr. Ting Kien Hwa (Editor-in-Chief), Sr Faizah Fuad (Past President).

From left sitting: Sr Siew Yee Hoong (Treasurer), Sr Hj Adzman Shah bin Mohd Ariffin (President), Sr Hj Kamarulzaman bin Mat Salleh (Vice President), Sr Nageswaran Muniandy (Secretary General).

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ANNUAL GENERAL MEETING

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THE PROPERTY MANAGER

NIPPON PAINT PARTNERS MIPFM TO SAFEGUARD PROPERTIES AGAINST HUMAN CORONAVIRUS N i p p o n P a i n t p r o v i ded o ve r 600 litre s o f a nti-vira l pa i n t & a n t i - b a c t e r ia l to P ro p erty Ma na ge ment a g e n cies in Ma la ys ia

Sr Adzman Shah Mohd Ariffin, President of Malaysian Institute of Property and Facility Managers (MIPFM) (left) and Mr Matt Wong Say Peng, Senior Sales Manager of Nippon Paint Malaysia (centre) presenting the Nippon Paint VirusGuard to Property Managers at the 9th MIPFM Annual General Meeting.

SELANGOR, 17 AUGUST 2020 Malaysia’s No. 1 total coating solutions provider, Nippon Paint Malaysia (“Nippon Paint”) distributed 600 litre of its latest coating innovation, Nippon Paint VirusGuard, to 42 property management agencies in Malaysia as part of the company’s corporate social responsibility (CSR) efforts in safeguarding the health and wellness of Malaysian frontliners. The initiative was rolled out in partnership with the Malaysian Institute of

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Property and Facility Managers (‘MIPFM’), during its 19th Annual General Meeting.

Launched just last month, the Nippon Paint VirusGuard was tested against the Human Coronavirus, ATCC VR-740, strain 229E by Analytical Lab Group and utilises the Silver Ion Technology which demonstrated a 99.9% reduction in viral titer upon contact of the virus

PRESS RELEASE said Sr Adzman Shah Mohd Ariffin, President of Malaysian Institute of Property and Facility Managers (MIPFM).

on the paint film. The human coronavirus (strain 229E) is the first coronavirus strain identified in the family of viruses, linked to common cold symptoms and respiratory tract infections. In addition to this, the Nippon Paint VirusGuard is also effective in mitigating the growth of viruses and bacteria such as the hand, foot and mouth disease (HFMD), influenza A (H1N1), Escherichia coli and Staphylococcus aureus.

An environmentally-friendly coating solution, the Nippon Paint VirusGuard’s use of the Silver Ion Technology is effective in preventing the spread of viruses and bacteria through a three-step approach: • deactivation of the function of viruses and bacteria • r educing its ability to multiply and reproduce and; • i nhibiting its growth which ultimately causes the death of the bacteria and viruses “The contribution by Nippon Paint Malaysia is tru ly timely, as our property managers and security frontliners have remained resilient, working tirelessly throughout the different phases of the Movement Control Order (MCO). The Nippon Paint VirusGuard will be an added protection to further safeguard their management offices and guardhouses which gradually has high-traffic footfall. We are indeed honoured to collaborate with Nippon Paint Malaysia and are appreciative of their commitment in supporting the property industry”

Since the implementation of the Conditional Movement Control Order (‘CMCO’) and Recovery Movement Control Order (‘RMCO’) on 4 May and 10 June respectively, most businesses and organisations have resumed operations, while adhering to safety precautions and mandatory Standard Operating Procedures (SOPs) as advised by the Malaysian government.

While the number of active cases has reduced, the COVID-19 battle is far from over.

Commercial spaces and even households are required to be sanitised frequently, while maintaining a well-ventilated and good level of indoor wellness. High touch surfaces are areas where there is a high risk of infectious agents including viruses and bacteria. Thus, high touch surfaces will need to be on top priority for frequent sanitisation. According to Centers of Disease Control and Prevention (CDC), high touch surfaces include tables, door knobs, light switches, countertops, handles, desks, phones, keyboards, toilets, faucets, sinks and more. 1 “With the current COVID-19 pandemic still at bay, Nippon Paint recognises the importance of maintaining a safe and healthy environment.

As such, we are certain that the VirusGuard innovation will benefit our partners in the property industry by keeping common areas safe, as we continue to navigate through the new normal. And as wall forms the largest surface within a given space, VirusGuard will be one

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THE PROPERTY MANAGER mitigating factor against viruses and bacteria, while maintaining other important hygiene practices,” said Mr Matt Wong Say Peng, Senior Sales Manager of Nippon Paint Malaysia.

Nippon Paint Group, which is currently Asia’s No. 1 coating manufacturer spanning 15 geographical locations, built on a heritage of over 130 years dating back to 1881 in Japan.

The collaboration with MIPFM is one of Nippon Paint’s efforts and continuous commitment in line with the company’s wellness journey of nearly two decades. Nippon Paint was the first coatings company who introduced Malaysia’s first odourless paint, and have since rolled-out various innovative solutions and partnerships such as the Green Choice Series, Child Wellness Range and Indoor Wellness Range, working closely with strategic partners and national associations to further educate Malaysians on the importance for healthy indoor space.

Established in 1967 as Nippon Paint (Malaysia) Sdn. Bhd., the company has since grown in leaps and bounds, and today, has emerged as a significant regional player within the coatings industry with presence in countries such as Pakistan, the Philippines, Bangladesh, Thailand, and Indonesia.

“As the market leader for over 50 years, we have always kept our finger on the pulse to ensure that we are responding to the market needs.

The Nippon Paint VirusGuard is a testament of our continuous efforts in safeguarding the overall health and wellness of Malaysians. The collaboration with the Malaysian Institute of Property and Facility Managers is one of the many efforts that Nippon Paint has embarked on, to provide support, and further elevate the health and wellness of individuals, businesses and organisations during this unprecedented time”, said Datin Wong Meng Lee, Assistant General Manager of Marketing of Nippon Paint Malaysia.

For more information on VirusGuard, please visit,

the

Nippon

Paint

https://professional.nipponpaint.com.my/virusguard/ keepingeveryonesafe 1 https://www.cdc.gov/coronavirus/2019-ncov/ community/disinfecting-building-facility.html

ABOUT NIPPON PAINT MALAYSIA GROUP The Nippon Paint Malaysia Group (“NPM Group”) is currently Malaysia’s No. 1 Total Coating Solutions provider, enjoying its market leadership position since 2008. The NPM Group is part of the

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The NPM Group places strong emphasis in Research and Development (R&D) activities, which remains a core priority to its success in product innovation. As a global leader in coating technologies with a database of more than 10,000 paint formulations, the NPM Group prides itself in being a Total Coating Solutions provider with a multi-segment portfolio of offerings ranging from Architectural, Automotive, Industrial, Protective to Marine coatings from end-to-end solutions including painting tools and waterproofing solutions.

For more information on Nippon Paint Malaysia: Website: www.professional.nipponpaint.com.my Facebook: www.facebook.com/nipponpaintmalaysia YouTube: www.youtube.com/NipponPaintMalaysia Toll free no: 1-800-88-2663 Issued by Perspective Strategies. For media enquiries, please contact: Tel: 03 - 7491 3138, Fax: 03 - 7733 3138 Charmaine Jeeva, Ms. Email : charmaine.jeeva@perspective.com.my Mobile : +6012 – 610 4802 Kimberly Tan, Ms Email: kimberly.tan@perspective.com.my Mobile : +6012 – 609 5931

PRESS RELEASE

Photograph courtesy of Ting Kien Hwa

INVITATION FOR ARTICLE CONTRIBUTION FOR THE PROPERTY MANAGER The Property Manager is a peer review journal published quarterly online by the Malaysian Institute of Property and Facility Managers (MIPFM). The journal aims at bringing together professionals, practitioners, academicians, researchers and students to impart and share knowledge in the form of practice notes, empirical and theoretical articles and research papers.

It provides a forum for the dissemination of professional knowledge and practices, original research results, new ideas and practical experience of the property managers and facility managers. Industry notes on the advancements and innovation in proptech are very much look forward to by members. The Editorial Board welcome original article contribution to The Property Manager.

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PEER REVIEW PROCESS Manuscripts are subject to review by the Editorial Board and reviewers.

GENERAL GUIDELINES FOR SUBMISSIONS Article submissions should not exceed 12 A4 pages, references). Abstract should be no more than 500 words. Articles in Bahasa Malaysia need to include an abstract in English.

KINDLY EMAIL ARTICLE TO: editor@mipfm.org.my

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Malaysian Institute of Property and Facility Managers (MIPFM) RISM Building, 1st floor, Bangunan Juruukur, 64-66, Jalan 52/4, 46200, Petaling Jaya, Selangor Mobile : +6019-600 8022 Tel : +603-79601261 Email : secretariat@mipfm.org.my Website : www.mipfm.org.my 14

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