2040 facility perspectives low res by Executive Media

The leading resource for facilities management in Australasia

Volume 7 Number 4

December 2013â&#x20AC;&#x201C;February 2013

2013

FM INDUSTRY

AWARDS celebrating excellence

MODERN

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from the CEO

CEO message Welcome to the December edition of Facility Perspectives.

n keeping with an esteemed tradition, this will be the Facility Perspectives issue in which I am delighted to be able to congratulate the FM Industry Awards for Excellence winners, who successfully demonstrated excellence in various categories. From a highly competitive field of applications, the winners were judged to have made a significant contribution to the facilities management industry. A special note of congratulations goes to Sally Odgers from the Commonwealth Bank of Australia, who was awarded Facilities Manager of the Year. This prestigious award has not previously been awarded to a woman. Not only is this a significant demonstration of personal leadership on Sally’s part, but it provides a great opportunity for the FMA to showcase women in the facilities management industry. Building on previous years, the Awards have not missed an opportunity to meet and exceed the expectations of those who have attended previously. A big thanks goes to our sponsors, who are invaluable in making this possible: 33 Brookfield Johnson Controls 33 DTZ 33 GJK Facility Services 33 Jones Lang LaSalle. Details of the Awards can be found further in the magazine. In late October, the FMA hosted another very successful event: the Industry Leaders Forum. Bringing together the top eight corporate leaders in facilities management provided an outstanding opportunity to explore common issues and work through the important development opportunities for the industry moving forward. It is hoped that this will be the first of many similar forums designed to ensure that the Association is able to deliver value not only to individual members, but also to the larger corporate facilities management providers. As outcomes are driven by the forum, information will be disseminated to all members. With the election now behind us, and as the Abbott Government makes its transition into its first term, the FMA continues to seek clarity with regards to the various policies that will impact the facilities management industry. The release of a discussion paper related to the Emission Trading Fund has provided some initial indication of the Fund’s structure; however, the FMA will continue to work with the Department of the Environment to better understand the broader impact. The FMA is continuing its work with ASBEC to represent the most appropriate position of members. In addition, we are also seeking your input into the 2014 budget submission to ensure that

the views of our members are represented. The priorities have continued to focus on skills, industry development and research. We need your feedback by mid-December so we can present a truly representative case to government. Please contact policy@fma.com.au for more information. The call for abstracts for ideaction.2014 has been released. One of the most important aspects of the national conference is providing high-quality case studies and research for those in attendance. The feedback from recent years on content is helping to deliver a stronger and more relevant program for the 2104 conference, which is to be held in Sydney in May. In the meantime, I look forward to working with the conference organising committee and abstract review panel to achieve a high-quality outcome for ideaction.2014. In September this year, Stephen Ballesty represented the Standards Australia Working Group MB-022, and ultimately the Australian facilities management industry, at the International Organization for Standardization – Plenary Meeting for the development of the ISO in facilities management. With contemporaries from 21 countries and eight observer countries, the next round of drafting and decisionmaking regarding the standard was undertaken. The development of the standard is an important step for the industry. Standards Australia facilitates the committee that has responsibility for developing the Australian position, and, as Chairman of that committee, I am always interested in the involvement of anyone who can add value to the process. If you have a level of interest in helping shape the future of the industry, please make contact with the staff at the National Office. As we move closer to the end of the year, the inevitable Christmas rush will soon be upon us and all FMA branches are holding a Christmas celebration. Don’t miss this opportunity to relax and connect with the Association and your industry colleagues. On behalf of the Association, I would like to wish you a safe and restful festive season, and I trust that your year has been both productive and rewarding, as it has been for the FMA. As we move into a new public policy landscape with a new government, the Association will continue to represent the industry and provide information to the sector. Nicholas Burt Chief Executive Officer, FMA Australia

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

Level 6, 313 La Trobe Street Melbourne VIC 3000 Tel: (03) 8641 6666 Fax: (03) 9640 0374 Email: info@fma.com.au Web: www.fma.com.au Published by ABN 30 007 224 204

430 William Street Melbourne VIC 3000 Tel: (03) 9274 4200 Fax: (03) 9329 5295 Email: media@executivemedia.com.au Web: www.executivemedia.com.au Offices also in Adelaide, Brisbane & Sydney Editor: Gemma Peckham Editorial enquiries: Tel: (03) 9274 4200 Email: gemma.peckham@executivemedia.com.au Advertising enquiries: Tel: (03) 9274 4200 Email: media@executivemedia.com.au Layouts: Alma McHugh Editorial contributors: Nicholas Burt, John Casey, Melissa Nastasi, Gemma Peckham, Steve Nibbelink, Michael Brookes, Robin Mellon, GECA, NABERS, Luke Wright, Dr Rosemary Lester, Greer Gehrt, Don Williams. Cover image: Translational Research Institute, Brisbane. Photo: Rory Hyde Stock images sourced from: iStock, ThinkStock and Getty Images.

01 1 CEO Message

It’s awards season for the FM industry, and FMA CEO Nicholas Burt congratulates this year’s winners.

INDUSTRY UPDATE

4 FM Industry News

Learn what’s happening in the world of facilities management as we take a look at the latest stories.

FM SUSTAINABILITY

Refocusing sustainability Sustainability is not just about green. FMA CEO Nicholas Burt discusses the wider reach of sustainability, including health, safety and wellbeing. The editor, publisher, printer and their staff and agents are not responsible for the accuracy or correctness of the text of contributions contained in this publication or for the consequences of any use made of the products, and the information referred to in this publication. The editor, publisher, printer and their staff and agents expressly disclaim all liability of whatsoever nature for any consequences arising from any errors or omissions contained in this publication whether caused to a purchaser of this publication or otherwise. The views expressed in the articles and other material published herein do not necessarily reflect the views of the editor and publisher or their staff or agents. The responsibility for the accuracy of information is that of the individual contributors and neither the publisher or editors can accept responsibility for the accuracy of information which is supplied by others. It is impossible for the publisher and editors to ensure that the advertisements and other material herein comply with the Trade Practices Act 1974 (Cth). Readers should make their own inquiries in making any decisions, and where necessary, seek professional advice.© 2013 Executive Media Pty Ltd. All rights reserved. Reproduction in whole or part, without written permission is strictly prohibited.

FM INDUSTRY AWARDS FOR EXCELLENCE 2013

HEALTH CARE AND MEDICAL FACILITIES

FM Awards Gala celebrates the best in FM An overview of the FM Awards Gala, and the best and brightest of the industry, who scooped the prizes at the event.

WORKPLACE DIVERSITY

Embracing diversity What does diversity mean, and why is it important? Melissa Nastasi from Programmed Facility Management looks at diversity and its impact on the industry.

COMPANY PROFILES

43 SATEC 44 Oztech Intelligent

Services 23 Dulux 25 Total Facilities Expo 35 Hills Health Solutions

Systems Pty Ltd 56 workplace space planning solutions 61 Zip Industries 62 Tork

16 Programmed Property

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

Brisbane’s new health research centre – innovative in design and operations Brisbane’s Translational Research Institute brings together all facets of medical research under one awardwinning roof.

Improving patient safety and hospital efficiency through integrated, intelligent RFID and RTLS solutions Technology is increasingly assisting healthcare workers to balance patient care with safety, sustainability and cost efficiency.

63 Volkswagen

Commercial Vehicles 73 Shred-X Document Destruction 77 The Construction Training Centre

Integrated healthcare security – does it really deliver value? The digital age brings integrated hospital security into the healthcare industry.

GREEN BUILDINGS

Productivity and performance Productivity and a building’s sustainability performance are strongly linked; GBCA’s Robin Mellon points out how to get the best of both worlds.

Perth’s new arena chooses GECA-certified product for its flooring A good environmental choice for sustainable flooring at the Perth Arena.

The NABERS Strategic Plan 2013–18: what it means for you A look at the road map for the NABERS program over the next five years.

Good Cycles Cycling to work is easing congestion, increasing activity and promoting sustainability. One Melbourne business is helping the cause.

WORKPLACE HYGIENE

Food safety is everyone’s business Hygiene in any workplace is important, but it is arguably most vital in food services facilities.

CASE STUDY

Bold new spaces for the National Museum of Australia A brightly-coloured façade and a pentagonal café space are defining features of the National Museum of Australia’s recent structural upgrade

Sir Samuel Griffith Centre A look at Australia’s first teaching and research facility that is powered solely by the sun.

ESSENTIAL SERVICES – DOCUMENT DESTRUCTION

Solving the problem of privacy in the office The only real way to ensure that your information doesn’t get into the wrong hands is by destroying it.

EDUCATION AND TRAINING

Unlocking skills and education for facilities management Facilities management is a fluid profession encompassing many skill sets. We take a look at some of the more important skills for FMs.

SECURITY

Bomb threat – justifying not evacuating When is it acceptable to not evacuate a building?

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

industry update

FM Industry News

FMA partners again with Programmed FM to identify industry trends In 2013, the Facility Management Association of Australia, in partnership with Programmed Facility Management, undertook the first Australian Facility Management Industry Census. This was designed to develop a wide-ranging picture of the trends and advocacy activities affecting the entire FM supply chain, while also creating a baseline for assessing future trends. This year, Programmed FM has agreed to partner again, with a four-year deal that will ensure that we have a better understanding of the industry’s strengths, weaknesses, opportunities and threats. This year, with the assistance of the Facility Management Association of New Zealand, the census will include the FM supply chain in New Zealand within the scope of study. To ensure that the census obtains an accurate and holistic view of the industry, your input is vital. We invite all those involved in the FM supply chain, including purchasers, practitioners, and goods and services suppliers, to participate.

To provide your feedback, please visit our website www.fma.com.au and click on the relevant link.

FMA Australia signs on as sector partner for Green Cities 2014 The FMA has signed on to be a sector partner supporting the Green Cities 2014 Conference and Exhibition, which is to be held on 18–19 March 2014 in Melbourne. Now in its eighth year, Green Cities is an annual conference and exhibition co-hosted by the Green Building Council of Australia and the Property Council of Australia. Each year, Green Cities brings the sustainable development industry together for invigorating dialogue, innovative thinking and inspirational collaboration. Green Cities is the biggest networking opportunity of the calendar year for sustainability professionals, and is the nation’s pre-eminent showcase of leading thinking on sustainability in the built environment.

Earlybird rates are available until 18 December 2013. For more information, visit www.greencities.org.au.

Shrinking offices stifling productivity The average amount of office space per worker globally is shrinking. Specifically, it has declined from 225 square feet in 2010 to 150 square feet in 2013, a new CoreNet Global survey reveals. According to the survey, one driver of this trend may be the increasing focus on collaboration, with 43 per cent of respondents stating that they now have more collaborative space than headdown, private space, where employees can focus. However, one-half of the respondents either agreed, or said they were not sure, that companies in general are over-building collaborative space at the expense of focus work and privacy.

For more information on this survey, visit the CoreNet Global website www.corenetglobal.org.

Voluntary code of conduct developed for solar retail businesses The Australian Competition and Consumer Commission has granted authorisation for five years to the Clean Energy Council Limited (CEC) for a voluntary code of conduct for solar photovoltaic (PV) retail businesses (the Code). ACCC Commissioner Dr Jill Walker said that the retail purchase of PV solar systems is generally a one-off, relatively complicated purchase for consumers, and may involve dealing with several parties. The ACCC released a draft determination in July 2013 proposing to grant authorisation to the CEC for its code for a period of five years.

For more information, visit the ACCC’s website www.accc.gov.au.

continued on page 6

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

industry update

continued from page 4

Changes for the built environment as the Coalition takes majority As a result of the change in government, the Major Cities Unit has been axed. This is seen by industry leaders within the built environment as a step backwards, with the unit no longer providing coordinated policy, planning and infrastructure advice across government, the private sector and the community. The Major Cities Unit was helping to secure economic, environmental and social wellbeing in major cities. Additionally, as campaigned by the current government, the carbon tax is expected to be repealed and replaced with a Direct Action Plan. Details of the Plan are still to be released to the industry, but the FMA will review policy details as they come to hand for sharing with our members.

If you would like to be kept informed regarding this matter, or if you would like to provide comment, please email FMA Australia’s National Policy Coordinator on policy@fma.com.au.

ATO releases updated small business benchmarks At the end of September, the Australian Taxation Office released the Small Business Benchmark with updated data from the 2010–11 financial year. Small business benchmarks are financial ratios developed from information provided to the ATO by businesses on their tax returns and activity statements. You can use the benchmarks to help you compare your performance against that of similar businesses in your industry. The ATO provides information about small business benchmarks, what they are, how they can help your business and how we use them to identify businesses that may be avoiding their tax obligations.

For more details, please visit the ATO website on www.ato.gov.au/Business/GST/In-detail/Riskmanagement-and-compliance/Small-business-benchmarks/ Small-business-benchmarks/.

FMA holds inaugural Industry Forum The FMA held its first industry leaders forum in late October. The aim of the forum was to bring together the industry’s top providers of facilities management services to identify areas of collaboration to improve the industry as a whole. The forum provided an impartial opportunity to discuss issues and ideas that will strengthen the potential of industry development and innovation. The group came to a consensus about the direction for moving forward, and is now exploring a number of different items for further discussion in the new year. FMA CEO Nicholas Burt said it was a great opportunity for the industry, and that FMA was the logical conduit for such a discussion. ‘The level of commitment and enthusiasm shown by the participants speaks to their high level of engagement in helping develop facilities management in Australia.’

ABS Household Energy Consumption Survey results released According to a new report released by the Australian Bureau of Statistics (ABS), the average Australian household spent $39 per week on electricity and gas for their homes, and $60 per week on fuel for vehicles. Unsurprisingly, households in the coldest climate zone, such as the Australian Capital Territory, Tasmania and parts of Victoria and New South Wales, had the highest overall costs, spending $47 per week on energy within their homes. The report also shows that behaviours such as installing energyefficient light bulbs in most light fittings, and using cold water for most clothes washes, were higher among most types of family households than for single-person households.

More details are available in ‘Household Energy Consumption Survey: Summary of Results, Australia, 2012’ (cat. no. 4670.0), which is available for free download from the ABS website at www.abs.gov.au.

RLB’s International Report for third quarter 2013 is now available Prepared by Rider Levett Bucknall, the biannual International Report uses global cost data to chart tender price index movement within and between 41 key urban markets. The report indicates that as at September 2013, New York, Honolulu and London are the three most costly cities, in our global analysis, in which to build.

Please visit the RLB Global website for more details: www.rlb.com.

continued on page 8

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

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industry update

continued from page 6

Abbott Ministry announced

The trade-offs with open-plan offices

The Abbott Ministry has been announced. Ministers include: 33 Ian Macfarlane: Minister for Industry; overseeing industry innovation policy; construction industry; skills and vocational education policy regulation and programs; training, including apprenticeships and training and skills assessment services; energy policy; national energy market energy efficiency. 33 Greg Hunt: Minister for the Environment; overseeing coordination of sustainable communities policy, population policy, urban environment, renewable energy target policy, regulation and coordination, greenhouse emissions and energy consumption reporting, climate change adaptation strategy and coordination, coordination of climate change science activities, greenhouse gas abatement programs, community and household climate action. 33 Warren Truss: Minister for Infrastructure and Regional Development (Deputy Prime Minister); overseeing infrastructure planning and coordination, land transport, delivery of regional and territory-specific services and programs, regional development, matters relating to local government, regional policy and coordination. 33 Eric Abetz: Minister for Employment; overseeing labour market programs for people of working age. 33 Christopher Pyne: Minister for Education; overseeing higher education policy, regulation and programs. Assistant Ministers and Parliamentary Secretaries include: 33 Bob Baldwin: Parliamentary Secretary to the Minister for Industry 33 The Hon. Simon Birmingham: Parliamentary Secretary to the Minister for the Environment 33 Jamie Briggs: Assistant Minister for Infrastructure and Regional Development 33 Luke Hartsuyker: Assistant Minister for Employment 33 Sussan Ley: Assistant Minister for Education 33 Scott Ryan: Parliamentary Secretary to the Minister for Education.

The University of Sydney has found that many occupants in openplan offices felt that they were disruptive to productivity. This stems from a study undertaken by the Centre for the Built Environment at the University of California, which measured indoor environmental quality in office buildings, including factors such as indoor air quality, temperature, lighting, noise, privacy and the amount of space an individual perceives they have (‘Workspace satisfaction: The privacycommunication trade-off in open-plan offices’). In interpreting the data, the University of Sydney researchers validated earlier findings that uncontrollable noise and loss of privacy are the main sources of workplace dissatisfaction in openplan offices.

The full details of the study can be obtained through purchasing the article from the Journal of Environment Psychology, volume 36, December 2013, pages 18–26.

Factsheets focusing on HVAC efficiency released Ten new factsheets developed under the Heating Ventilation and Air Conditioning High Efficiency Systems Strategy (HVAC HESS) have been released by the Department of Industry. The suite of factsheets covers a range of options for improving HVAC efficiency, including ones that explain the need for improvements in HVAC efficiency and its fundamental basics, as well as specific topics such as chiller efficiency, commissioning, and building tuning.

To access the factsheets, visit the Department of Industry’s energy efficiency website: www.ee.ret.gov.au. (The FMA is a member of the HVAC Industry Advisory Committee.)

For a full list of the Ministry, visit the Parliament of Australia website on www.aph.gov.au.

Innovation the key to increased productivity According to figures from the Australian Bureau of Statistics, businesses that pursued innovation (developed or introduced new or significantly improved goods, services, processes or methods) were more than twice as likely to have improved their productivity as those that didn’t. The data released also shows that in the year ended 30 June 2012, 18 per cent of all businesses sought debt or equity finance. Of those businesses seeking debt finance, 88 per cent reported that it had been obtained. Businesses with innovative activity were twice as likely to seek finance as non-innovation-active businesses (24 per cent compared with 12 per cent). Irrespective of whether they were innovating, the most common reason for seeking finance was to maintain the short-term cash flow of the business.

For more information regarding the ABS figures, please visit the website: www.abs.gov.au.

Melbourne: a global leader in sustainability The City of Melbourne has been recognised as a global leader in cultivating green buildings, receiving a prestigious international award. Lord Mayor Robert Doyle was presented with the C40 and Siemens Climate Leadership Award in the category of Energy Efficient Built Environment at a ceremony in London on 4 September. Berlin and New York were also shortlisted for the award.

continued on page 10

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

company profile

Energy savings results secure retail rollout by GPT

ational real estate investment trust, General Property Trust (GPT), has committed to a Chamaeleon LED light rollout across four retail shopping centres in New South Wales and Victoria for late 2013 and early 2014. Standard and emergency models will be installed in back-of-house corridors, plant rooms and fire stairs. GPT National Sustainability Analyst Steve Ford, who championed the retail deal, commented that project approval was the result of a detailed business analysis of the energy savings and alignment with the company’s sustainability goals. The Chamaeleon light has previously been installed in fire stair and car park lighting retrofits in GPT’s commercial office properties at 2 Park Street, Australia Square and 580 George Street Sydney. The energy savings are delivered via the light’s dual circuit design, which operates on a standby level of light (8 watts) when areas are unoccupied, increasing to full light output (30 watts) once a presence is detected via an in-built microwave sensor. According to Enlighten Australia CEO Steve Cahill, the energy savings results of up to 93 per cent, compared with traditional fluorescent lighting, have been the main driver of the company’s strong sales growth. 2013 sales to date represent 24,108 kilowatt hours (KwH) of energy saved per day.

Since its introduction in early 2011, the award-winning Australian designed and patented light has been installed across commercial, industrial and residential strata, community housing, and university and government sectors.

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FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

9 X

industry update

continued from page 8

$7 million green upgrade a 1200 Buildings record

Australia recognised for leadership

The City of Melbourne has signed a $7 million environmental upgrade agreement that will see a landmark Melbourne office tower retrofitted under its 1200 Buildings Program. The agreement between the City of Melbourne, The Australian Environmental Upgrade Fund and the owners of the former Ansett building at 499–501 Swanston Street is the largest to date, and will reduce carbon emissions from the 19-storey building by more than 600 tonnes a year. The $7 million retrofit includes major upgrades to the building’s heating and ventilation systems, and air conditioning and cooling systems, as well as a $2.5 million lift upgrade.

The Global Real Estate Sustainability Benchmark Report 2013 has once again recognised the Australian building sector for its global leadership across a range of sustainability aspects. The report, which seeks to measure the sustainability performance of property companies and funds, identified Australia and New Zealand as top performers. The results in the report showed that the Australia and New Zealand region is the only region to achieve, on average, Green Star status.

ASBEC releases policy position paper on NABERS The Australian Sustainable Built Environment Council (ASBEC) released a policy position paper that consolidated the views of member associations, such as FMA Australia, to further better NABERS. The policy position consolidates ideas that range from technical recommendations for tool improvement, through to raising fundamental questions regarding how NABERS is governed. The policy position paper provides recommendations that are grouped into the following areas: governance, tool development, engagement, customer services, technical improvements, training and accreditation, and metrics and data.

For more information, please visit the ASBEC website: www.asbec.asn.au.

Brookfield Johnson Controls opens flexible workspace office The first Brookfield Johnson Controls office has opened! Bringing together team members from North Ryde and King Street, the move, managed by an in-house project management team, has delivered an exciting, flexible, functional and sustainable showcase space. The 860-square-metre retrofit has been configured using much of the existing built environment. Originally designed for 71 people, the World Square office already accommodates 100-plus thanks to the adoption of flexible work settings, wireless technologies and a clean desk policy. Trials of workplace motion thermal sensor technology will track the use of the new workspaces, and demonstrate to clients how these spaces are used and what really works.

UGL announces DTZ leadership change UGL Limited has announced the appointment of Tod Lickerman as DTZ Global Chief Executive Officer. Mr Lickerman joins DTZ with nearly 30 years’ experience in the property services industry, having spent the majority of his career with Jones Lang LaSalle Incorporated. Most recently, Mr Lickerman served as Chief Executive Officer of Corporate Solutions Americas, and was responsible for the leadership of the comprehensive corporate services integrated platform providing portfolio strategy, workplace consulting, transaction services, project and development services, facilities management and mobile engineering services.

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

For more details, visit www.gresb.com.

NABERS Strategic Plan 2013–18 NABERS has released its first five-year strategic plan. This plan has been developed in collaboration with industry and government to establish a clear and focused roadmap for the NABERS program moving forward. The plan outlines the overall vision and core values of NABERS, and sets out five broad objectives to be achieved: environmental benefit, engagement, service delivery, innovation and accountability. Each objective has a focus on clear actions that ensure all participants can work together towards the agreed outcomes. NABERS actively invites interested parties to participate and be involved in the delivery of each objective.

For more details, visit www.nabers.gov.au.

Barwon Water selects Programmed FM as preferred tenderer As part of an Efficiency and Effectiveness review, Barwon Water has selected Programmed Facility Management as the preferred tenderer in outsourcing its civil maintenance, electrical and mechanical maintenance, land management and stores services. Barwon Water Managing Director Joe Adamski said the proposal would deliver cost savings over the long term through progressive efficiency improvements while retaining employment for a significant number of employees, with most expected to be transferred to Programmed. Programmed Chief Strategy and Marketing Officer Steve Taylor said, ‘Success has come through the alignment of our strategic direction to become a key player in the water industry. I am pleased the client recognised the value we have been delivering in support of water infrastructure and to be able to deliver this expertise to Barwon Water.’ The first stage Efficiency and Effectiveness review, which commenced in December 2011, has already resulted in savings of $10 million per year.

If you have industry news that you would like to share in the next edition of Facility Perspectives, please email your item to the FMA National Policy Coordinator at policy@fma.com.au.

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FM sustainability

Refocusing sustainability

With a new government in place and a more settled commercial environment nationally, the Facility Management Association of Australia now has the opportunity to widen the focus of sustainability and include social impacts, such as health, safety and wellbeing. FMA Chief Executive Officer, Nicholas Burt, has signalled the need for the industry to work proactively with government to strengthen the focus on this important aspect.

ost years, the facilities management industry faces challenges and uncertainties, but this year it included the unprecedented early election announcement. At the time, Prime Minister Julia Gillard said, ‘Announcing the election date now enables individuals and businesses, investors and consumers to plan their year’, but without certainty of outcome, the extended timeframe effectively put the brakes on many projects. Increasingly, the focus of sustainability has been on environmental impacts such as energy efficiency and carbon management, while the social aspects – those that protect and improve the health, safety and wellbeing of workers, visitors and residents – have not shared the spotlight. With the election behind us and a new government in place, there is cautious optimism and revitalised activity. For the FMA, this has included raising awareness at an industry and government level of the need to create a more holistic approach to operational FM, and provide a balance in addressing environmental and social issues. This need was highlighted by the recent Safe Work Australia’s 2013 ‘Key Work Health and Safety Statistics’, which has shown that, when it comes to health and safety, little has changed from year to year, and that this area could, in fact, be worsening.

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

... a wide array of regulations and standards apply to the management, maintenance and operation of buildings to ensure, among other things, the health and safety of occupants

FM sustainability

In 2009–10, there were 131,170 workers’ compensation claims for serious work-related injuries or illnesses, equating to an incidence rate of 13 serious claims per 1000 employees. Preliminary data for 2010–11 show that there were 127,330 serious workers’ compensation claims. Although this equates to 12.2 serious claims per 1000 employees, the actual final number of accepted claims for that year is likely to be around two per cent higher. One shocking statistic that is often downplayed is workplacerelated deaths. In 2010–11, 220 workers, or 1.93 per 100,000, died due to an injury incurred at work. An important aspect of the FM professional’s role is compliance and risk management. As such, a wide array of regulations and standards apply to the management, maintenance and operation of buildings to ensure, among other things, the health and safety of occupants. Earlier this year, the FMA, in conjunction with Programmed FM, undertook an industry-wide census. Stakeholders in the facilities management supply chain, from service procurers and facilities management practitioners, through to FM goods and services suppliers, were asked to identify areas of priority.

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FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

FM sustainability

One significant outcome was that health and safety enhancement was not seen as a top-three priority for 2012, but respondents did see it as a top-three priority moving forward over the next three years. It is pleasing that the census indicated a growing awareness around the importance of risk and safety issues, but this now needs to be prioritised. Aside from the human cost of workplace injury, there are also economic costs, as demonstrated by the Safe Work Australia 2013 ‘Key Work Health and Safety Statistics’: A typical serious workers’ compensation claim involves four weeks absence from work. One-quarter of serious claims required 12 or more weeks off work. Work-related injury and illness were estimated to cost $60.6 billion in the 2008–09 financial year, representing 4.8 per cent of GDP. The cost estimate includes direct costs (payment of wages and medical costs) and indirect costs (lost productivity, loss of future earnings and social welfare payments). The FMA has increasingly been working with both industry and government to broaden the focus of sustainability, so as to capture

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

the benefits of addressing both environmental and social impacts. This has also involved encouraging engagement with developers and architects at the design stage to ensure that FMs can deliver real benefits in the long term through environmental design, and design that enhances safety and wellbeing. An important part of the equation is education and ongoing professional development to ensure that FMs are kept up to date with the latest standards and regulations in risk management. In 2013, the FMA ran a series of workshops on the newly completed 2012 fire standard, AS1851. Although the standard had been issued earlier in the year, there was little understanding of what it meant, who was responsible for what, and how it should be applied. Consequently, the response to the FMA workshops was overwhelming, and clearly highlighted a wider issue facing the industry. The FMA has also been a great advocate in providing training to assist in the promotion and compliance of standards and regulations. Working closely with Standards Australia and the International Organization for Standardization, the Association has

FM sustainability

actively contributed to the development of standards that improve the quality of services in facilities management, particularly in the areas of health, safety and wellbeing. Some of these include: 33 Maintenance of Fire Protection Equipment 33 Ventilation and Air Conditioning 33 Industrial Height Safety Equipment. Moving forward, the FMA believes that it has a vital role to play with Safe Work Australia to increase the awareness of the FM’s role and responsibility in managing safe and healthy buildings. Some of the actions that have been identified include: 33 industry participation in the review and development of standards and regulations 33 providing joint training and education opportunities 33 developing guidance material, such as the FMA’s Good Practice Guides. Despite our progress, there are still some gaps that require the collaboration of government and industry to address. To date, government and industry research on Australia’s built environment has predominantly focused on design and construction, resulting in

a culture in which decision-making in facilities management is based more on assumptions than on evidence-based research. As facilities management has an important role to play in the performance of Australia’s existing building stock, and the majority of the current built environment – particularly our office stock – is more than 10 years old, further research in the field of facilities management would go a long way towards improving the productivity, safety and sustainability of our built environment. To improve the current gap in industry research relating to facilities management, the FMA is seeking further support from the current government to fund research in important areas such as health, safety, wellbeing and productivity.

Nicholas Burt is Chief Executive Officer of the Facility Management Association of Australia, the peak industry body for facilities management. For more information, visit www.fma.com.au or email ea@fma.com.au

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FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

company profile

Coordinated grounds maintenance

ver a decade ago, Novotel Twin Waters Resort moved away from internally managing the maintenance of their property to outsourcing the provision of painting and grounds management. This operational shift was driven in a bid to reduce costs, as well as risks associated with such things as access difficulties and health and safety. It also allowed the Resort’s management to focus more on their core business while ensuring specialists were looking after certain maintenance aspects. 2008 saw the Resort undergo a major face lift where Programmed Property Services was contracted to carry out a full external repaint and sectional internal painting. Furthermore, Programmed took over the provision of long-term maintenance painting. Carried out on a quarterly basis, the painting work involves washing the exterior walls and repainting certain areas (both internally and externally) as required. The Resort’s expansive grounds are cared for by Programmed grounds staff. Areas such as the property’s eight lagoon beaches, nine-hole mini putt course, high-profile lawn area that hosts weddings, an internal road network, and so forth, are all looked after by a full-time grounds crew based on site. Simon Brown, General Manager of Twin Waters, is impressed with the standard of service received so far: ‘Novotel Twin Waters Resort, located on the Sunshine Coast in south-east Queensland, has used the grounds services of Programmed Property Services for the past 18 months. We have found the technical skill level of our landscape team to be of a very high quality, and the 14 hectares of grounds exhibit a significant improvement in presentation since the contract commencement. Equally important when considering

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FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

an outsourced solution is the relationship that is created within the host property; on this front, we have been delighted with the level of communication and flexibility that the team has exhibited throughout the work environment. The outsource solution has provided a highly efficient, professional and cost-effective model for the Resort.’ As well as providing standard painting and grounds maintenance, Twin Waters and Programmed staff work closely with each other to develop and improve initiatives, and are actively involved in safety enhancements to benefit all employees and hotel guests. One such initiative is the creation of a nursery at the resort to utilise its mature garden and create plants entirely from plant slips or cuttings. Such a move not only promotes sustainability, but also achieves significant cost savings for the Resort. Novotel Twin Waters Resort and Programmed Property Services will continue to work together to ensure the Resort will stay looking its best for guests and staff alike.

Property Maintenance Specialists • Painting Services - Painting Programmes - Commercial Painting - Specialised Coatings

• Grounds Services - Grounds Maintenance - Landscaping and Design - Sports Turf Construction

• Signage - Brand Implementation - Retail Fitout - National Project Management

• Electrical and Communications - Electrical Installations - Communications and Data - Electro-Technology

1800 620 911 programmed.com.au marketing@programmed.com.au

FM Industry Awards for Excellence 2013

FM Awards Gala celebrates the best in FM Facilities management professionals from across the country came together at the Melbourne Grand Hyatt on Thursday 21 November to celebrate the success of fellow FMs who have achieved some outstanding results over the past year.

he FM Industry Awards for Excellence is a highlight on the FM calendar, recognising individual achievement while highlighting the industry as a whole and the many organisations and teams who work hard to achieve great outcomes every day. With amazing entertainment that included Kate Ceberano, Award guests also enjoyed meeting and catching up with other FMs while many found their dancing feet and celebrated in real style.

rds Awa : y r t s s Indu winner M F e 2013 cellenc The Ex

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Facilities Manager of the Year

Winner – Sally Odgers (Commonwealth Bank of Australia) Sally coordinates the operational management of the Group’s Retail tenancies within Queensland, and is pivotal in providing safe and productive workplaces for the Group, particularly during a flood crisis. Sally initiated and delivered Process Excellence projects, improving productivity and visibility of the overall FM function. Cost-saving initiatives and diligent contract management have resulted in cost savings and improved services. Sally is engaged in sustainability initiatives to improve asset lifecycle efficiencies and achieve carbon emissions targets. Finalists: 33 Gary Traynor, Jones Lang LaSalle 33 Rod Martin, CBRE

Young Achiever of the Year

Winner – Troy Chaplin (Commonwealth Bank of Australia) PROUDLY SUPPORTED BY

Troy manages full facilities and property management functions for a designated retail portfolio of the Group’s Commonwealth Bank and Bankwest properties. He has been recognised through feedback from his customers, peers and senior management, culminating in organisation and workplace excellence, internal reward and recognition awards. Troy has also achieved exposure across the wider business through promotional outbound communications from a group executive level, displaying extraordinary service provided in the way of innovative solutions and efficiencies in his delivery of facilities management. Finalists: 33 Bryce Green, Brookfield Johnson Controls 33 Mark Evans, Westfield 33 Roger Waalder, Port of Brisbane

Consultant of the Year

Contribution to Energy Efficiency

The JLL (Telstra Account) Procurement Team works with the client to develop and deliver innovative procurement solutions for the facilities management ($30 million) and energy spend ($200-plus million). Over the last 12 months, this team has developed a leading-edge facilities management service delivery model for trade services (consolidated 150-plus vendors to two), and tendered key service packages (including cleaning and a portfolio-wide energy contract), all of which will result in savings of circa $14 million per annum.

Mirvac has made a considerable contribution to energy efficiency, with outstanding reductions in energy intensity and improvements in NABERS Energy ratings across the Mirvac portfolio. The results have been achieved with a focus on operational efficiency and prudent capital expenditure. Finalists: 33 DTZ/Australia Post 33 Commonwealth Bank of Australia

Winner – Jones Lang LaSalle (Telstra Account)

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

Winner – Mirvac Group

FM Industry Awards for Excellence 2013

Impact on Organisation and Workplace

Winner – Programmed: Road to Zero Harm PROUDLY SUPPORTED BY

The Programmed Road to Zero Harm project has seen considerable reductions in its Lost Time Injury Frequency Rate, moving towards a rate considered world-class. In recognising that business effectiveness and efficiency can be dramatically enhanced through reducing unplanned events in the workplace, Zero Harm has become part of the Programmed difference and its DNA, touching on the company’s 10,000 employees and customers.

In-House Client Team of the Year

Winner – Insurance Australia Group: Branch Look & Feel Project Team PROUDLY SUPPORTED BY

Led by the in-house Property and Facilities Management team, the Look & Feel Project Delivery Team is a collaboration of members from across the Insurance Australia Group, and is focused on challenging the status quo of branch operations, design and construction. Its success in delivering functional and high-performance fit-outs and business operations demonstrates the benefits that an in-house property team can deliver as an ‘enabler’ for business. Finalists: 33 Origin Energy 33 Industry Innovation

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FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

FM Industry Awards for Excellence 2013

o rds f a w ry A dust inners: n I w FM 013 ellence 2 e Th Exc

Industry Innovation

Winner – City of Melbourne: Smart Blocks Smart Blocks is a new national program helping apartment owners and their professional managers to improve the energy efficiency of apartment buildings. It’s a great example of government funding being a catalyst for bringing together stakeholders and expertise from across the community – industry, government at all levels, academia and the consumers themselves – to produce something truly innovative. Finalists: 33 Aconex 33 Foxbuddy

Service Provider of the Year

Winner – CBRE Australia CBRE has been in partnership with DEXUS for five years, providing facilities management services over a portfolio of 150 office and industrial properties. This year, CBRE has provided an innovative FM model called FM Plus, which has delivered significant benefits to the client. The future of FM is ensuring alignment to business strategy, focus on the customer, and innovation. CBRE believes FM Plus is the way forward for clients seeking to optimise their portfolio performance. Finalists: 33 Five D Holdings (Highly Commended) 33 Jones Lang LaSalle

Corporate Charity Partner

Sustainability and Environmental Impact

Winner – Jones Lang LaSalle: WorkSmart@420 George PROUDLY SUPPORTED BY

Jones Lang LaSalle’s office in Sydney – WorkSmart@420 George – is one of only 11 tenancies in the world to achieve a 6 Star Green Star Office Interiors rating. Over the life of the 10-year lease, Jones Lang LaSalle will save three million kilowatt hours, which equates to $394,541 in operational cost savings, 2641 tonnes of carbon, and the energy consumption equivalent of 411 homes in New South Wales. It has also delivered productivity improvements, with 71 per cent of all Jones Lang LaSalle staff stating that they felt more productive in the new work environment. Finalists: 33 Brookfield Johnson Controls 33 Programmed

Images of the 2013 FM Industry Awards for Excellence can be viewed on the official FMA Flickr site: www.flickr.com/photos/fmaaustralia/sets

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workplace diversity

Embracing diversity BY MELISSA NASTASI, PROGRAMMED FACILITY MANAGEMENT Excellence through diversity is one of the upcoming business goals for many, although the term diversity often raises disagreement and misunderstanding. What does diversity mean? Why should you focus on it? In today’s workplace, diversity can hold the key to fostering new ways of thinking, reaching out to a wider range of customers, and growing businesses and organisations. The current workforce and working patterns are gradually changing. Our working population is getting older, and has increased numbers of women and people from different cultural and ethnic backgrounds now entering the workforce.

t’s important to understand how these dimensions affect the performance, motivation, success and interactions with others in the workplace; valuing diversity is becoming increasingly important for all businesses and organisations.

Good management will not necessarily help you or your team work effectively with a diverse workforce; it’s difficult to see what part diversity plays in any defined area of management continued on page 24

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company profile

Turning up the heat on cool roofs

dentifying the cooling energy savings delivered by a cool roof has often frustrated facilities managers’ attempts to pursue this promising technology. Clearly no two buildings are exactly alike, and seasonal variations, coupled with changes in occupancy and building use, make it difficult to compare performance from one year to the next. Dulux set out to solve this problem for their Cool Roof Commercial product with the help of the University of Melbourne’s Faculty of Architecture, Building and Planning, focusing on a study of a customer’s retail warehouse in Far North Queensland. Faculty Lecturer Chris Jensen said, ‘The results show that the Dulux Cool Roof coating is reducing HVAC cooling energy by 20 per cent. This was determined by first calibrating the modelled Cool Roof HVAC energy with measured total HVAC energy use, and then using the model to test the difference between energy use with and without the Cool Roof coating applied.’

Business Manager Acratex Roof Coatings, Simon Vandestadt, said, ‘This result is very encouraging and could translate to a payback of around five years in similar buildings in warm climates, where cooling energy exceeds 100 megawatt hours per annum.’ Contact Simon on simon.vandestadt@dulux.com.au or call 0478 409 470 for more information.

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workplace diversity

continued from page 22

Managing diversity means acknowledging people’s differences, and recognising those differences as valuable. This enhances good management practices by preventing discrimination and promoting inclusiveness. Good management will not necessarily help you or your team to work effectively with a diverse workforce; it’s difficult to see what part diversity plays in any defined area of management. As a facilities manager, promoting workplace diversity is ensuring that all staff are treated equally without consideration for age, race, culture, physical ability, appearance, education or religious background. Managing diversity is defined as ‘planning and implementing organisational systems and practices to manage people so that the potential advantages of diversity are maximised while its potential disadvantages are minimised,’ according to Taylor Cox in ‘Cultural Diversity in Organizations’. Most people believe in the golden rule: Treat others as you wish to be treated. The implied statement is that how you want to be treated is how others want to be treated. During your day-to-day operations as a manager, it is important to ensure that your team applies the below principles to your workplace: 33 treat each other with respect 33 make decisions genuinely based on equity and fairness 33 value the diversity of people 33 take the appropriate action to eliminate discrimination. With effective management and encouragement of diversity in the workplace, this helps develop a reputation as an employer of choice for any businesses and organisations. This allows businesses and organisations to have the ability to attract the best talent from the labour pool; this saves time and money in recruitment and turnover costs for all businesses. Employers and organisations are recognising the need and importance of investing in diversity as part of their overall talent management processes, and practices that will increasingly continue to challenge their organisations to make the connection between those principles and their corporate performance. The best starting point for any employer and organisation is to develop good equality and diversity policies, backed up by a committed plan of action. Among the many advantages of diversity in the workplace are: 33 increased productivity 33 increased creativity and problem-solving 33 synergy in teams and enhanced communication skills that bring in new attitudes and processes that profit the whole team. An organisation with a diverse range of employees is wellplaced to understand the needs of a wide range of clients, and can

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

The benefits to all employers and organisations in having a diverse workplace where individual differences are valued are many, and all employees have the opportunity to realise their potential and contribute to the success of the business or organisation interact with a broad client base. Not only that, but it is also in a good position to recruit and retain staff in an increasingly diverse and competitive labour market. Embedding diversity throughout any business or organisation means that talent can be properly recognised and nurtured – wherever it may be. The benefits to all employers and organisations in having a diverse workplace where individual differences are valued are many, and all employees have the opportunity to realise their potential and contribute to the success of the business or organisation. Businesses and organisations can’t thrive and grow if everyone in the team thinks and behaves in the same way. By having a diverse workplace, this enables employers and organisations to attract and retain talented people, create more innovative solutions, foster stronger problem-solving capability, and be more flexible and responsive to customer needs. The continued understanding and communication with local diverse community groups is important to assist to monitor service levels, and in making improvements within your business and organisations where required.

company profile

Australia’s largest facilities expo sets sail for Melbourne!

otal Facilities Expo, the largest exhibition for facilities professionals in the Southern Hemisphere, will land in Melbourne for the first time on 4–5 March 2014. After attracting thousands of FM professionals to the Sydney event over the past few years, the organisers have decided that the large Victorian FM community warranted a visit from the show. To be held at the Melbourne Convention and Exhibition Centre, Total Facilities Expo brings FM professionals face-to-face with hundreds of innovative product, technology and solution providers. Event Director Matthew Shelton said, ‘Facilities professionals are coming to Total Facilities Expo with their challenges and current projects to source time- and cost-saving solutions.’ Launched in Sydney and featuring in Melbourne is the popular High Performance Buildings Pavilion, packed full of companies dedicated to optimising efficiency in the areas of energy, waste and water. Shelton added, ‘Total Facilities is more than just a trade show – we have some of the greatest minds in facilities management both locally and internationally presenting seminars across the two days. It’s a rare opportunity for FMs to pose some of their daily challenges to their peers.’

The Total Facilities Expo is being held on 4–5 March 2014 at the Melbourne Convention and Exhibition Centre. The event is FREE to attend for members of the FM industry who pre-register online at www.TotalFacilities.com.au

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FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

health care and medical facilities

Brisbane’s new health research centre – innovative in design and operations Pharmaceutical science, research and production are paramount to the advancement of medical discovery and the efficiency of Australia’s healthcare system, and the facilities within which this science is carried out can be instrumental in the discovery and development process.

he new Translational Research Institute (TRI) in Brisbane, which was officially opened in October 2013, is one of the first buildings to combine four health research facilities together with the aim of converting biomedical research into better patient outcomes. Biopharmaceuticals are traditionally discovered, produced, tested and manufactured in disparate locations, creating a divide between the personnel involved in each stage of the process. In a groundbreaking move, four leading research institutes – the University of Queensland Diamantina Institute, The Queensland University of Technology’s Institute of Health and Biomedical Innovation, Mater Research and the Princess Alexandra Hospital’s Centres for Health Research – formed a joint venture to establish what is one of only a few facilities in the world to combine pharmaceutical research, trials and manufacture in the same space. The facility is located on campus at the Princess Alexandra Hospital in Woolloongabba, Brisbane. Seven storeys make up this pioneering, 32,000-square-metre facility. On the entry level, there is a reception area, offices, auditorium space, a coffee shop and a sizeable gathering area, teaching spaces for up to 300 students in well-appointed labs, and a student lounge. Above that sit four floors of laboratory research, as well as facilities for research support, administration and teaching. A clinical trial facility is located across two floors in a wing of the Princess Alexandra Hospital, and adjacent to the main building is a biopharmaceutical

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

health care and medical facilities

manufacturing facility, which will house the first major mammalian biopharmaceutical production facility in Australia. TRI Queensland was the vision of 2006 Australian of the Year, Professor Ian Frazer IC, a world-renowned scientist and co-inventor of the cervical cancer vaccine; and Professor Derek Hart, former director of the Mater Medical Research Institute.

Seven storeys make up this pioneering, 32,000-squaremetre facility. On the entry level, there is a reception area, offices, auditorium space, a coffee shop and a sizeable gathering area, teaching spaces for up to 300 students in well-appointed labs, and a student lounge Professor Frazer says of the TRI, ‘It was agreed that it should be a joint exercise between a number of research organisations and universities, research institutes and the hospitals. That was kind of exciting and different, because really what we were trying to do was to merge research institutes intellectually together.’ Testimonials from staff and important stakeholders involved with the facility have been overwhelmingly positive since its operations began, though the project was not an easy sell at the outset. There was scepticism as to whether combining research facilities would be successful, and then there was the issue of funding. Initially, grants to help fund the $354 million research facility came from the Australian and Queensland Governments, but it was the largest ever non-government donation to a single medical institute that really helped bring the dream to fruition. Charles ‘Chuck’ Feeney, founder of the Atlantic Philanthropies (and also known as ‘The Billionaire Who Wasn’t’ due to his desire to give away his wealth), has made his name donating funds to health care, education and

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health care and medical facilities

The synergistic collaboration between these professionals will create an environment in which the time from lab discovery to market will be shorter, and support better community health through new treatments and pharmaceuticals.

science. Having been interested in Frazer and Hart’s movements in medical research for many years, Feeney was excited by the TRI Queensland vision, and in 2009 he put up $50 million to assist with the funding. Frazer says of the donation, ‘The incredibly generous gift by the Atlantic Philanthropies will enable several research groups to work together to prevent and control major health problems in Australia and in our region, including infectious disease, cancer and diabetes.’ More than 650 researchers will work at the institute, collaborating on research, trials and development of pharmaceutical solutions to major illnesses. The collective expertise of the medical professionals installed at the Institute covers both common and serious diseases, including cancers, diabetes, inflammatory diseases, HIV, malaria, bone and joint diseases, obesity and children’s health. The synergistic collaboration between these professionals will create an environment in which the time from lab discovery to market will be shorter, and which will support better community health through new treatments and pharmaceuticals. One of the most critical elements of the research that occurs at TRI is that it is unfettered by the types of restraints that government research facilities can impose upon scientists. Detail of coloured glass sunshade

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health care and medical facilities

Entry staircase

‘One of the most important things about research is actually creativity,’ says Professor Josephine Forbes, Senior Research Fellow at Mater Research. ‘You really need to be able to look outside the box. If you look at all the historical things that have really changed medicine, they’ve actually been [discovered by] someone that’s thought outside the box.’ This philosophy is echoed by Professor Ranjeny Thomas, Head of the Immunology Programme at TRI, who says of the new facility,

‘You can be untied in your research. You can really go for the blue sky, and you can visualise what you’d like to find and go for it without having the pressure of a commercial milestone.’ In large part, it is the space at TRI that facilitates openness of intellectual flow and creative innovation. The design of the building is innovative in itself, and it has well and truly shed the typical aesthetically clinical shroud that can hang over research institutions.

The coloured glass shade screen really is that arresting vivid purple

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health care and medical facilities

In June 2013, the TRI building, designed by architects BVN Donovan Hill and Wilson Architects, was awarded the top prize at the Queensland Architecture Awards – the FDG Stanley Award

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

for Public Architecture – as well as the GHM Addison Award for interior architecture. Dr David Watson, Independent Chair at TRI, reflects on the moment he first saw the design for the facility. ‘I can still remember when Tim Hill and the team came in to make the presentation on this, and they captured exactly what we were after; I think they really blew us away. The design here is so innovative, it’s just going to encourage people to want to come to work and actually participate in scientific development.’ The facility was built on high ground, on the site of an old helipad and Vision Australia building in the south-west region of the hospital grounds. Though it has less square footage than the hospital itself, TRI, with its seven storeys and protective façade, stands out in the neighbourhood. The building itself is certainly a standout on the Brisbane landscape, with a gleaming façade that changes from orange to red, to purple and blue, depending on the weather and light. The exterior of the facility comprises many materials, including recycled bricks from the demolished Vision Australia building, terracotta tiles and copper sheeting, all of which add to its umber colouring. Façades incorporate white sunshade panels screening the red wall plane, and green glass that reflects the natural environment. Much like the façade of Federation Square in Melbourne, the colours subtly reflect the building’s surroundings. The entry level and lower ground level are both integrated with the terracotta base of the building, which also provides texture, pattern and shape in the walls and floors of the indoor/outdoor areas. Coming into the facility, visitors will first encounter the atrium – a piazza opening onto a lovely outdoor space that smooths the edges of what can be a chaotic environment inside the building. The atrium is never closed, either to staff or the public, and it is a place of respite, furnished with water, trees, air, sunlight, and views to the sky. The enormous, light-filled atrium is, as one employee notes, ‘like a jungle in the middle of the institute’. ‘On arrival, I think there is almost a sense of joy. You arrive in a garden, rather than into a hallway,’ says Michael Keniger, Former TRI Board Member and past Queensland Government architect.

health care and medical facilities

The atrium also fosters a sense of all areas of the building being connected, as it ties the multiple levels together. Architects Donovan Hill say of the space, ‘Visibility from upper and lower levels and across to partner labs reinforces awareness of the presence of the whole community – its staff, visitors and the public – and of occasions such as conferences and celebrations.’ This ‘recognition of the collective endeavour’, as Donovan Hill put it, is carried through into the heart of the building. The laboratory areas were always the main design consideration, and spaces were tested to optimise laboratory relations and productivity. Also important is the transmission of information between the various areas of research and science housed within the building. There are pleasant dining areas, lounges, plenty of natural light to illuminate the deep floor pans, and outdoor areas for meeting in the atrium. ‘You can meet with people with totally different perspectives on things, those meetings trigger off new ideas, and it’s new ideas that really make the breakthroughs in research happen,’ says Professor Frazer. Aideen McInerney-Leo, Genetic Counsellor at TRI, is excited about the opportunity to share knowledge with colleagues – even in the most unlikely of places. ‘We have all this expertise in the building, and it’s amazing what you can learn in the elevator at TRI,’ she says. Teams can feel the excitement of new discoveries or successful investigations emanating from neighbouring modules, which is a powerful motivator to inspire and reinvigorate staff. With more opportunities for positive momentum to be distributed around the building, there is less chance of inertia or discouragement; more chance of the impetus carrying research through to its outcomes quickly. A video on Donovan Hill’s website demonstrates the inspiration that the space gives to workers; anonymous comments praising the site narrate scrolling shots of the building on screen. ‘In the summer, it was an oasis. It was clearly five degrees cooler than Brisbane was outside,’ says one voice. ‘The trees and the birds and everything here… I find it quite relaxing’, says another, followed by, ‘It’s a very different work environment. The innovation of the place is what I like. I think that inspires my work; there’s a spring in my step – it permeates my day.’

Fiona Simpson, UQDI researcher, reiterates the sentiments of the voices in the video. ‘It’s really made a huge difference; we like coming to work!’ There is a palpable positive buzz around the Translational Research Institute; one that might be put down to the energetic hum of hundreds of Australia’s brightest researchers performing their jobs in unison. ‘TRI will certainly provide the environment where unexpected things can happen,’ says Professor Frazer. ‘Bringing together people from so many disciplines – biological sciences, mathematicians, engineers, all in the one place, along with the clinicians, that will certainly ensure that the best and brightest people will produce the best and brightest ideas.’ ALL IMAGES: RORY HYDE

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health care and medical facilities

Improving patient safety and hospital efficiency through integrated, intelligent RFID and RTLS solutions

BY STEVE NIBBELINK, GLOBAL DIRECTOR, HEALTHCARE SECURITY AND RTLS SOLUTIONS, SCHNEIDER ELECTRIC AND GLEN SCOTT, NATIONAL HEALTHCARE MANAGER, SCHNEIDER ELECTRIC Today’s healthcare facilities are challenged with caring for an increasing number of patients while still trying to improve safety, enhance the quality of care, reduce financial waste, and foster patient satisfaction. As a result, medical professionals find themselves relying more and more on new technologies to help address the gap between the limited hours in the day and the workload that needs to be addressed.

ith patient safety being an integral consideration in any healthcare facility, healthcare building operations professionals are continually searching for new ways to ensure patient satisfaction and total hospital security. Implementing intelligent technologies, such as radio frequency identification (RFID) and real-time location systems (RTLS), can help facilities attain their larger goals of a safe and secure environment for patients, staff, and visitors, offering both peace of mind and reduced risk. But healthcare facilities are only just beginning to utilise RFID and RTLS to secure their campuses. Beyond the typical applications to improve patient and staff safety, these technologies can be integrated with other healthcare applications to improve visitor management, optimise use of assets and equipment, protect against theft, and provide real-time data to improve operational efficiency and staff productivity.

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By helping security personnel and nurses identify, locate, track and monitor their patients, they can keep a watchful eye on everyone at once Using RFID and RTLS to protect patients Today, RFID and RTLS technologies are commonly used to ensure the safety of a hospital’s most vulnerable patients, such as infants, the elderly, and those with mental illness. By helping security personnel and nurses identify, locate, track and monitor their patients, they can keep a watchful eye on everyone at once. Other typical RFID and RTLS applications in the healthcare setting integrate with access control, emergency response, infant protection, patient management, and enhanced video surveillance. A typical return on investment for RFID and RTLS projects is estimated at one year or less. When integrated with a healthcare facility’s security, energy, building, and power solutions, RFID and RTLS become valuable assets to the hospital.

health care and medical facilities

Extending the benefits into operations and finance

Improved asset and equipment visibility leads to improved utilisation and often results in an ROI of less than a year, especially with RTLS technology When deployed successfully, the application of RFID and RTLS technologies can help healthcare organisations to meet their many goals by improving patient and staff safety, enhancing quality of care, reducing financial waste, and promoting greater patient satisfaction. For instance, an RFID or RTLS solution can be used to prevent patient elopement (for example, a patient who might wander off unnoticed) through integration with access control, video surveillance, and building technology. Not only are patients and staff safer, but in many cases, facilities are also realising lower insurance costs.

Healthcare organisations can also use RFID and RTLS solutions to streamline operations and improve the quality of patient care by reducing time and costs spent in locating assets, equipment, patients, and staff. For example, a patient who arrives at the hospital for an outpatient procedure receives a patient identification tag. When he or she enters the surgical pre-operative area, medical devices (or assets) in the patient’s room are aligned with his or her patient number so that an accurate assessment of available and needed technology can quickly be made. In addition, charges for the use and application of equipment or medical supplies can be applied to the patient’s chart and billing, if required. Hospitals can also use RFID and RTLS applications to track and monitor those same assets and equipment for utilisation, inventory management, loss prevention, and equipment hoarding. In addition, hospitals can use the technology to quickly locate any rented equipment and reduce any related late return fees. Improved asset and equipment visibility leads to improved utilisation and often results in an ROI of less than a year, especially with RTLS technology. RFID and RTLS are equipped to integrate with a hospital’s access control, video surveillance, alarm systems, building management, inventory management, information systems, wi-fi infrastructure, and other sub-systems. With tight integration across facility systems, RFID and RTLS can: 33 identify medical technology, equipment, and supplies by treatment zone, such as pre-op, operating room, post-op, and recovery zones, and match them with the patient and the planned procedure

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health care and medical facilities

33 Set clear expectations: The next step involves setting clear

Almost every hospital security and safety team wants to create an identifiable and repeatable process that protects patients, staff, and visitors while improving care 33 provide immediate information on a patient, his or her caretaker,

and any visitors and staff in case of an adverse event 33 provide the proper environmental and power requirements for

the planned procedure, as well as specific requirements of the medical and clinical caregivers.

Four steps to deploying an intelligent RFID and RTLS solution An intelligent RFID or RTLS solution is defined by the assets and people that healthcare organisations are looking to keep safe. Almost every hospital security and safety team wants to create an identifiable and repeatable process that protects patients, staff, and visitors while improving care. Like many solutions, such a process is critical to the successful design and installation of RFID or RTLS technology. The following four steps are designed to help healthcare security leaders successfully implement RFID and RTLS: 33 Identify key issues and objectives: The first step is for the health care organisation to clearly identify and define security and safety issues, and then set goals to help address those issues. While this sounds simple, getting an organisation to agree on these fundamental concepts can be daunting. To design a successful solution, it is important to gain acceptance and compliance from all key areas of the hospital that will be affected. Therefore, the team spearheading this process must analyse both the issues and intended outcomes for each of the affected workgroups to develop the best possible solution and implementation. 33 Plan carefully: A site survey and wi-fi network planning are critical to a successful implementation. Consultants can analyse the wi-fi network in place for the strength of signals, interference, and need for more focused and finite read ranges. Executing this step carefully will help ensure the best installation and optimal use of the system to meet intended goals.

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expectations as to the solution performance and output. At this point, services from any integrator or vendor involved in the process should be well documented and agreed upon before the work proceeds. This step helps avoid assumptions during the planning, design, and installation phases. 33 Incorporate training: Users of the new solution must commit to and participate in the training of the technology to achieve the best system performance and highest potential expected outcome. It is vital to the process that the users have a comprehensive understanding of the issues and the value that the solution brings to the healthcare organisation.

Conclusion As healthcare organisations continually work to provide better and more efficient healthcare to their patients, the utilisation of RFID and RTLS can provide advanced and comprehensive solutions that protect and safeguard patients, visitors, staff, assets, and equipment. These solutions also generally have a short payback period and a measurable ROI. Integrating these solutions can provide a healthcare facility with the intelligence to equip security, IT, facilities, and clinical leaders with a seamless information flow for financial and operational decision-making â&#x20AC;&#x201C; all while supporting the lifesaving mission of the healthcare facility.

company profile

Outstanding reputation and innovative solutions

ills Health Solutions recently acquired Merlon Technologies, manufacturers of internet protocol (IP) nurse call systems, and Hospital Television Rentals (HTR), Australia’s number one provider of television, telephony and wi-fi solutions for hospitals and aged care facilities. Each company has in excess of 40 years’ experience in the healthcare industry. Merlon Technologies has developed an outstanding reputation for innovative nurse call solutions using IP technology. Their solution includes design, supply, installation and maintenance services. Merlon Technologies’ true IP solutions integrate with your existing systems and interface seamlessly with third party products. With a national service capability, and remote access, your system can be serviced without attending the site. Contact Merlon on info@merlon.com.au, or 03 9329 8885.

HTR is Australia’s largest supplier, installer and operator of specialist patient entertainment systems, including television, telephony and internet. Delivering patientfocused services, HTR provides systems and services to over 80 major hospitals and aged care facilities located in every state in Australia. The HTR Patient Rental Program allows hospitals, aged care facilities and retirement villages alike to offer their guests access to an up-to-date patient television or telephone system. All this comes without the need to invest in capital, provide operational management or be involved in day-to-day running of the services. HTR has sophisticated support and communication systems to ensure that all systems installed are fully maintained and supported. Contact HTR on 1800 063 829.

delivering complete solutions.

integrated solutions into trusted environments

health solutions

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health solutions

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health care and medical facilities

Integrated healthcare security – does it really deliver value?

BY MICHAEL BROOKES, REGIONAL LEADER, MARKETING & STRATEGIC DEVELOPMENT – PACIFIC, HONEYWELL BUILDING SOLUTIONS Hospitals, by their very nature, are large, open public spaces that don’t immediately conjure up images of a highly secure environment; however, an integrated approach to security is rapidly becoming the norm as more and more ‘digital hospitals’ are being introduced.

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here are a number of threats and risks that now apply to healthcare facilities, and these appear to have been on the rise over recent years. Some of these include, but are not limited to: 33 verbal and serious physical assault, criminal damage and arson 33 theft, vandalism or damage to assets, equipment and property 33 protective security of sensitive patient information. Design of a security solution to address these issues requires a balancing act between safety and service, quality of care and regulatory compliance. The evolution of security in health facilities must now also match the latest changes to the model of care and new operating philosophies. No longer is security viewed as the sole responsibility of the Security Manager; it now warrants a more integrated approach incorporating more contemporary functions of planning, management and people-focused services. Security, along with safety and emergency management, should be a key consideration during the initial planning process to ensure that workflows are seamlessly integrated with technology to deliver the most cost-effective outcomes for the facility. The emergence of the ‘digital hospital’ has seen an increasing reliance on technology as an integral and fundamental part of the business strategy, enabling the organisation to leverage its potential

health care and medical facilities

for delivering higher-quality care in increasingly efficient ways through the use of IT and process redesign. This approach goes beyond advanced clinical systems, and includes additional integration between IT, medical, communication and building technologies to create a real-time hospital information environment. It is in this context that an integrated approach to security should be taken â&#x20AC;&#x201C; offering not only the traditional restricted access to the facility, or CCTV monitoring to reduce incidents, but also enabling an enhanced ability to respond to OH&S issues, emergency evacuation events or limiting the spread of infectious diseases. The integrated security system becomes much more than simply security â&#x20AC;&#x201C; it is an incident and response management system with an inbuilt audit trail and detailed reporting capabilities.

The CCTV system can now be linked with the fire system, for example, meaning that in the event of a fire alarm, the cameras can provide an instantaneous view of the area under threat to properly ascertain the degree of risk.

So how might an integrated security system actually be used within a hospital? There are, of course, the traditional security management aspects of access control to ensure that the right people have the right levels of access to the right areas, or CCTV to identify visitors or to monitor unpatrolled areas such as the car park; however, that same access control system may now utilise smart card technology, providing access not only to the facility itself, but also taking advantage of the inbuilt digital credentials to gain access to the hospitalâ&#x20AC;&#x2122;s IT systems, drug safes or even for cashless vending in the cafeteria. The CCTV system can now be linked with the fire

system, for example, meaning that in the event of a fire alarm, the cameras can provide an instantaneous view of the area under threat to properly ascertain the degree of risk. Similarly, expensive clinical equipment, or even infants, can be tagged with radio frequency identification (RFID) tags, reducing the risks associated with misplacement or theft. When integrated with the building management system, the security system can be used to isolate part of the hospital in the event of an outbreak of infectious disease. The opportunities are endless. These systems, and others such as visitor management, time and attendance, and mobile duress, can all be managed from a single console view with a full audit trail available. There are clear benefits to be derived from an active, strategic approach to security management and the implementation of an integrated security infrastructure. By taking a holistic view towards risk management and compliance, health departments can reap the rewards of systems that have lower costs of administration and support. Those seeking to embark on such a strategy need to be clear on the outcomes expected, and ensure that buy-in is gained at all levels; these strategies need to be closely aligned with business objectives, and not be viewed as simply an IT or security project. A phased approach should be taken and appropriate time allocated to the process. Key objectives should be set to measure the benefits of each stage as it is rolled out. It is important to work with organisations that are capable of delivering comprehensive and best-of-breed security solutions. This provides the benefits of accountability, risk mitigation and knowledge transfer not typically available from a multi-vendor approach. Finally, it is vital to implement auditing, monitoring and reporting processes to ensure on an ongoing basis that requirements are being met, and adjust the systems according to changes in the business or risk profile. There is clearly a paradigm shift in the way that security systems are viewed; no longer is it a necessary evil, but rather a vital tool to drive efficiencies and manage the flow of information, all resulting in a safer and more secure environment for patients, staff and visitors alike.

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green buildings The Lyell McEwin Hospital

Productivity and performance

BY ROBIN MELLON, CHIEF OPERATING OFFICER GREEN BUILDING COUNCIL OF AUSTRALIA

The majority of people spend up to 90 per cent of their time indoors – often in workplaces with poor lighting, stale air and toxic materials. It’s little wonder that people complain of headaches, allergies and lethargy – the hallmarks of ‘sick building syndrome’.

round Australia, nurses spend their shifts breathing in recycled air from ancient air conditioning units, teachers and students squint in poorly lit classrooms, retail workers serve customers in cavernous stores, and office workers breathe in fumes from cheap carpets and rattling photocopiers. These are just some of the everyday examples of unhealthy workplaces – workplaces that we’ve come to accept as normal. The good news, however, is that this is changing – and this change is being driven by a desire to create buildings that are good for the environment, and good for people, too. Office workers are increasingly enjoying high-performance workspaces as companies recognise the bottom line benefits of greener, healthier buildings. Green buildings consistently outperform non-green buildings in terms of comfort and productivity. Natural light, fresh air and access to views of the outdoors, as well as control over individual workspace temperature and lighting, can directly improve statistics around issues such as sick leave, staff turnover, employee attitude and productivity – sometimes by as much as 15 per cent.

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This was the case for Macquarie Bank, when it moved its staff into the 6 Star Green Star – Office As Built v2 certified One Shelley Street in Sydney. Research by the University of Technology Sydney demonstrated a direct link between sustainable building design and employees’ assessment of their ability to work. The research tracked over 2500 Macquarie Bank employees over 15 months as they moved into their new high-performance office. ‘A group of participants in the study showed an average of 15 per cent net increase in perceived productivity for employees who had moved into the new building,’ says UTS’s Senior Lecturer in the Faculty of Design, Architecture and Building, Leena Thomas. The City of Melbourne’s Council House 2 (CH2) was Australia’s first 6 Star Green Star – Office Design v1 rated building, and went on to achieve a 6 Star Green Star – Office As Built v1 rating as well. This multi-award winning building has demonstrated that productivity of office building occupants can be enhanced through good, green building design and a high-quality, healthy and comfortable interior environment. A post-occupancy survey has found that productivity has risen by an impressive 10.9 per cent since staff moved into their green office, with an estimated annual cost saving of $2 million. Umow Lai’s head office in South Yarra, Victoria, highlights the very real benefits of green buildings as staff productivity levels increase. An independently conducted occupant productivity study of the building found the 6 Star Green Star – Office Interiors v1.1 office fit-out has triggered a 13 per cent increase in staff productivity. Higher rates have been recorded for administration staff who spend the most time in the office. For Managing Director of Umow Lai, Dominic Lai, the result is fantastic. ‘The productivity benefits we have achieved have effectively paid for the cost of our fit-out,’ he says.

green buildings

So, how are these offices achieving these productivity increases? An improvement in productivity of just one per cent – or five minutes each day – can mean an additional 18 hours and 20 minutes per year for each person working in a commercial office. Multiply that by the hourly rate of each person, and you can quickly see the returns. Staff costs are by far the greatest expense in most businesses, and an incremental increase in productivity will pay for the small premium on a green space.

Outside the office Healthy, productive workspaces are not the preserve of nine-to-five office workers. The first holistic assessment of school building design and student performance, undertaken by the United Kingdom’s University of Salford and Nightingale Architects in 2012, found that the quality of the classroom environment can affect student learning by as much as 25 per cent. A study of schools and universities in the United States found that green attributes such as good lighting and ventilation were responsible for a 41.5 per cent improvement in the health of students and teachers, as well as an improvement in student learning of up to 15 per cent and an improvement on test scores of up to 25 per cent. Other research indicates that green schools lead to healthier, happier teachers who take fewer sick days. ‘Greening America’s Schools: Costs and Benefits’ estimated that teacher retention in green

Other research indicates that green schools lead to healthier, happier teachers who take fewer sick days schools translates into a financial saving of about US$4 per square foot (roughly A$12 per metre) over a 20-year period. GippsTAFE Leongatha in Victoria was the first TAFE to receive a 5 Star Green Star – Education Design v1 rating. Ventilation rates in the building have been improved to boost concentration, health and comfort for staff and students. GippsTAFE’s Chief Executive Officer, Dr Peter Whitley, says the focus on IEQ is already paying off. ‘Our staff and students are finding it a wonderful place to work and learn. It’s proof that achieving our sustainability targets has also improved learning conditions.’

Melbourne’s Council House 2 interior

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green buildings

A study in controlled laboratory conditions demonstrated that being deprived of natural light for a five-day school week disrupted children’s melatonin cycles, which was likely to have an impact on their alertness during school. Another study found that ventilation rates at or below minimum standards led to a drop in student performance of five to 10 per cent. The same goes for green healthcare facilities. International studies have found that turnover rates of nursing staff are far, far lower in hospitals that are green-rated. Some hospitals rated under the USGBC’s Leadership in Energy and Environmental Design (LEED) rating tool in America have reported an 80 per cent reduction in nursing turnover rates compared to the national average. SA Health’s newest inpatient building, Lyell McEwin Hospital Redevelopment Stage C in Adelaide, which achieved a 5 Star Green Star – Healthcare Design v1 rating, representing ‘Australian Excellence’, provides a calm and healing environment for patients and a healthy environment for workers. The hospital’s design incorporates discrete garden courtyards between all wings that are accessible from patient rooms and lounges at ground level, and which provide everyone at the hospital – patients, visitors and staff – with access to natural light and views of nature – features that international research has found can reduce the need for pain medication by up to 22 per cent, and reduce the average length of stay by up to 41 per cent. continued on page 42

One of Lyell McEwin Hospital’s rooms

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A green wall in the Umow Lai Building

green buildings

continued from page 40

Greening our insides Certainly, the evidence is clear that green building principles, when integrated into building interiors in schools, hospitals and retail centres, deliver massive health and productivity benefits. The Green Building Council of Australia is committed to helping more people enjoy green working environments, and the new Green Star – Interiors tool is encouraging the design and construction of green interior fit-outs – whether that’s a hospital, a school, a shop or an office. The ‘Indoor Environment Quality’ category is particularly focused on rewarding initiatives that enhance the comfort and wellbeing of occupants, and assesses the sustainable attributes of components like air-conditioning systems and lighting. The IEQ category credits reward increases to occupant comfort and reductions in pollutant levels.

Evidence suggests that building occupants benefit from visual connections to the outdoors Interior, One Shelly Street

Healthy buildings, however, don’t have to be new buildings. The new Green Star – Performance rating tool is essentially a ‘productivity’ tool that can help facilities managers boost the health, productivity and performance of both their people and their building assets. The rating tool, released in October, is guiding facilities managers around Australia, and the IEQ category is rewarding strategies and actions taken to ensure buildings are healthy and comfortable places in which to live and work. Under the ‘Lighting Comfort’ credit, for example, points are awarded where processes and strategies are in place to ensure that all lights are flicker-free, render colour accurately and minimise glare. Points are also awarded where processes are in place to measure, monitor and manage lighting levels, and to ensure optimal lighting levels within a building’s regularly occupied spaces. These strategies can help to eliminate worker headaches, fatigue and eye strain. Evidence suggests that building occupants benefit from visual connections to the outdoors that offer a greater sense of time, weather and access to contextual focal points in the distance, so the ‘Daylight and Views’ credit rewards the provision of well-lit spaces that offer appropriate levels of natural daylight for the tasks regularly performed by building occupants.

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The management of thermal comfort conditions is often one of the biggest operational challenges for building managers. And, while many facilities management teams only address thermal comfort in terms of temperature, achieving optimal thermal comfort conditions requires a balance between temperature, relative humidity and air speed. The ‘Thermal Comfort’ credit rewards the monitoring of each of these factors throughout the performance period. The ‘Hazardous Materials’ credit rewards operational practices that reduce the health risks from the hazardous materials commonly found in older buildings, such as asbestos and lead. The ‘Quality of Indoor Air’ credit assesses the systems that provide air, as well as the quality of the air supplied to a building’s occupied spaces. And the ‘Acoustic Comfort’ credit rewards the monitoring and maintenance of noise from building systems and exterior sources. Green Star – Performance recognises that facilities managers are essential to the process of measuring and managing health and productivity, because building operation is their responsibility. Facilities managers are in a unique position to influence the productivity of large numbers of people – whether that’s nurses, patients, shop assistants, teachers, students or office workers.

www.gbca.org.au/performance

company profile

Sub-metering

ATEC (Australia) offers the EM133 series of smart energy metering capabilities. The EM133 offers multifunction measuring capabilities for a broad range of electrical parameters. For example, the EM133 can be used for Green Star and NABERS sub-metering applications, such as load management and/or billing requirements. Energy profiling can also be accomplished for

electricity usage. In addition, water and/or gas usage via pulse inputs to the EM133 can be accomplished, providing a comprehensive profiling of energy used over periods of time. Some features of the EM133 include: 3 four-quadrant active and reactive energy 3 accuracy class 0.5s 3 time of use (TOU) tariff profiling

real time clock (RTC) two (2) pulse inputs for water/gas metering 3 volts, amps, power, frequency, power factor, harmonics 3 data-logging functions with date/time stamping 3 event logging with date/time stamping 3 5A CT operated 3 direct connect 0-100 Amp 3 three-phase total and per phase energy measurements 3 for use on single or three-phase operating systems 3 energy data profiling daily, weekly, monthly and quarterly 3 din-rail mounted. The EM133 includes RS485 communications, Modbus protocol, and optional ethernet TCP/IP, for interfacing into third-party software and/or building management systems. 3 3

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43 X

company profile

Progressively update your BMCS

s a building’s Building Automation and Control System (BMCS) nears the end of its useful life, an opportunity is presented to not only update the hardware, but also to introduce new software routines and control methodologies, providing significant benefits to the operational efficiency of a building. A new BMCS – while cost effective in the short- to medium-term, with a three- to five-year payback period – is still a significant capital outlay for any building owner. Oztech has addressed this with its current clients by being able to progressively upgrade its existing systems without compromising the existing legacy product. This allows for progressive transitional upgrade pathways that can be tailored to the building’s budget forecasts. Due to the difficulty and indirect costs associated with maintaining outdated electronic hardware, Oztech has developed a new range of hardware routers that allow compatibility between the latest Oztech BACnet range of hardware, back to the original range of Oztech hardware installed nearly 30 years ago. This allows for Oztech’s entire range of hardware to communicate seamlessly under the single Oztech BMCS software suite. The whole facility can be upgraded to all new hardware and software as a single continuous project; however, the real benefit is the flexibility that the new hardware provides the facility’s management team, and the option to plan a progressive approach to an upgrade project over several years, where a significant capital outlay is not an option.

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One such project, where a single one-off upgrade was not an option, is Citadel Towers in Chatswood. The building comprises two commercial towers, each served by rooftop central plant rooms. Thirty-one commercial floors are served by floor-by-floor air-handling units, with 23 VAV terminals per floor. Oztech completed the original project nearly 15 years ago, and while it has operated satisfactorily for that period and achieved a four star NABERs rating, there has always been scope for improvement. Due to the building’s size and scale, a new full upgrade was not an option, considering that the one-off cost would be upwards of $850,000. The option presented to the building management team was one of progressive upgrades over a five- to eight-year period, while ensuring that the legacy system is working seamlessly under a single head end. The introduction of new floor control hardware has seen an improvement in serviceability and tenant comfort; however, improvements in control methodology have seen a significant decrease in electrical energy consumption. A recent upgrade of AHU controls across 10 floors resulted in a drop in electrical energy of 15 per cent across the whole site, with on-floor mechanical energy decreasing by 30 per cent. The remainder of the building is scheduled to be completed by 2017.

Building Management and Control Systems Energy Management Software Energy Audits Maintenance

Over 30 years of continued service in the Australian Building Automation industry. Oztech has been providing Australian-made and -designed Building Automation Solutions Australia-wide for more than 28 years. We take a customised approach to each of our projects, regardless of their size and scale. Our systems are fully customisable, resulting in Oztech having one of the most diverse BMCS portfolios in the industry, ranging from 40,000 metres squared plus commercial buildings to ASX data centres, retail shopping centres to leagues clubs, CSIRO pollution test facilities to the National Measurement Research Laboratories.

www.oztech.com.au

green buildings

Perth’s new arena chooses GECAcertified product for its flooring Completed earlier this year, the latest addition to Perth’s landscape is the Perth Arena, which is a boutique multi-purpose sports and entertainment stadium. The striking, innovative and architecturally inspiring Western Australian landmark is an exceptional space that can cater for up to 15,500 patrons.

onceived by ARM Architecture, the multi-award winning project features a flexible design and striking façade, incorporating a large auditorium, event spaces, food and beverage outlets, function rooms and corporate hospitality suites. With such a large space and a high volume of people passing through its doors, the new arena must function effortlessly and robustly at high capacity. The flooring chosen is, of course, integral to a smoothrunning space. In this development it was actively incorporated into the design and, in fact, acts as a stand-out feature. ‘Sika [the flooring provider] has experience in construction solutions for stadiums and other commercial and public buildings, including the MCG, Etihad Stadium, AAMI Stadium and Adelaide Oval,’ says Sika Project Manager, Anthony Lewis. ‘We were asked to address flooring for the internal concourse, bar and function spaces, as well as the extensive seating areas, with each zone presenting its own challenges.’ Aesthetically, the foyer features striking black streaks that traverse the walls and the floor. The auditorium itself features an electric blue that not only satisfies the brief of creating an intriguing visual spectacle, but also meets environmentally preferable criteria. Good Environmental Choice Australia (GECA)-certified coating was specified and used on all concrete seating platforms, associated

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green buildings

stairs and access ways within the stadium area. The colour-matching continued in the seating areas, where the coating in Signal Blue was specified and applied. GECA is an independent, multi-sector, not-for-profit ecolabelling program that was the first Australian ecolabel to be recognised by the Green Building Council of Australia (GBCA), and is the only Australian member of the Global Ecolabelling Network. GECAâ&#x20AC;&#x2122;s mission is to improve the sustainability of consumption by certifying environmentally preferable products against robust and credible standards so that consumers and specifiers can be safe in the knowledge that the products they choose are better for the environment than some of the alternatives.

As with most new stadiums, flooring plays an important part in the durability and overall design considerations

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green buildings

GECA-approved products are becoming increasingly important for architects, engineers and specifiers ‘In addition to the aesthetic requirements of each zone, we also ensured flooring conformed to the Australian Standard slip rating for commercial spaces,’ says Lewis. ‘Working with our certified partner, Anti-Skid Industries, gave us added confidence in the high standard of the installation and resulting finish.’ Sika Australia floor systems have also been applied in other areas, covering an impressive 8000 square metres and catering for the arena’s many patrons. As with most new stadiums, flooring plays an important part in the durability and overall design considerations. ‘Sika’s aim is to address environmental and safety concerns throughout the value chain,’ says Pedram Mojarrad, Project Engineer and Regional Product Sustainability Coordinator at Sika Australia. ‘For us, ecological efficiency means delivering equivalent or better solutions, while consuming less materials and energy, as well as favouring products that are recognised as favourable to the environment. ‘The incorporation of products that contained low VOCs was an absolute must in this project. GECA certification ensured this, which proved advantageous when it came to being specified,’ explains Pedram. ‘Certification with GECA helps our environmentally responsible customers find their products [more easily], and promotes the use of sustainably preferable products in large-scale projects such as this one.’

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‘GECA-approved products are becoming increasingly important for architects, engineers and specifiers, as Australia becomes more and more environmentally conscious,’ adds Emma Wright, Marketing Services Coordinator and Social Media Manager at Sika Australia. ‘This approval rating creates confidence in these specifiers that they are providing an environmentally friendly solution for their clients, and that they are actively contributing to the Green Star rating of their buildings. Sika Australia is proud to partner with GECA in providing products that are better for the environment and meet this increasing need for environmental consciousness.’

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green buildings

The NABERS Strategic Plan 2013–18: what it means for you A critical asset Fifteen years on from its initial inception, the NABERS program continues to garner recognition, both within Australia and overseas, for its ability to stimulate the market for sustainability retrofits in the commercial built environment. NABERS Energy for offices now dominates the building rating landscape, with 72 per cent of Australia’s office space having been rated with this tool at some point.

ndeed, NABERS has been so successful that its higher ratings are shown by the IPD Australian Green Property Index to be associated both with significantly increased property values and investment returns. The desire for higher ratings has also helped drive a multi-million dollar sustainability retrofit industry. With so much commercial value riding on the program, the success of NABERS is now critical to many businesses. The NABERS Strategic Plan 2013–18, which was developed following two major industry reviews of NABERS, is the road map for ensuring the strategic direction and management of this critical program into the future.

Growing with change The NABERS program has grown significantly in recent years. NABERS Energy for offices is now just one of four NABERS tools for rating office buildings – in addition to water, indoor environment and waste – and is accompanied by NABERS Energy and Water ratings for shopping centres and hotels, and NABERS Energy for data centres. The environment in which NABERS operates is changing quickly. With technological advancements in both building design and retrofitting, and a shift towards new work and building management practices, NABERS rating tools are evolving to continue to effectively drive environmental performance. The NABERS Strategic Plan is focused on taking a structured and consultative approach to program development. This includes seeking more quality input from industry partners, and introducing transparent, evidence-based frameworks for enhancing existing tools or decisions to develop new ones.

Engagement The ‘Engagement’ and ‘Service Delivery’ sections of the Strategic Plan will be of interest to facilities managers. Under ‘Engagement’, NABERS makes clear its commitment to having more open and transparent conversations with everyone who is involved with NABERS, with new forums for assessors, building owners and end users to discuss ideas and issues on the NABERS rating tools.

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This is being put into action with the recent launch of the NABERS online consultation platform (www.nabershaveyoursay.com.au). Through this platform, facilities managers will be able to comment on discussion papers and proposed rule changes, as well as proposing topics for discussion. The platform will also host video content, so if facilities managers are interested in a particular application of the NABERS rules in their building, they can send in a video explanation of the issue for discussion. NABERS has also launched its breakfast forum series, with events due to be held in capital cities around Australia. Guest speakers will provide thought leadership, stimulate discussion on hot topics within the industry, and explain how NABERS can respond to emerging trends. The Strategic Plan also focuses on improving professional and industry understanding of NABERS, and the technical basis of NABERS rating tools. This means more plain English explanations of how NABERS treats detailed technical issues, and releasing short guidance videos through the new NABERS YouTube channel.

Service Delivery In the ‘Service Delivery’ section of the Strategic Plan, commitments to quality assurance and rating processing speed are joined by a focus on maintaining a website that engages stakeholders, streamlines transactions, and increases transparency of program operations. NABERS has already undertaken a major revamp of the website in the last 12 months, and will continue to enhance its functionality and design to meet customer and assessor needs into the future. From the facilities manager’s perspective, NABERS’s commitment to ‘continually improve training and accreditation, and provide ongoing support for assessor professional development’ will be welcomed – as better training and ongoing assistance will support the faster resolution of issues for buildings with complex ratings.

The future So, how will the NABERS Strategic Plan 2013–18 help facilities managers over the next five years? The strong focus on engagement means that this Plan gives individuals the choice as to how much

green buildings

they wish to be involved in shaping the program. It also means that they will likely benefit from having colleagues who have a better understanding of the technical aspects of NABERS, irrespective of their level of engagement. And facilities managers will certainly benefit from the clearer and more consistent technical advice that the Plan provides. The emphasis on promoting and strengthening existing tools, combined with the fact that NABERS will be releasing an enhanced Indoor Environment tool, is likely to lead to a greater demand for information on the indoor environment quality within many organisations. This will particularly affect facilities managers within A-Grade office buildings. And, of course, those facilities managers who work in data centres will find that the growth of the NABERS

Energy for Data Centres tools stimulates competition for sustainability credentials in their sector. The Strategic Plan can be recognised as one aspect of a program that has reached maturity, and takes its role in the property and energy efficiency industry seriously.

For those who want more details on the NABERS Strategic Plan 2013–18, it is available on the NABERS website: www.nabers.gov.au. The Plan is complemented by the recently released NABERS Annual Report 2012–13 (also available on the website). The report, which includes interactive infographics that illuminate key program statistics and trends, is a celebration of the past year’s achievements.

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

green buildings

Good Cycles

Luke Wright, co-founder of mobile bicycle servicing organisation Good Cycles, speaks about the benefits of the bike and how his social enterprise is helping cyclists and disadvantaged members of the community at the same time.

f all the benefits of cycling to work – and there are quite a few, it must be said – it’s the travel-time savings that keep me getting back on the bike from Monday to Friday.

While it was the speed and efficiency of inner city travel on a bicycle that got me interested in cycling, these other bonus spin offs – the health, wellbeing, environmental and financial factors – are also difficult to ignore 52

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

Luke Wright

Try as I might to not be smug about it, there is something quite satisfying about arriving to work in half the time it would take friends and colleagues to travel the same distance by car. As traffic congestion causes great concern across our cities, giving rise to a whole lot of early-morning frustration for car drivers, bike commuters of all stripes – from inner-city hipsters, to mums and dads, to highflying corporate executives – are all zipping along at a decent clip on their bicycles and arriving at work with not only plenty of time to spare, but they’re also happier, healthier, greener and – without the hefty fuel bills – richer. While it was the speed and efficiency of inner-city travel on a bicycle that got me interested in cycling, these other bonus spin offs

green buildings

– the health, wellbeing, environmental and financial factors – are also difficult to ignore. You’d be hard-pressed to find a study anywhere in the world that didn’t point to the direct relationship between physical activity and good health. Cycling, it has been proven, is great for your heart, your muscles, your coordination and even your immune system. With regard to cycling’s bearing on general wellbeing, again, all the science points towards riding to work helping with mental health and general feelings of positivity. And the benefits to productivity and cohesiveness within the workplace are undeniable. Conversely, the negative effects of inactivity in the Australian population and the associated health costs to the taxpayer run into the many, many billions. Traffic congestion is another issue that costs taxpayers many billions a year. Buying a bike and riding to work is a simple but incredibly effective thing to do for the environment and for not adding unwanted gases into the atmosphere. Whether you’re a rusted-on greenie or not, the fumes from vehicle emissions on our overly congested roadways aren’t great for anybody.

Reduce your energy consumption by up to 93%

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Multi Function LED Light

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to find out more, please visit: rexelenergy.com.au/enlighten

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

green buildings

... I’m just one of the many thousands of ordinary folks who sees the bicycle as a sensible (and often fun) way to get around and keep in shape and be community minded at the same time And then there are the opportunities to save some dollars. Families in Australia can spend around $800 a month on a car – not a small amount for your average mums and dads. Buying a bike will cost you the purchase of the bike and some regular maintenance and parts. Nothing more. All of these factors have led me to become a fully-fledged, Mondayto-Friday commuter cyclist. Not the lycra-clad speed machine who wants to drag race other cyclists on a $15,000 bike at every set of lights. Nor am I the ‘too cool for school’ (or for a helmet) rule-breaker who’s weaving in and out of traffic and through every red light in town. No, I’m just one of the many thousands of ordinary folks who sees the bicycle as a sensible (and often fun) way to get around and keep in shape, and be community-minded at the same time. This transformation of sorts has given me the inspiration and the insight to start Good Cycles, a non-profit organisation that operates teams of mobile bicycle mechanics across Melbourne. We travel to our customers on cargo bikes — with all tools/parts on board — and service bikes at office buildings across Melbourne’s CBD and close surrounding suburbs. Organisations and individuals contact us directly, a service day is chosen (the first Tuesday of every quarter, for example), and our service is then promoted internally within the building – through newsletters, posters, group emails and so on. Bike commuters who work within the building can sign up through the Good Cycles website to have their bikes serviced on site on the designated day. We then arrive on site on the day of the booking and provide regular maintenance and repairs of bikes in an allocated location (within or close to the building).

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We work closely with tenants and facilities managers to ensure that the process is smooth, seamless and safe. Good Cycles offers a much-loved service to many of Melbourne’s cyclists. They get their bikes kept in good working order without having to leave the building, and by using our services they’re supporting a non-profit organisation with the community in mind. As a registered charity, we direct 100 per cent of our profits towards providing mentoring, training and jobs to disadvantaged people in the community. For these reasons, we have the strong backing of the corporate, government and community sectors. We have been featured recently in a number of regular newspapers and magazines. Not only do we offer a very handy service to commuter cyclists, we also provide an avenue for responsible organisations to promote safe cycling to work, and to procure services from a social enterprise. We also offer one- to two-hour short courses in emergency bike maintenance. We come to your offices and our expert mechanics run workshops for your employees. We also do individual bookings rather than group bookings. Anyone can book in a service and we’ll either do it on site, or we’ll take the bike to our Docklands workshop. A copy of our public liability insurance certificate is available upon request. All our employees are police-checked and working with children checked.

As a registered charity, we direct 100 per cent of our profits towards providing mentoring, training and jobs to disadvantaged people in the community

For a list of Good Cycles’ services and more information, please contact info@goodycles.org or visit www.goodcycles.org.

company profile

Toxic to terrific Your workplace strategist can create a healthy workplace

ver the last decade, specifically since the global financial crisis, there has been a drive by many organisations to reduce their real-estate footprint at any cost. The by-product of this is that many workplaces have become unhealthy, and at times even toxic. The unhealthy workplace is not due to poor housekeeping, but is a result of organisations consolidating their footprint too far, and creating a pressure-cooker environment. With real estate being the second-largest expense for organisations, expert workplace strategists like Bligh Williams from Workplace Space Planning Solutions (wsps) have been working with public and private sector organisations to turn toxic workplaces into terrific places to work. ‘How often have you heard someone say, “Work is just so toxic at the moment”? It’s not just something that is linked to management style or workload but the workplace environment contributes significantly to this feeling,’ Bligh says. Issues like insufficient work points or meeting rooms, a lack of natural light, an older cubicle workstation fit-out, and below-average café offerings all contribute to creating a depressive and toxic environment. ‘Understanding your business is essential; ensuring that your people-managers and your property-FM representatives are aligned on workplace demands is key, and is a great skill that many workplace strategists have,’ Bligh says. From the professionals who are involved in workplace projects, an experienced strategic planner can provide the facts and the scope to architects and designers on what the client needs. This design scope is a result of asking a range of qualitative and quantitative questions, not just of senior leadership, but of the workforce that uses the space. This will ensure that these vetted requirements create a great workplace environment that meets the employees’ demands. Completing activity-based utilisation studies and sharing this information with the business leaders ensures that they get the benefit of being assigned the right amount of space to ensure it promotes innovation and efficiency for the business, while increasing profitability by not paying for excess space. An experienced strategist will take into account pipeline employee growth or contraction within teams, and how they use their space, to ensure the right work space solution is delivered. The workplace also needs to have moved with the times, accommodating advancements in technology and the demands

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that these changes, and the users, place on the workplace. A major change has been the demand on wireless connectivity to ensure staff can move from work stations to meeting rooms, while remaining connected. A simple yet essential facility for a great workplace. ‘Often an investment in detailed workplace cultural audits and occupancy audits is a small upfront investment that can ensure that elements of an unhealthy work environment can be either addressed as a part of a get-well program, or be excluded in a design scope for a new workplace fit-out. ‘To ensure that a terrific workplace is not just delivered but maintained, many organisations are now engaging with a workplace strategist to develop workplace accommodation guidelines and standards. These standards address such matters as corporate workplace strategic objectives, consistency in branding and environment, flexible work sharing ratios based on job function, meeting room size and capacity, furniture solutions, technology requirements and a range of other matters to ensure staff expectations are managed. The standards will also assist all property and building professionals involved in the project with a reference document to create or maintain that terrific workplace. ‘Speak to a workplace strategist today; he or she will make sure you get the best results,’ Bligh says.

workplace hygiene

Food safety is everyone’s business Many facilities managers operate in an environment in which food is routinely served, such as venues, restaurants and hotels. Our food safety laws are designed to protect everyone’s health and safety, Victoria’s Chief Health Officer, Dr Rosemary Lester, told Facility Perspectives magazine.

‘F

ood-borne illness can cause severe illness and even death in vulnerable people,’ Dr Lester said. ‘Under Victoria’s Food Act 1984, all food business owners, as well as community groups who sell food, are legally responsible to ensure that food sold or prepared for sale is safe to eat. ‘The Victorian Act mirrors legislation in all other states and territories that require food premises to comply with the Australia and New Zealand Food Standards Code. ‘The Code is a collection of food standards developed by Food Standards Australia and New Zealand with oversight from the Australia and New Zealand Food Regulation Ministerial Council. ‘It is an offence in Australia to supply food that is unsafe or unsuitable for human consumption, or does not comply with relevant food standards. ‘The business owner/proprietor has overall responsibility for food safety in the business; however, all staff in the business must have sufficient knowledge to handle food safely. ‘Without compromising food safety, the Act is designed to impose only reasonable compliance costs on businesses and community groups that sell food. ‘It does this through matching the level of regulation to the level of risk of different food business activities.

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Without compromising food safety, the Act is designed to impose only reasonable compliance costs on businesses and community groups that sell food ‘As you’d expect, premises carrying out only low-risk food handling activities must follow simpler safety rules than those handling foods that are more likely to make people sick. ‘Under the Food Act, most businesses operating in Victoria cannot sell food to the public unless they register as a food business with their local council.

workplace hygiene

‘A small number of businesses do not need to register with their council; however, they are still required to notify the council of their intended food business activities. ‘Businesses that provide potentially hazardous food to vulnerable groups in Victoria are categorised as class 1 and 2, and must have a food safety program.

As major employers and exporters, Australia’s food businesses are a crucial part of the national economy

Food safety rules

Cold storage

Cooking food 100ºC Hot food zone

60ºC

Preparation • Limit the time that high-risk food is in the temperature danger zone and return to the refrigerator during delays. • If food is kept within the temperature danger zone for a total time of 4 hours or more, throw it out.

AVOID TEMPERATURE DANGER ZONE

Cooling food

5ºC Cold food zone

0ºC

Cross-contamination • Cross-contamination occurs when harmful bacteria or allergens spread to food from other food, surfaces, hands or equipment. This can lead to food-poisoning, to ensure crosscontamination does not occur, make sure you; – Keep raw food separate from cooked or ready-to-eat food. – Use separate utensils and cutting boards when preparing raw and cooked or ready-to-eat food.

Frozen food zone

• Use a thermometer to make sure foods are thoroughly cooked and the centre reaches 75°C. • Hot food must be kept at 60°C or hotter. • Check that only clear juices run from thoroughly cooked minced meat, poultry, chicken or rolled roasts.

-15ºC

• High-risk food must cool from 60°C to 21°C in the first 2 hours, and then to 5°C or lower in the next 4 hours. • Once food has cooled to 21°C put it in the refrigerator or freezer. • Large portions of food take longer to cool. Divide large portions into smaller batches before cooling.

Cleaning • Use clean, sanitised and dry cutting boards, equipment and utensils. • Clean and rinse wiping cloths after each use, and change frequently. • Wash hands thoroughly and regularly.

For more information call 1300 364 352 www.health.vic.gov.au/foodsafety Temperature

Hygiene

Cross-contamination

Authorised and published by the Victorian Government, 50 Lonsdale St, Melbourne. © Department of Health, February 2012 (1201031)

• Cold food must be 5°C or colder. • Frozen food must be frozen hard. • Check the temperature of fridges and cold storage areas regularly. • Thaw food in your fridge, away from, and below, cooked or ready to eat food.

‘Class 1 businesses are serving food to particularly vulnerable people, such as aged care facilities, hospitals and long day child care centres. Class 2 businesses include restaurants, cafés, take-away stores, pubs, delicatessens and most food manufacturers. ‘Categorisation as class 1 and class 2 food premises requires the operator to keep a copy of their food safety program onsite at the premises. ‘They must also have a food safety supervisor. A food safety supervisor needs to have the expertise and authority to ensure that all food handling staff have sufficient skills and knowledge to provide safe food, including being able to understand and follow the food safety program. ‘As major employers and exporters, Australia’s food businesses are a crucial part of the national economy. ‘Business reputations and livelihoods also depend upon food safety – a single case of food-borne illness can threaten the viability of a business and the financial security of its employees,’ Dr Lester said. In Victoria, the Department of Health has developed an online food training program to improve everyone’s knowledge of safe food handling practices. ‘The online training program Do Food Safely was designed to specifically engage young people who are either currently working in the food industry or considering employment in the industry,’ Dr Lester said.

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

workplace hygiene

... keep cold food cold and keep hot food hot. Hot means hotter than 75 degrees Celsius – piping hot – and cold means colder than five degrees Celsius ‘The program includes six topics on food safety and a final quiz. Participants who score more than 90 per cent on the quiz are awarded a certificate,’ she said. Participants who complete the whole online course will be able to: 33 define food handlers and their responsibilities with regard to the law 33 describe the ways in which food can become contaminated and potentially unsafe 33 describe the common causes as well as symptoms of food poisoning 33 explain the dos and don’ts for maintaining good personal hygiene 33 handle food correctly at all stages of preparation 33 explain the dos and don’ts for accepting food deliveries, storing, displaying and transporting food 33 explain the dos and don’ts for cleaning the food preparation surfaces and equipment. Dr Lester said food safety is always important, but it is worth reminding everyone of some simple steps that can stop food from turning nasty. ‘Firstly, keep cold food cold and keep hot food hot. Hot means hotter than 75 degrees Celsius – piping hot – and cold means colder than five degrees Celsius. A food thermometer could be a useful investment. ‘Wash your hands thoroughly before preparing food, and after cutting up raw meat or vegetables. Use separate chopping boards for different foods. This prevents cross-contamination of ready-to-eat foods with bacteria from foods that will be cooked. ‘Leftovers should be refrigerated as soon as possible, and if they need to be reheated, they should also reach 75 degrees Celsius,’ Dr Lester said.

The online learning program can be found at: www.dofoodsafely.health.vic.gov.au/

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

company profile

Zip HydroTap G4 Commercial

Australian company Zip delivers 55 per cent energy improvement in their world-leading drinking water appliance

he quality and efficient delivery of drinking water is an important issue in the workplace. In recent years there have been some dramatic advances in the way drinking water is dispensed and the way that water quality is maintained within workplaces. At the forefront has been Zip Industries, an Australian group that has created several innovative new products. Zip boiling water appliances are now being exported to more than 70 countries around the world. The Zip HydroTap commercial range with G4 technology includes models that dispense instant boiling water and instant chilled water â&#x20AC;&#x201C; from the one tap, all filtered by Zip filtration. The Zip HydroTap is used by millions around the world each day in thousands of public buildings, offices and workplace kitchens in Australia and many other countries.

Zip 0.2 micron filtration Zip 0.2 micron filters bring you what is arguably the most advanced and most practical water filtration system available anywhere in the world today, developed to meet Zipâ&#x20AC;&#x2122;s exacting specifications by the world leader in water filter technology. Zip 0.2 micron filters put better-tasting crystal-clear water on tap, filtering out chlorine, lead, rust, asbestos fibres and volatile organic compounds, and removing impurities as tiny as one five-thousandth of a millimetre, including the protozoan cysts cryptosporidium and giardia. Yet, the clever Zip filter system does not remove the beneficial fluoride that helps prevent tooth decay.

New G4 Technology Using up to 55 per cent less power on standby than earlier equivalent models, Zip HydroTap Commercial provides a choice of delivery capacities to suit your workplace. Zip offers the G4 Commercial series in boiling-chilled, boilingambient, boiling only and chilled only options, as well as four-in-one, three-in-one and all-in-one sparkling solutions.

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

Like to discover more? Simply call Zip Industries on 1800 42 43 44, or visit www.zipindustries.com.

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

company profile

Tork finds a way to lighten the load Tork is well known for quality professional hygiene products, sustainability and smart designs. Now an innovative packaging solution is poised to place them at the forefront of workplace safety and performance as well.

anual handling is one of the biggest causes of workplace injury in Australia and New Zealand, and a significant cost to businesses. Matthew Bond, Managing Director of City Central Property Services, claims that manual handling is a major issue in the cleaning industry, and welcomes any innovation that makes handling easier. Tork found an opportunity to improve manual handling, after their own research found cleaners were struggling to carry large cartons of hand towels. The Tork packaging designers’ brief was to make handling bulk hand towels easier, and the result is Tork® Carry Packs™ for their most popular Tork Xpress Multifold H2 and Tork Ultraslim Multifold H4 hand towels. Made from recyclable PE-LD plastic, the carry packs are flexible but tough, and feature handles that make it easy to carry two packs, the equivalent of two cartons, at a time. When asked if Tork Carry Packs might make work a little easier and safer for staff, Bond replied, ‘It would be much easier from a manual handling perspective to be able to bend your knees and grab a handle and lift, rather than wrapping your arms around a box, which tilts you forwards or off to the side and causes back problems.’ Bond believes his staff would be very responsive to the new packaging, adding that, ‘Being able to carry a pack in each hand will keep them evenly balanced and not place as much pressure on the spine.’ Plus, there’s the added advantage of easy opening without needing to use a knife. The Tork Carry Packs have perforated sections that can be opened by hand, again making them safer to use. Tork Carry Packs also create 84 per cent less waste than cardboard cartons, with the bag scrunching down to a fist-sized ball. Bond found this feature would improve productivity immensely. ‘The plastic bags are a huge advantage, the cardboard box takes up a lot of space and it is labour-intensive to pack up a cardboard box,’ says Bond. This is just another way Tork is lightening the load for businesses. Making work a little easier with Tork Carry Packs

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Making work a little easier Tork Carry Packs

Some cleaners struggle to carry and handle cardboard cartons of hand towels so we found a way to make their work a little easier with Tork® Carry Packs™. Tork Multifold H2 and H4 hand towels are available in easy to use Carry Packs. Easier to carry – Carry handles make it easy to carry two packs at the same time Easier to use – Quick and easy to open and require less storage space Easier to dispose of – Less waste volume and made from 100% recyclable PE-LD plastic Book a demonstration, simply visit tork.com.au/fp

NEW

company profile

A partner for all your everyday challenges

When on the job, it’s easy to forget how important our vehicles are. But when thinking about it, how many times a day do you jump in and out of your car? With arms full of plans, tools, boxes and bags, the quick trip between jobs can become more of a challenge than it should be. The choice of vehicle is essential to your day’s efficiency and comfort – at work as well as during your leisure time. The Volkswagen Amarok is a great partner for any situation.

he Amarok welcomes you with excellent seating comfort and well thought-out controls, offering you a terrific start to the day. The high-end interior quality speaks for itself, allowing you to travel in comfort and arrive in style, while the drive itself becomes a whole lot more relaxing. With its range of high-tech direct-injection, four-cylinder engines, and with the option of biturbo TDI diesel technology, the drive to work is not just efficient, but fun. Need off-road capability as well? With optional permanent or selectable 4MOTION four-wheel drive, the Amarok takes you nearly anywhere. The rear differential lock, which is standard on all

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4MOTION models, adds an additional dimension to those venturing into serious off-road terrain. Nothing is worse than realising there just isn’t enough space to get the job done. With ample load space and a payload of up to 1000 kilograms, you can take along whatever you may need for your profession – or should we say passion? Thanks to the generous distance between the wheel arches (1222 millimetres), the Amarok is the only model in its class to load a Euro-sized pallet. ‘Will this fit?’ is no longer a question, giving you the peace of mind to take along almost anything and everything. When you pride yourself on being the best in the business, you need a vehicle that does the exact same. Transferring the most advanced engine and powertrain technologies to the pick-up segment ensures that there is no compromise on power, torque or durability. Euro 5 emissions standards, outstanding fuel efficiency and low CO2 emissions ensure a minimised environmental footprint and fuel economy that saves you money on every tank. This means more time and money for other Amarok adventures: camping, fishing, a day at the beach – the possibilities are endless. Getting the ‘job done’ is made easy with a partner like the Volkswagen Amarok. And after a day’s work, there are always ample adventures out there waiting for you and your vehicle of choice.

Volkswagen Commercial Vehicles. A strong team for tough jobs.

An exciting lineup of tough workers at amazing deals. The Volkswagen Commercial Vehicle range covers business requirements across all types of industry. Your nearest Volkswagen dealer has every configuration covered to match your needs, with purchase and operating costs that make your decision an easy one. This incredible range now features Volkswagen Amarok – 4x4 Australia Magazine’s 2012 Ute of the Year – in both Single Cab and Dual Cab models. The Crafter covers off cargo requirements up to a massive 17 cubic metres, while the legendary Volkswagen Transporter and the hugely popular, urban friendly Caddy Van are the vans for all your needs. And 3 year unlimited kilometre warranty and Capped Price Servicing# across the range means added peace of mind. Get the commercial vehicle you want and the deal you deserve today at your local Volkswagen Commercial Vehicle dealer. To find out more visit www.volkswagen-commercial.com.au today.

Capped Price Servicing is available on Volkswagen Commercial Vehicles first registered in Australia on or after 1 January 2013 and applies to the first 6 standard scheduled services of your vehicle. Exclusions and conditions apply. For details on pricing, items not included in the capped price and for full terms and conditions please see www.volkswagen-commercial.com.au. Volkswagen Group Australia reserves the right to at any time modify or discontinue the Capped Price Servicing program.

case study

Bold new spaces for the National Museum of Australia

BY GREER GEHRT, FACILITIES, DESIGN AND ENVIRONMENT MANAGER, NATIONAL MUSEUM OF AUSTRALIA The National Museum of Australia (the Museum) has recently completed two bold new projects. The first project discussed in this article is the new Museum Café, which extends the main building out toward the edge of Lake Burley Griffin. The second project is an extension uniquely located between the heritage-listed Annex building and the main administration wing of the Museum.

he Museum Café was formerly situated in the main hall of the Museum. This precluded the Museum from exhibiting collection material within the space. The reason behind this was possible contamination of the collection material from food and drink. Moving the café out of the main hall has allowed for a number of the Museum’s large and fascinating objects to be displayed within the space. Bringing objects to the entry gives visitors an immediate impression of being in a museum, and provides a sense of anticipation about what is to come. The Boolean knot, on which the main hall design is based, represents the idea of weaving together various people’s histories. The concept for the design of the Museum Café is an imagined extension of the Boolean knot as it emerges from the main building, sweeps out over Lake Burley Griffin, and re-enters at the south-west corner of the site. The pentagonal form of the café, seen from the lake, is a shape repeated throughout various spaces within the Museum.

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As a national institution, there was a conscious decision by the Museum to support the Australian furniture design industry on this project. The finishes used include Australian renewable and recycled timbers, stone, pigmented concrete, steel, leather and glass. Perforated and angled ply ceilings ensure that the space has great acoustic qualities.

Extensive glazing allows for stunning views out over the water, while still minimising solar gain within the space The Museum Café’s style and fit-out appeals to a broader group of people, replacing a fine dining restaurant and a cafeteria. It has a seating capacity for 200 people: 50 outside and 150 inside. When sitting on the new deck, it feels as if you are floating on water. The Museum Café is open every day except Christmas Day, from 9 am to 5 pm. The Museum Café has separate washroom facilities to enable the space to function independently of the Museum for evening functions.

case study

The idea behind the design of the building is that the colours of the tiled façade represent a thermal image. Thermal imaging is used to detect ‘hot spots’ or anomalies in environmental conditions

Careful consideration of the layout of the space ensures accessibility for people of all abilities. Extensive glazing allows for stunning views out over the water, while still minimising solar gain within the space. The deck space provides a level of protection from the elements in an attempt to extend the use of the outdoor spaces within the relatively dry Canberra climate, and link the lake and the Museum together. One of the key factors in the success of both projects was the engagement of an excellent professional consultant team. The Museum was committed to choosing the right team to ensure the best outcome for future visitors. Ashton Raggatt MacDougal (ARM) was contracted to undertake the design work. ARM was one of the original architects for the Museum building. Robert Peck YFHK (now known as peckvonhartel) was the other original architect that provided the initial architectural services – through a joint venture company, arm-rpvht Pty Ltd – for the main museum building. ARM architects were easily able to access their documentation from the original building to determine how the new space would be entwined into the existing structure from an architectural perspective. The architects, with a view to streamlining organisation of documentation, coordinated the design-related services consultants, such as Arup and Norman Disney & Young. An external project management company, AMC Projects, and quantity surveyors Altus Page Kirkland were engaged to provide superintendent and financial management of the project. The building contractor, Construction Control, worked collaboratively with the broader consultant team and the Museum to achieve an outstanding end result.

The Administration Extension Project (AEP) was a long time in the making. The project took approximately three years to gain government approval to proceed. This was mainly related to the global financial crisis and subsequent impacts on the funding of capital works projects. The Museum worked closely with the Department of Finance and Deregulation in order to develop a detailed and costed risk management plan. This was a key factor in securing funding to proceed. The combined construction value of the projects was approximately $11 million. The AEP project has a longer-term view of freeing up space in the middle of the main Museum building in order to be able to show more of the collection to the public. The Museum currently showcases approximately four per cent of its collections, with the remainder in off-site storage. The new extension was conceived in order to consolidate all staff within one area of the site. Operationally, staff based at Acton were located in three separate areas, requiring staff to walk outside in the elements between buildings. This arrangement impaired the quality and consistency of workspaces, and the locations of the spaces did not support ease of working together. The idea behind the design of the building is that the colours of the tiled façade represent a thermal image. Thermal imaging is used to detect ‘hot spots’ or anomalies in environmental conditions. The idea of having stable environment conditions for the Museum’s collections is of paramount importance, which is why we chose this concept as something to be abstractly represented within the design of the building. The other part of the design is that the coloured tiles are ‘overlaid’ with a pattern representing a quick response (QR) code. This idea was about how the Museum strives to share information in various ways. If you take a photograph on your smart phone of the façade where the QR code is represented, and if you have the appropriate app installed on your phone, you are automatically redirected to the Museum’s website. We have now tested this in reality and it

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

case study

works perfectly. The QR code will date, and eventually become old technology; however, the Museum feels that this adds to the layers of history and information about the buildings on the site. In order to minimise the environmental impact of the building, and to keep costs down, the Museum engaged an environmental consultant to assist through the design phase. The key advice that we received was to keep existing ceiling tiles, glazing and light fittings that we already had wherever possible, and to extend the existing building services to cover the additional footprint of the building. At the beginning of the project, a target of recycling 80 per cent of all building waste was set. At the end of the project, construction control reported that they had actually recycled over 90 per cent of all building material on site. The team worked closely with the National Capital Authority (NCA), which has responsibility for the land that the projects were built on. A traffic management plan was conceived and put in place from the outset of both projects. The Museum has a large quantity of coaches and school buses visiting each day, so it was of paramount importance to have a clear and well-considered traffic management plan that saw coaches using another part of the peninsula for parking. There was a review of existing signage, and new signage â&#x20AC;&#x201C; both directional and informative â&#x20AC;&#x201C; was installed during the construction period.

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

The key advice that we received was to keep existing ceiling tiles, glazing and light fittings that we already had wherever possible, and to extend the existing building services to cover the additional footprint of the building In the development of the risk plan, the Museum highlighted the possibility of the discovery of hazardous materials on site. This was seen as a relatively low risk, given that the main Museum building

case study

was opened in 2001. Unfortunately for the project, when the excavation for a greywater tank was underway, two small fragments of asbestos were discovered. This, of course, meant that the site was closed down. Asbestos remediation experts Robsons Laboratories were engaged to assess the situation, and developed a plan to move the project forward while ensuring compliance with all code requirements. The asbestos discovery represented a six-month delay and increased costs to the project – in addition to dealing with the immediate issues around construction. A plan has been developed that incorporates an overall approach to the possible discovery of hazardous materials in any future works on site. Due to the collaboration between the Museum staff and contractors, a shared understanding and plan was developed to manage work health and safety on site. There were only two minor incidents, which literally involved a bandaid and some ice. When it came to designing the interior spaces, the Museum’s brief was to create spaces for staff to work and collaborate, and to provide much-needed storage together with a variety of meeting spaces. ARM responded by creating a series of small, open work and meeting spaces that are flexible enough for the various teams within the Museum to personalise. Each team space has its own colour, which is carried through both architecturally from the external façade, and internally through the furniture. Varieties of natural timbers tie the project together and ensure that the internal spaces reflect the landscape outside. Symbolism and patterns that exist in the main Museum building have been carried through the staff workspaces as a way of connecting the office areas to the Museum in a graphic sense. This provides a reminder to staff of where we are working, and why we are all here. The workstations are a hybrid of an existing workstation system, together with a piece of customised joinery, supporting the work function of staff. This concept was coordinated through INO Canberra with the loose furniture supplied in large part by Designcraft. The success of the projects is testament to the excellent team of consultants, contractors, and museum staff who dedicated themselves to these two projects. The effort involved in ensuring that the right people with the relevant experience were brought together at the outset was well worth it. The original intent of the brief has been met, in that staff have been co-located to one large administration area with open and collaborative workspaces that are bold, and that encourage interaction and sharing of knowledge and skill across the organisation. ALL IMAGES: PHOTOGRAPHER JOHN GOLLINGS

Greer Gehrt has been working with the Museum since 2006 on a variety of major projects, including those in this article, site master planning and a proposal to develop a new environmentally passive collection management facility for the Museum. In 2012, Greer was awarded the National Women in Construction Award for Outstanding Achievement in Design. She has a particular interest in low-energy climates for museums, and has represented the Museum internationally in Copenhagen and Berlin on this topic.

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

case study

Sir Samuel Griffith Centre Griffith University is home to Australia’s first teaching and research facility relying entirely on photovoltaic arrays and hydrogen-metal hydride storage technologies to keep it off the power grid.

he innovative 6 Star Green Star-rated Sir Samuel Griffith Centre opened in July 2013, and could run by itself even if Brisbane was plunged into darkness for 10 days. The coveted 6 Star Green Star rating was awarded by the Green Building Council of Australia (GBCA) after a rigorous accreditation process. The Education Design v1 certified rating represents world leadership in environmentally sustainable building practices. The university’s Vice Chancellor, Professor Ian O’Connor, said the certificate confirms Griffith University’s commitment to providing world-class facilities, and to leading the globe in environmentally sustainable building practices. ‘This is an extraordinary building, and the only one of its type in the world,’ Professor O’Connor said. Photovoltaic cells convert sunlight into electricity for use during the day, as well as providing additional storage in batteries, and also through the electrolytic production of hydrogen. The hydrogen is then stored in a stable form as metal hydrides. Battery storage is used primarily for overnight cooling of water to run the air conditioning systems, and hydrogen to supply fuel cells for electricity production on cloudy days. ‘The scale of this second hydrogen storage process has not been done before, and this technology could one day be incorporated into isolated buildings, such as schools in rural Griffith University Graduate Lucy Smith communities,’ Professor O’Connor said. Innovation in the $40 million, worldclass building also extends to the comfort and wellbeing of those who work inside it. Instead of running air conditioning at around 22 degrees Celsius throughout the building, the ambient temperature can be higher because personal temperature and air flow preferences will be maintained through individual

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

case study

outlets at each desk or workstation. This reduces demand on the larger main system. The need for artificial lighting is also reduced by large windows, few internal walls, and glass partitions. An open-plan, shared office space provides the opportunity for collaboration between the environmental scientists, engineers, psychologists, urban planners, health and legal, and business experts who will work there. ‘The Sir Samuel Griffith Centre gives an absolute physical expression to this university’s ongoing commitment to sustainability,’ Professor O’Connor said. ‘It is a showcase of genuine sustainable energy alternatives for Australia and the international community.’ The Centre, made possible by the Australian Government’s financial support of $21.05 million through the Education Investment Fund, also provides a model that could be incorporated into isolated buildings in remote areas. The concept for the Centre derives in part from Griffith research by Professor Evan Gray. Professor Gray is the leader of the principal node of the National Hydrogen Materials Reference Facility (NHMRF), headquartered at Griffith, which is a state-ofthe-art reference laboratory that focuses on hydrogen storage materials. The Centre honours the progressive traditions of the university’s namesake, Sir Samuel Griffith, an Australian pioneer of innovative thinking.

Griffith University Vice Chancellor, Professor Ian O’Connor (right) with Michael Rayner of Cox Rayner Architects

6 Star Green Star-rated The Sir Samuel Griffith Centre has been awarded a 6 Star Green Star rating by the Green Building Council of Australia. Green Star is a comprehensive, national, voluntary rating system that evaluates the environmental design and construction of buildings.

Solar power The Centre is covered by 1124 solar panels. The panels, which convert sunlight into energy to store in batteries, provide a stable power supply over any 24-hour period. Energy not used during the day is either stored for later use, or used for running the airconditioning systems the next day. The Centre only needs to use the electricity grid for power during unusually long periods of rain or cloud cover.

Hydrogen power The Centre will have a second, innovative energy storage system for, quite literally, a rainy day. From 2014, the Centre’s hydrogen fuel cells will kick in when the first batteries run down to a certain level. The Centre is the first building to run a hydrogen storage process on this scale.

Air conditioning At night, excess energy is used to chill water for the main air conditioning system to run the next day. Another air conditioner unit, separate from the main system, delivers personal levels of temperature and air flow through outlets at each desk or workstation. This reduces the workload of the primary system and provides a personal level of comfort.

Water harvesting Water is collected from the roof and stored in a large water tank for use in landscape irrigation and toilet flushing.

Construction materials The Centre has been constructed from glass, aluminium, concrete, steel, bricks and fibro-cement sheeting.

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essential services – document destruction

Solving the problem of privacy in the office

The Privacy Act requires many businesses to ensure the confidentiality of personal information.

ocument destruction isn’t just for the James Bonds of the workforce. There are many ways for a commercial property to securely dispose of documents in order to protect the privacy of clients and staff, or to safeguard a confidential project. Document destruction companies provide both ‘as required’ bulk services and permanent container services for businesses that need a reliable and safe method of disposing of sensitive or confidential information. These companies will collect and securely process any confidential paper or media material – and the best news is that these services are implemented with absolutely no inconvenience to the business owner. Document destruction specialists, which operate in all major cities and in some large towns across Australia, will arrange for the collection, transportation, secure destruction and processing of all sensitive material, usually at their offsite facilities. Companies that are dedicated to the disposal of confidential documents and other materials guarantee discretion and security throughout the entire process. These services dispose of material including business records, personnel records, media/health records, contracts and tenders, office files and archive files. It’s not just paper, either: most document destruction companies will destroy video tapes, CDs, DVDs and microfiche. Many of these services can also collect more sensitive or unusual items – those materials requiring special treatment, such as product recall items, quarantine waste, out-of-date stock, electronic hardware and media, and damaged merchandise. Document destruction services can be tailored and customised to suit your particular disposal needs. While most companies adhere to the industry practices of major government organisations and the military, some also ensure that the documents are disposed of in an environmentally sustainable manner. The range of disposal services includes everything from prepaid security bags to lockable security bins, which are taken for off-site processing under the strictest confidentiality guidelines. The containers are supplied and picked up by representatives from the companies, which means that all you have to do is say goodbye to your documents at the bin!

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

Material can be shredded and compacted or incinerated, and the disposal service can pick up materials for one-off or regular collections. These services are tailor-made to fit any size or style of business, from small companies to large conglomerates. Many companies also offer bulk site clearance for those requiring one-off document destruction, where all your confidential and sensitive documents are boxed or bagged up and removed for secure disposal. At the end of the process, certificates of destruction are available on request.

There are many ways for a commercial property to securely dispose of documents in order to protect the privacy of clients and staff, or to safeguard a confidential project. The Privacy Act requires an organisation to ‘take reasonable steps to protect the personal information it holds’. Complying with the regulations of the Privacy Act is not only the law, it’s also just good business practice. Using document destruction services to dispose of confidential and sensitive material will ensure your clients’ and your staff’s faith in your ethical business sensibilities. Safe document destruction is made much easier with these tailored services, which operate without inconveniencing busy business owners. For a responsible solution to the problem of privacy in the workplace, contact a document destruction service to assist you.

company profile

The advantage is clear

or nearly 15 years Shred-X Document Destruction has been the leader in secure destruction services. We assist organisations in complying with the Privacy Act 1988 and its amendments, providing tailored services to thousands of commercial sites across Australia. Our secure destruction services include document destruction, digital media destruction (hard drives, CDs, credit cards), archive box cleanouts, and uniform destruction, to name a few. The Shred-X advantage is clear; we offer a qualityassured process, the highest levels of security, a complete vetted chain of custody, and exceptional customer service. Our facilities are state-of-theart, and comply with (or exceed) all federally mandated guidelines for secure document destruction and shredding. Shred-X Document Destruction offers advice and strategies on data destruction policies. We can identify potential for data breaches and assist in the creation of data destruction policies. This is particularly

important with the Privacy Amendment Act 2012, which includes a set of new, harmonised privacy principles that will regulate the handling of personal information. Significant penalties of up to $1.7 million can be imposed if organisations are found to have breached the Privacy Act.

Learn more about the Privacy Law Reforms by visiting www.shred-x.com.au/fma or calling 1300 747 339.

$1.7 MILLION DOLLAR FINES FOR DATA BREACHES †

Australian privacy legislation states businesses must ‘take reasonable steps to destroy or de-identify personal information that is no longer ‡ required.’ The collection of personal information can be as simple as hard copies of emails, orders and accounts; or written notes from client contacts, meetings and phone calls. Not offering secure containers to clearly segregate confidential information from general paper waste puts your clients’ businesses at risk. Shred-X Document Destruction service many commercial sites across Australia. We can identify potential for data breaches and assist in the creation of data destruction policies to suit your client’s individual requirements.

Call 1300 747 339 to learn more or visit www.shred-x.com.au/fma Our business is making sure no-one knows YOUR business ® † Privacy Act 1988, Section 13G “Serious and repeated interferences with privacy”. Privacy Amendment Act 2012, Subsection 80W (5) Civil penalty orders. ‡ Subject to other record keeping requirements. Privacy Amendment (Enhancing Privacy Protection) Act 2012, Australian Privacy Principles 11.

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education & training

Unlocking skills and education for facilities management A concrete definition of facilities management has long been elusive, with opinions on the role of the facilities manager varying from FM staff being merely cleaning and maintenance operators, to them performing the gamut of tasks required for a building’s efficient operation.

hough there are certainly a variety of facilities manager roles due to the differing requirements of each individual building, there are a number of skills that facilities managers should cultivate in order to ensure that they maintain their value in the profession. FMA Australia is working with Standards Australia to create a single definition that will effectively illustrate the role of a facilities manager, but until then, the profession remains subject to interpretation. Here, we will outline skills – and where to find them – to keep you at the front of the facilities management game, whether you manage a 6 Star Green Star commercial office in the city centre, or a suburban industrial park.

construction, supply and security personnel, among others, are all part of the machine that keeps the building operating at optimum standards, so it’s important to ensure that all involved are kept abreast of the facility’s day-to-day functions.

Sustainability knowledge It’s no secret to anyone working in today’s built environment that sustainability is the buzzword of the moment. Not only are there environmental benefits to addressing the efficiency of your facility; there are also cost savings and reputational benefits. New builds, retrofits, fit-outs and general operations are all subject to close scrutiny with regard to their overall carbon footprints, and a good facilities manager will be aware of the requirements, as well as the opportunities, in sustainable facilities management.

SKILLS There are many elements involved in being a successful and effective facilities manager. Polish up on the skills below, and you will ensure your value at your facility.

Communication There is only one way to make sure that your facility runs smoothly – and that is to facilitate regular, open communication between all stakeholders in the operations processes. Maintenance, finance,

Risk management and compliance Facilities managers must adhere to a number of standards and requirements for their buildings. Safety is a huge concern in facilities across the board – notably in manufacturing areas with a high risk of injury or fatality, but also in any facility that is responsible for the wellbeing of either workers or the public when they are on site (read: all facilities). continued on page 76

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g n i k n i TTh g n i k n hi big? big?

Then learn how to: • Carry out risk management analysis • Develop & supervise a facilities management plan Then learn operations, projects how & contracts to: • Maintain corporate assets • Manage • • • •

Then learn how to:

• Develop & supervise a facilities management plan Manage operations, projects & contracts • Maintain corporate assets Carry out risk management analysis • Develop & supervise a facilities management plan Facilities Management Certificate Manage operations, projects & contracts assets • Maintain corporate Carry out risk management analysis

Facilities Management Certificate Facilities Management Diploma Facilities Management Diploma

Facilities Management Certificate Facilities Management Diploma 1800 066 128 • www.unep.edu.au

1800 066 128 • www.unep.edu.au 1800 066 128 • www.unep.edu.au

UNE Partnerships Pty Ltd - The Education & Training Company of the University of New England UNE Partnerships Pty Ltd - The Education & Training Company of the University of New England

UNE Partnerships Pty Ltd - The Education & Training Company of the University of New England

education & training

continued from page 74

In addition to safety, there are a number of areas in which facilities managers must be compliant, including building regulations, emissions, fire standards, access, diversity, and many others. Compliance is vital, so it’s important that you brush up on your knowledge of regulations regularly.

Technical knowledge Facilities managers should possess a comprehensive knowledge of the built environment and property market, and should be aware of industry information that is essential to effective facilities management. Data on building operations should be easily read and understood, and processes relating to that data readily actioned when necessary. Facilities managers should be on top of audits, inspections and benchmarks, and be able to ensure the requirements for each of these are met, bringing their expertise in each area to the task. Targets need to be met on time, and on budget, so strong planning and financial management are imperative.

Leadership Facilities management is not purely an operational role. The goal is not only to maintain a building’s operational efficiency; it is also to identify opportunities and embrace innovation in order to benefit the building, and the industry as a whole. Building update opportunities, membership to relevant organisations, and services and activities that assist the facility in meeting or exceeding its goals both operationally and otherwise should always be on a facilities manager’s radar. In addition, using your staff to maximise efficiency is an important part of managing your facility optimally. Proper staffing levels, and

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intelligent delegation, are instrumental in limiting bottlenecks and incompetence. Software can also help with scheduling.

EDUCATION With many facilities managers entering the industry with little or no prior specific industry training, it is critical that skills and knowledge be continually developed during the working life. Increasingly, facilities management is moving away from being considered a ‘trade’, and is understood to be a profession unto itself, requiring professional qualification. The availability of qualifications in facilities management has, until recently, been little. The good news now, though, is that there are more opportunities becoming available for education in the industry all the time. Options for education now include certificates, diplomas, degrees and postgraduate degrees in such areas as property and property services, facilities management, asset management and plenty more. The FMA itself runs a Diploma of Facilities Management in conjunction with Holmesglen, which addresses the vital elements of good facilities management. Graduates from the first intake of students from this Diploma are now demonstrating their newly acquired skills in the industry in various roles.

For a list of other institutions that offer facilities management qualifications, view the education guide on the FMA’s website: www.fma.com.au. As well as formal education, it’s also recommended that facilities managers undertake self-education through online resources, and by attending industry workshops and events.

company profile

Hot leasing: the future of training

ith the crippling cost of plant and equipment overheads, many registered training organisations (RTOs) are looking for cost-effective options that enable them to provide modern training courses without huge capital outlay. In an Australian industry first, the Construction Training Centre (CTC) in Brisbane South has introduced Hot Leasing: a unique initiative in which CTC assumes the capital and leasing costs associated with the delivery of RTOs training. CTC offers RTOs a state-of-the-art facility that can be hired from as little as one hour to one year, complete with plant and cutting-edge equipment, for one competitive daily rate. CTC CEO Phil Diver is excited to welcome the future of high-risk work licensing and safety training to Brisbane. ‘Utilising our world-class facilities and equipment provides RTOs with the opportunity to establish themselves without the hefty outlay otherwise required,’ said Mr Diver. ‘The flexibility of Hot Leasing means that RTOs only incur costs when they are conducting training, and it alleviates plant and equipment from idling when a course isn’t running.’ Specialised equipment and facilities are available for high-risk work licensing and safety training. Hot Leasing has commenced and will be fully operational in the new year.

P. (07) 3216 6711 | E. info@ctc.qld.edu.au | www.ctc.qld.edu.au

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security

Bomb threat – justifying not evacuating BY DON WILLIAMS

No-one knows how many bomb threats are received every month in Australia. It is known that not every threat results in an evacuation, nor does the discovery of an unidentified item always cause the shutdown of the site. Unlike a fire, some incidents do not have an obvious hazard and an equally obvious response. So on what basis does a manager decide whether or not to evacuate? The use of a defined, defensible assessment process helps the relevant manager, be they chief warden, security, emergency or facilities manager, decide when to evacuate and when to let the site continue to operate. This article provides a brief overview of the principles that can be used to support the decision.

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he argument ‘better safe than sorry’ is used to justify an evacuation every time there is an incident. This is particularly popular with emergency services personnel, who do not have to face the consequences of the evacuation. An evacuation is not like a fire drill, during which people walk out of the building, get their names checked off and walk back in with minimum disruption. Evacuation has serious implications, risks and real costs. There is nothing ‘safe’ about moving hundreds or thousands of people in a manner that they are not used to, unless they are being moved away from a hazard. Evacuation in many sites requires walking down many flights of stairs, an undertaking that, given our ageing and widening society with an increased number of heart and other health conditions, should only be undertaken if necessary. Australian Standard 3745 (Planning for Emergencies) permits the use of elevators for incidents other than fire, but only a small proportion of the building’s population, usually those with mobility issues, can be accommodated in the time required. Evacuating people may expose them to other hazards, as it can lead to congestion and crush points at exits; this is particularly true of sporting grounds, shopping centres and other places of mass gathering. Once evacuated from the building, the evacuees need to be protected from weather, traffic and other hazards, and few emergency plans go beyond getting people out the door. The placing of hundreds or thousands of people into the urban landscape at short notice has knock-on effects that can be multiplied if other buildings also decide to evacuate – a possibility if the cause is a bomb threat or unidentified item.

security

going to be responsible for determining when and how the site will be reoccupied, again, probably after a few hours. The result is that every tenant is going to lose the best part of half a dayâ&#x20AC;&#x2122;s productivity â&#x20AC;&#x201C; for some, this may mean implementing part of the business continuity plan. If the event occurs in the afternoon, local executives or managers need to decide whether it is worth keeping the staff nearby, or better to close for the day and send them home. For performance, cultural or sporting venues there can be significant costs in refunding tickets and rescheduling the activity. Similarly for universities, evacuating during exam time has costs related to resitting and resetting the exams. Retail outlets need to consider security during the evacuation to prevent theft during the mass movement of people and while the site is empty. Consideration of how the building will be reoccupied should be part of the emergency and security plans.

Many emergency plans do not provide alternative evacuation routes or assembly areas, and wardens are not always trained to decide which route to use and how to direct people to those routes. People will usually want to leave the way they came, or by the route that they used in the last fire drill. Some evacuation assembly areas are too close to the site for an explosive hazard, so, even when evacuated, people are still at risk. During evacuations, families can be separated, causing additional stress. If there are health centres, aged care or child-minding centres on site, then a whole range of additional factors comes into consideration. If an evacuation is initiated, the chief warden needs to be confident that all cooking fires, mechanical processes, Hazmat materials and other hazards have been made safe so that the act of evacuating does not create a bigger disaster than the initiating incident. Also, the chief warden needs to be sure that that all secondary hazards (those items existing in the site that are normally safe until acted upon by an event like an explosion) are identified and, if possible, protected. For organisations that hold sensitive information, a real concern is how to secure hard and soft copy information while evacuating. Such factors should be detailed in the siteâ&#x20AC;&#x2122;s emergency plan. In addition to the human costs of evacuating a site, there are significant financial costs. Evacuating in response to a bomb incident, such as an unidentified item, will usually result in the site being closed for three hours or more while the emergency services respond to the item. If the evacuation was in response to a threat where no related suspicious item was found, the relevant manager is probably

Many emergency plans do not provide alternative evacuation routes or assembly areas, and wardens are not always trained to decide which route to use and how to direct people to those routes

If the site includes or overlooks public transport links, there can be widespread implications if the transport controllers decide to stop traffic past the site based on an evacuation due to a potential bomb incident.

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 4

security

For some organisations, particularly government agencies, the cost of evacuating is reduced as there is no profit motive, and therefore they may decide to evacuate on a relatively low level of evidence. Other tenants then have to decide if they will also evacuate based on the first organisation’s assessment. The reality is that if one tenant decides to evacuate, it is difficult, without having access to the information, to decide to remain. In such cases, the other tenants probably have good cause to ask why the initial decision was made to evacuate, and to point out the risk and costs incurred as a result.

If there is reason to believe that there is a hazard, particularly a bomb, then the only real safety is provided by distance and by getting behind something solid, like another building – preferably not one with large glass façades

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Managers who make decisions to evacuate should be aware of the implications and consequences of the decision. This does not mean that evacuations should never occur – just that managers should be aware of what the decision entails. If there is reason to believe that there is a hazard, particularly a bomb, then the only real safety is provided by distance and by getting behind something solid, like another building – preferably not one with large glass façades. Therefore, the issue becomes one of evacuating only when it is reasonable to believe a hazard is present. Just because a threat has been received, or an unidentified item is found, does not mean that there is a hazard. Managers may find it of benefit to change the traditional wording of the questions. Rather than ‘Is the threat real?’ (hint: it is a real threat), managers should ask, ‘Can the perpetrator have done what they claim?’ Managers should be able to answer this question, given their knowledge of the site, awareness of current activities, control over public and secure areas, confidence (or not) in access control systems, ability to talk to front-of-house and other staff, ability to review CCTV and access control records, and ability to search any nominated areas. In relation to unidentified items, rather than ‘How big might this bomb be?’ the question can be, ‘Why would I think this item is hazardous?’ Again, managers can answer this question through reviewing CCTV footage and access control systems to determine how it got there, interviewing staff and other witnesses, and having someone look at the item. The decision will then be made either that the item may pose a hazard, in which case an evacuation should be initiated, or that the item is rubbish or lost property, and should be treated as such. Some managers will always prefer to be ‘safe than sorry’ and to evacuate; they need to understand the consequences of this decision. Other managers who never evacuate because it is too much trouble or ‘they are always hoaxes’ also need to be aware of the potential consequences of that decision. In all cases, managers must be able to justify their decisions based on a structured process. Additional guidance on how to assess threats and unidentified items is provided in ‘Bomb Threats – the Manager’s Guide’, available through www.c-pubs.com.au/products-page/asrc-security-resilience-imprint/ along with the sister publication ‘Blast: How explosive devices kill people and destroy buildings’, which provides a non-specialist understanding of blast effects.

Don Williams CPP RSecP holds qualifications in security management and security risk management, as well as project and resource management, and is a Certified Protection Professional. Don has provided professional managerial advice on security and strategic security analysis for over 28 years. He has a particular specialty in bomb safety and security. He is a member of ASIS International, the Institute of Explosives Engineers, the International Association of Bomb Technicians and Investigators, and the Venue Managers’ Association. Don can be contacted at donwilliams@dswconsulting.com.au.

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UrbAn EnErgy solUtions At work: This system utilises a sophisticated Cogeneration system and waste heat recovery Absorption chiller to efficiently generate a proportion of the electricity used by the centre and efficiently generate cooling. The cogeneration system is a 120kW cogeneration system with a daily electrical output of 1,800 kWh and a daily thermal output of 2,445 kWh. The chiller system is a 98kW absorption chiller with a daily thermal (cooling) output 1,470 kWh.

Producing ecologically sustainable designs and environmental performance for commercial buildings in Australia 1/10 Anella Avenue Castle Hill NSW 2154 Ph: 1300 66 99 81 Fax: (02) 8850 6344 info@urbanenergy.com.au