2046 facility perspectives low res by Executive Media

The leading resource for facilities management in Australasia

Volume 8 Number 1 March 2014–May 2014

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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, Sarah Murray, Serco, Romilly Madew, Brookfield Johnson Controls, Michele Leembruggen, Mark Davidson, Lucy Sharman, Vince Aherne, Heap-Yih Chong, Xiangyu Wang, Jun Wang, Jun Guo, Don Williams, CitySwitch Green Office, Sally Odgers, Jed Link Cover image: Fiona Stanley Hospital, Western Australia. Image courtesy of Serco. Stock images sourced from: iStock, ThinkStock and Getty Images.

3 CEO message

18 Leading the

GREEN BUILDINGS

INDUSTRY UPDATE

6 FM Industry News

There are always new developments in facilities management. Take a look at what’s happening around the country in FM.

14 ideaction.2014 hits

the sun, sand and surf at Manly Beach, Sydney If you needed one more reason to head to ideaction this year, consider its fabulous location!

16 Building business 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 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 within 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 nor editors can accept responsibility for the accuracy of information that is supplied by others. It is impossible for the publisher and editors to ensure that the advertisements and other material herein comply with the Competition and Consumer Act 2010 (Cth). Readers should make their own inquiries in making any decisions, and, where necessary, seek professional advice. © 2014 Executive Media Pty Ltd. All rights reserved. Reproduction in whole or part without written permission is strictly prohibited.

through content marketing Reach out to the industry using FMA Australia’s marketing insight.

COMPANY PROFILES

11 Asset Support Group 12 Shaw Contract Group 19 Zip Industries 21 Service Works Global 26 Nuflow 33 Lamson 34 Tork 37 Trilogy Building Services 39 Schneider Electric

development of industry knowledge FMA’s Knowledge Portfolio Group ensures that members have access to the latest research and a broad knowledge base.

36 Operating at peak

22 2014 Australian

performance The Green Building Council of Australia’s new Green Star – Performance rating tool is instrumental in achieving great upgrade results.

41 Increased value

Technologies Competition

through flexible workplace design Brookfield Johnson Control’s new tenancy incorporates flexible workspaces for a more integrated and efficient workplace.

MEDICAL FACILITIES

28 Facilities

management and support services at Fiona Stanley Hospital A new medical facility incorporating innovative services and groundbreaking technology, Western Australia’s Fiona Stanley Hospital will open in October this year.

44 1200 Buildings

Retrofit Survey 2013 The City of Melbourne talks to its building owners and managers about retrofit activity in the municipality.

46 Urban Energy

74 Programmed Property

Australasia 50 Dalkia 56 SkyCool 59 BIOZONE Scientific International 62 ARBS 2014 67 Locker Group 68 Thermoscan Inspection Services Pty Ltd

Services

78 Advanced Spatial

Technologies

85 Hydro Heat Supplies

Pty Ltd

86 DORMA 90 Allied Pickfords 93 Energy Services

Australia

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

48 Thoughtful lighting

72 Make your paint count

RETAIL

BUILDING INFORMATION MODELLING

prospects, new skills challenges The retail industry is facing some exciting changes, according to a new report.

76 Integrating building

INTERVIEW

A revolutionary lighting system has the potential to drastically reduce your energy costs.

52 Let them climb the walls and

the roof The City of Sydney’s Lucy Sharman discusses how the council is encouraging the uptake of green roofs and walls in the Sydney CBD.

HVAC

58 The new space race

The trend in more energy-efficient HVAC also calls for an evaluation of space requirements.

MAINTENANCE + ESSENTIAL SERVICES

64 Quantification of NCC building and plumbing requirements A look at proposed reforms to the National Construction Code.

66 Workplace health and safety

excellence honoured The ninth annual Safe Work Australia Awards will recognise outstanding contributions to safe workplaces.

70 Reforming Australia’s contract

Paint by its very nature is a superficial thing; however, its value goes much deeper than the surface.

information modelling with facilities management How BIM and FM can complement each other and be integrated to accommodate complicated human needs.

SECURITY

80 Active shooters in places of

mass gathering Though not a common occurrence, shootings in public places require a detailed plan for such a situation, of which all employees should be aware.

BUSINESS RELOCATION

88 A socially and commercially sustainable office move Through the CitySwitch program, engineering company Steensen Varming has relocated to a building with leading green credentials.

cleaning industry Two great initiatives are working to protect the rights of contract cleaning employees.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

92 Australian retail – new career

94 Facilities Manager of the Year

Fresh from winning the Facilities Manager of the Year award at the 2013 FMA Awards for Excellence, Sally Odgers tells us what this award and her job mean to her.

CREDENTIALS

96 The personal and industry-

wide benefit of a quality FM credential program Jed Link of the International Facility Management Association examines how FM professionals can ensure they have the necessary skills to meet the needs of the industry.

from the CEO

CEO message

Welcome to 2014. Only a couple of months in, and it’s already clear that the year ahead holds a great deal of both opportunity and challenge for the FMA and the wider facilities industry.

xcitingly, there are a number of projects underway that are set to change the landscape of the Association. These projects will continue to increase the value of membership, and enable increased participation in a range of industry-based projects by facilities management professionals. The second annual industry census is due to be released by mid-year. For the first time, it will enable a like-for-like comparison of data over a 12-month period, and is an important step in identifying current and emerging industry trends that will better inform the direction of future FMA and industry policy, advocacy and event activity. The national conference, ideaction.2014, to be held in Manly Beach, Sydney, is set to build on the strength of last year’s Hobart experience. On offer is an array of informative content, high-profile keynotes, an exciting social program, and a diverse and informative site visit program. The theme this year is ‘a brighter future for facilities management’, which will be tackling the growing role of facilities managers head-on, along with the vital need to continue building knowledge of the profession. Providing specialised support and activities for special interest groups, such as residential facilities and schools, among others, has been an FMA priority for some time. Now, with the establishment of a stronger framework to better enable targeted activities, the demand for customised information and member services is able to be fulfilled and will continue to grow. In addition, changes to membership categories, including the development of a corporate category, will ensure that member value continues to be front and centre for the FMA as it continues to transform itself to deliver increased value both to FM individuals and organisations. Already this year, the Association has represented the FM industry with a comprehensive budget submission outlining the need for government endorsement for three key initiatives

supporting industry skills development. This document is the culmination of research over the past 12 months, following extensive input and liaison with members. The Association has also submitted a response to the issues paper for the energy white paper on the creation of the Emission Reduction Fund – a core part of the government’s Direct Action Policy. The response highlighted the need to consider issues such as future changes in environment regulation, verification, and split incentives in abatement savings as key to ensuring facilities managers are considered in the design of the methodology. As planning for FMA events to be held throughout the year progresses, the Association has continued to grow the relationship with the Department of Industry through the supplier advocate program, and a range of technically based presentations is being developed. Significant issues for the industry over the past six months have been the impending phase-out of R22 gas from HVAC, and falls prevention. The R22 phase-out is legislated for June 2016. The Association, in collaboration with industry partners, has already piloted a successful technical session on this topic, and will be looking to expand the exposure of this information over the next six months. Falls prevention has also hit the radar, having received press attention over issues that have been hidden in the operational context of buildings, and with many wrongly assuming that this is confined to construction sites. The FMA will continue to monitor the situation, and will respond on behalf of the industry where appropriate. If the time since the Christmas break is any indication, it is going to be a very full year.

Nicholas Burt Chief Executive Officer FMA Australia

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

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industry update

FM Industry News Industry Policy Position – Emissions Reduction Fund The Emissions Reduction Fund (ERF) is the centrepiece of the Australian Government’s Direct Action Plan, which will work together with other incentives to meet Australia’s target of reducing emissions to five per cent below 2000 levels by 2020. The FMA’s Policy Position has been developed in response to the government’s request for industry comment regarding any aspect of the design of the fund, including views on low-cost abatement, and key design features such as baselines and contract arrangements. The policy position had been drafted through collaboration with members of the Facility Management Association of Australia (FMA), and therefore treated as an industry-wide response to the government’s policy. In our response, the FMA wanted to direct the government’s attention to the following key points of interest: 33 potential sources of abatement 33 length of abatement contract 33 baseline development 33 mitigating risk from changes in government 33 methodology development 33 verification 33 addressing split incentives.

For a copy of the Policy Position, email policy@fma.com.au.

Safe Work Australia releases new guides to workplace bullying and fatigue Following an extensive consultation and review process, Safe Work Australia converted the draft Code of Practice, ‘Preventing and Responding to Workplace Bullying’, into a ‘Guide for Preventing and Responding to Workplace Bullying’. It has been released together with ‘Dealing with Workplace Bullying – A Worker’s Guide’, and a set of frequently asked questions (FAQs) on workplace bullying. The guides on workplace bullying focus on the duty to manage risks under work health and safety laws, and provide advice to businesses and workers on how to prevent workplace bullying and how to respond if it does occur. Additionally, ‘Managing the Risk of Fatigue at Work’ and ‘Fatigue Management – A Worker’s Guide’ provide guidance for persons conducting a business or undertaking, and other duty holders, on how to manage fatigue in the workplace.

For more information on these guides, please visit the Safe Work Australia website: www.safeworkaustralia.gov.au.

South Australia on track to have first LEED Gold-rated laboratory The South Australian Health and Medical Research Institute is on track to becoming the first Leadership in Energy and Environmental Design (LEED) Gold-rated laboratory in Australia. The 25,000-squaremetre building has been designed and constructed by a consortium of firms, including Woods Bagot, Hindmarsh, Aurecon, NDY, Cundall and RFD. The project is a $200-million federally funded bioresearch facility that features nine research modules, housing up to 700 researchers looking at ways to foster innovation and improvements in health services. Woods Bagot said the United States LEED rating system was chosen so that the building could be benchmarked against an international rating system; however, some industry practitioners say that LEED is favoured in research and medical facilities because it can attract global talent familiar with the rating.

For more information, please refer to the South Australian Health and Medical Research Institute website: www.sahmri.com. Story sourced by the fifth estate: www.thefifthestate.com.au.

High Australian dollar prolonging current weaknesses and impeding economic recovery According to BIS Shrapnel’s ‘Long Term Forecasts: 2013–2028 report’, growth will remain stuck in a 2.5 per cent to three per cent band over the next two years, with the stubbornly high dollar impeding the process of structural change away from declining mining investment, and delaying the recovery in non-mining investment. The report predicts that a return to strong, sustainable growth is not expected before the latter years of this decade, unless we have another sharp drop in the exchange rate in the near term.

For more on the BIS Shrapnel report, visit their website: www.bis.com.au.

Australia’s population projected to double by 2075 Australia’s population is projected to double to 46 million by 2075, according to the latest population projections released by the Australian Bureau of Statistics (ABS). According to high- and low-growth scenarios, however, it could be as early as 2058, or after 2101. Other highlights of the projections revealed that Perth will overtake Brisbane in 2028 with three million people, and the Australian Capital Territory will overtake Tasmania 10 years later. By 2053, ABS projections foresee Melbourne and Sydney’s populations being neck and neck, with 7.9 million people each.

For more on population projections, search for the ‘Population Projections, Australia, 2012 (base) to 2101’ report on the ABS website: www.abs.gov.au.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

industry update

NSW OEH releases feasibility guide for cogeneration In an Australian first, the NSW Office of Environment and Heritage (NSW OEH) has developed a guide to assist businesses seeking to unlock savings from cogeneration and trigeneration systems. The Energy Saver Cogeneration feasibility guide is a practical document designed to guide business decision-making by answering the questions where, what and how for on-site cogeneration and trigeneration. A cogeneration feasibility tool was also released, which complements the guide. The tool allows users to identify the most appropriate plant size for their site, provides different future price scenarios to allow a sensitivity analysis to be undertaken, and provides financial estimates using different accounting methods.

For more information, visit the Office of Environment and Heritage website: www.oeh.nsw.gov.au/publications.

Work begins on Energy White Paper The Australian Government has released its terms of reference for the Energy White Paper that is expected to drive economy-wide reforms relevant to the energy sector. The white paper is the government’s first step in delivering a new framework for a national energy and resources policy that is clear, consistent and stable. Following this, the Department of Industry will consult key stakeholders and invite public submissions to ensure that policy is robust, well informed, and relevant to energy consumers, Australian industry, and the energy and resources sector. The Facility Management Association of Australia has written to the department, requesting involvement throughout the consultation period.

For more information on the terms of reference, visit the Department of Industry’s website: www.industry.gov.au/EnergyWhitePaper.

First for NABERS Energy – Data Centres Fujitsu is the first facility to achieve a NABERS Energy for Data Centres rating, achieving a 4 Star ‘Infrastructure’ rating for its Noble Park data centre in Victoria. Mike Foster, Chief Executive Officer of Fujitsu Australia and New Zealand, said, ‘We have made significant investments in our data centre infrastructure in Australia, including a recent upgrade of the Noble Park facility. We are pleased to be awarded a 4 Star NABERS rating, which is an excellent reflection of the focus we have placed on this important aspect of our business.’

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

industry update

Changes to NABERS fee structure On 1 July 2014, the NABERS National Administrator will introduce a new fee structure, including a one-off price increase followed by annual CPI indexing thereafter at the beginning of each financial year. Other changes include a reorganisation of the discount structure to align the NABERS and CBD programs, and multiple discounts no longer applying to one rating. This new fee structure is based on analysis of the financial sustainability of the program, and is being introduced to keep pace with increased costs and to ensure necessary resourcing.

For more details, please visit the NABERS website: www.nabers.gov.au.

Delta FM Australia part of consortium to provide 10 new Queensland schools In late December, the Queensland Government announced a publicprivate partnership with the Plenary Group’s Edvantage consortium to design, construct, commission, finance, maintain and provide facilities management services for 10 new schools in Queensland. Delta FM Australia is part of the Plenary Group’s Edvantage consortium, which is responsible for the delivery of facilities management services. Other members include Plenary Group (project sponsor, financial arranger and equity investor), Westpac Construction (building contractor), and Palisade Investment Partners (equity investor).

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Further information is available at the Projects Queensland website: www.treasury.qld.gov.au/projects-queensland/ projects/queensland-schools.

Lost funding and funding uncertainty for energy efficiency and Direct Action The Australian Government Mid-Year Economic and Fiscal Outlook has made deep cuts to existing energy efficiency programs. Mandatory programs for large energy users and community energy efficiency programs have been cut. The government has not included funding for its flagship climate program, Direct Action, in the MYEFO, and the Million Solar Roofs program has also been left out.

Sourced from the Australian Sustainable Built Environment Council’s newsletter, issue 25.

2013 World Energy Outlook Although technology and high oil prices are opening up new oil reserves, this does not mean that we are on the verge of an era of oil abundance, according to the International Energy Agency’s 2013 edition of the World Energy Outlook. The report has highlighted that in OECD countries, energy demand has hardly risen, and has predicted that by 2035, it will be less than half that of non-OECD countries. With regard to a low-carbon future, the report identified that low-carbon energy sources meet around 40 per cent of the growth in global energy demand.

For more information, visit the International Energy Agency’s website: www.iea.org.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

industry update

World Economic Forum releases 2014 Global Risks Report

Environmental products market set to open up

In its ninth edition, the World Economic Forum’s 2014 Global Risks report aims to enhance our understanding of how a comprehensive set of global risks is evolving, how their interaction can lead to unexpected and often systemic impacts, and the trade-offs involved in managing them. This is a useful document for policy-makers, chief executive officers, senior executives and thought leaders around the world, allowing them to understand, map, monitor and mitigate global risks. This year’s top 10 global risks of highest concern include: 33 fiscal crises in key economies 33 structurally high unemployment/underemployment 33 water crises 33 severe income disparity 33 failure of climate change mitigation and adaptation 33 greater incidences of extreme weather events 33 global governance failure 33 food crises 33 failure of a major financial mechanism/institution 33 profound political and social instability.

A group of World Trade Organization (WTO) members has begun preparing for negotiations to eliminate tariffs on environmental goods. The initiative brings together WTO members, which account for 86 per cent of global trade in environmental goods, including China, the European Union, Japan, Korea and the United States. The negotiation will also be open to any other countries sharing the ambition to promote free trade in environmental goods. The negotiations will build on the 2012 APEC commitment to reduce tariffs on 54 environmental goods. Removing or lowering the tariffs on goods such as solar panels and wind turbines would lead to lower prices and greater availability of those products.

If you are interested in understanding more about global risks and their potential implications to your business, please visit the World Economic Forum’s website: www.weforum.org/reports.

For more information, contact the Trade and Investment Minister’s Office on (02) 6277 7420.

South Australian local governments may soon finance commercial building upgrades The South Australian Government is looking to amend the Local Government Act 1999 to introduce enabling provisions for a new financing mechanism for the upgrading of commercial buildings, in South Australia. The draft amendments: 33 authorise South Australian councils to enter into building upgrade agreements with owners of existing buildings and finance providers to enable building owners to undertake environmental upgrade works on their buildings 33 authorise councils to levy a building upgrade charge against the land on which the building is situated 33 provide for a building owner to recover contributions towards a building upgrade charge from a lessee occupying the building, provided certain conditions are met.

To contribute towards an industry submission, please send your comments to our Research and Advocacy team at policy@fma.com.au by close of business on 31 March 2014. To view more information, visit www.sa.gov.au.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

industry update

FMA asks government for leadership and support in developing productive, safe and healthy built environments

Stockland named one of the Global 100 most sustainable corporations

This year’s pre-budget submission seeks government leadership and support for industry research, industry development, and the design and construction of cost-efficient and functional facilities. The aim of the pre-budget submission is to inform government of the significant gains in productivity, health and safety that can be achieved through facilities management practices, and how the proposed initiative can lead to the following: 33 more productive and sustainable built environments 33 improved efficiency and effectiveness of facilities management professionals 33 improved performance and productivity of newly designed and constructed facilities. The focus areas of this year’s pre-budget submission have been developed in consultation with the FMA’s Advocacy Portfolio Group.

In January 2014, Stockland was named number 32 on the Global 100 Index at the World Economic Forum in Davos, Switzerland. Stockland moved up from last year’s number 83 ranking, and is now the fourth most sustainable corporation in Australia, and the second most sustainable real estate company globally out of those that made the list.

Revised model Work Health and Safety Regulations now available Technical amendments have been made to the model Work Health and Safety (WHS) Regulations 2011. A revised version of the Regulations is now available. The revised version incorporates technical amendments made to correct inadvertent errors, clarify policy intent and address workability issues. These revisions apply mainly to high-risk work, diving work, plant, asbestos and major hazard facilities. A summary document of the key technical amendments has also been made available.

To access this information, please visit the Safe Work Australia website: www.safeworkaustralia.gov.au.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

For more information on the Global 100 Index, please visit global100.org/global-100-index.

Draft Standards on Energy Audits released for public comment Standards Australia has announced the release of three draft Standards on Energy Audits for public comment: 33 AS/NZS 3508.1 – Commercial building operations and maintenance 33 AS/NZS 3508.2 – Industrial and related activities 33 AS/NZS 3508.3 – Transport related activities. These draft Standards have been released to allow stakeholders to participate in the revision of this critical suite of Standards regarding general requirements for energy audits.

The Australian Standards are available at the SAI Global website: www.saiglobal.com/shop. The FMA is interested in your comments, and would like to invite all those interested in contributing towards an industry submission to forward their comments to our National Policy Coordinator at policy@fma.com.au.

company profile

Are you putting people at risk?

egular programmed maintenance and testing is vital to maintaining workplace safety and meeting compliance standards. Outsourcing to an accredited provider reduces the burden and ensures achievement of the required standards. In addition to ensuring workplace safety is sustained, outsourcing offers: 3 cost-saving benefits through reduced overheads 3 the advantage of well-equipped and trained resources who recognise potential issues before they arise 3 assurance that the job is done properly and certificates provided 3 increased reliability and peace of mind. When choosing a provider, itâ&#x20AC;&#x2122;s important to look for a certified organisation that employs experienced A-grade electricians who know the Standards and have the qualifications to fix any issues that are identified. We also recommend that you look for a partner that provides you with online reporting that lists the test results and maintenance history â&#x20AC;&#x201C; so you have the data at your fingertips when you need it. Asset Support Group provides specialist programmed electrical maintenance services, offering qualified professionals with safety and quality accreditation. We use world-class, cloud-based scheduling, data capture and online reporting to deliver testing and tagging, exit and emergency lighting testing, thermography, RCD testing and relamping services. Contact Asset Support Group to learn how you can cost-effectively keep your workplace safe and compliant.

Why choose us? World-class cloud based scheduling, data capture and on-line reporting Experienced and qualified professionals with full quality and OHS accreditations To maintain a safe workplace and meet Australian standards

T. 03 9776 9925 E. sales@assetsupportgroup.com W. www.assetsupportgroup.com

FACILITY PERSPECTIVES || VOLUME 8 NUMBER 1

X 11

company profile

Shaw Contract Group delivers retrofit flooring solutions without any sacrifices

An installation featuring tiles from the ‘In Stock.In Australia.’ collections

nderstanding the unique requirements of retrofit projects, Shaw Contract Group delivers award-winning carpet tile that’s delivered on time, on budget, and is easy to install and environmentally sustainable. A wholly owned subsidiary of Shaw Industries Inc – the world’s largest carpet manufacturer and recycler – Shaw Contract Group combines the expertise of its parent company with local knowledge to deliver tailored flooring solutions. ‘At Shaw Contract Group, we understand that retrofit projects run to restrictive budgets and timeframes, but believe this should not mean a sacrifice of style or the environment,’ says Paul McCosker, General Manager of Shaw Contract Group Australia. ‘Our “In Stock. In Australia.” collection of EcoWorx® carpet tile, combined with our revolutionary LokDots installation system, offers customers a flooring solution that’s not only able to meet tight budgets and timelines, but that also enables design and the environment to be considered,’ says Paul. Shaw’s ‘In Stock. In Australia.’ collections of EcoWorx® carpet tile include some of the company’s most popular styles, suitable for everything from front-of-house projects through to high-volume, budget-conscious projects. Better still, the ‘In Stock. In Australia.’ collection can be despatched within 48 hours of confirming an order. When it comes to occupied space installations, Shaw’s revolutionary LokDots system is an alternative to traditional wet adhesive and allows carpet tile to be installed with minimum disruption to tenants, ultimately saving you time and money. Designed for EcoWorx® carpet tile installation, LokDots is a Cradle to CradleTM-certified, non-toxic and odourless pressure-sensitive dot installation system. The system uses 97 per cent less adhesive, virtually eliminating the issue of volatile organic compounds (VOCs), making it an ideal solution for occupied space applications.

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FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Shaw’s EcoWorx® carpet tiles are 100 per cent PVC- and bitumenfree and are Cradle to CradleTM Silver-certified, ensuring a healthy, safe, efficient and quality product that is recyclable again and again. EcoWorx® carpet tiles were the world’s first fully recyclable Cradle to CradleTM carpet tiles, and in Australia are certified with the highest level of GECA certification (‘GECA 50-2011’) and a ‘Level A’ rating according to the Green Building Council of Australia’s Green Star rating system, delivering maximum Green Star points. All of Shaw’s EcoWorx® products are also backed with an environmental guarantee for reclamation and recycling. At the end of the carpet’s useful life, Shaw will reclaim any EcoWorx® carpet at no cost and recycle it into new product.

A LokDots installation

To find out more about Shaw Contract Group Australia visit www.shawcontractgoup.com.au or call 1800 556 302 today.

A new approach to retrofit flooring Renovating a commercial building? Shaw Contract Group, the world’s largest carpet manufacturer and recycler, has your flooring needs covered. We believe restrictive budgets and time frames should not mean a sacrifice on style or the environment for any project. This means superior-performing carpet at the most competitive prices. Our reliability and expertise across all segments means we help get your floors down faster, with minimal disruption to your tenants. And our diverse range is available immediately or within short lead times, so you’ll always find what you want, when you want it.

Australia 1800 556 302 shawcontractgroup.com.au

New Zealand 09 574 0640 jacobsens.co.nz 1422

industry update

ideaction.2014 hits the sun, sand and surf at Manly Beach, Sydney

‘Facilities management: A brighter future’ is the theme for this year’s not-to-be-missed National Facilities Management Conference and Exhibition.

resented by the Facility Management Association of Australia, ideaction.2014 is to be held at Sydney’s Manly Beach from 18–21 May. Delegates will have the opportunity to meet with facilities management industry professionals and government representatives from around Australia, to discuss and exchange ideas, to attend presentations by industry thought leaders, and to participate in stimulating workshops and panel debates. This year’s introduction of the great debate is tipped to develop some thought-provoking discussions that should not be missed by those in the industry. Conference speakers will address a range of current and future industry issues, while keynote and workshop speakers will seek to provide some insights for your organisation’s capabilities and strategies across a diversity of sub-themes, including: 33 emerging technologies 33 skills development 33 education 33 case studies 33 industry innovation 33 trends 33 future potential and directions. Master of Ceremonies and keynote speaker David Rendall has a colourful CV that includes speaker, leadership professor, stand-up comedian, endurance athlete and author. His experience with audiences ranging from government organisations through to Fortune Global 500 companies will ensure an exciting and inspiring few days. Other keynotes include Tom Elliott, a well-known media

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

commentator in the fields of state and federal budgets, the economy and financial reform; and Louise Mahler, who pioneered the study of vocal intelligence. Delegates will have the chance to meet with key industry suppliers in the relaxed yet informative environment of the exhibition area, where you can find out about products and services, and develop new and lasting business relationships. Site tours of the Sydney Opera House, Commonwealth Bank Place Darling Quarter, Westfield Sydney, Sydney Olympic Park and the The Tyree Energy Technologies Building at the University of New South Wales promise to be engaging, informative and fun. Not to be missed will be this year’s numerous social opportunities for connecting and relaxing with other FM professionals, including the Chairman’s Welcome Reception at Manly’s much-loved Ivanhoe Hotel on day one. The social highlight of the conference, the ideaction.2014 Conference Dinner on day two, will see delegates catch a ferry at sunset and land at the world-famous Luna Park. In such a location, the dinner will be a night of fun with delicious food and drinks, and great entertainment. While you’re at the conference, stay and experience more of Australia’s largest city with plenty of sites and scenes to experience in Sydney and its surrounds.

ideaction.2014 registrations are now open. Visit www.ideaction14.com.au to register and for program and site visit details today! Special discounted accommodation rates are on offer for conference delegates at the Novotel Sydney Manly Pacific. Discounted car park rates are also available at the conference venue.

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industry update

Building business through content marketing The fall of traditional marketing In the information age, traditional approaches to selling products and solutions are increasingly taking a back seat to a range of exciting new opportunities, which tap into markets that are growing in sophistication and knowledge.

ndividuals and organisations are becoming hyper-connected, and with information readily at the fingertips of decision-makers, it is not only changing the way individuals – who on average digest at least 10 pieces of information before making a purchasing decision1 – purchase goods and services, but also how businesses purchase goods and services. In the B2B market, almost 60 per cent of the buyer journey is complete before prospects approach vendors. That is why businesses and products with a ‘high brand connection’ with buyers are 60 per cent more likely to be considered, purchased or receive a premium on price. Furthermore, B2B branding that connects on an emotional level with buyers will have double the impact of B2B marketers who try to sell business or functional value2.

The rise of content marketing So what’s the answer to moving your marketing efforts from being predominantly about promotion to one that connects emotionally with your buyers? Content marketing. Content marketing is defined as any marketing format that involves the creation and sharing of media and publishing content in order to acquire customers. Some of the various types of content used for content marketing in Australia include videos, webinars, e-newsletters, white papers and microsites, with the most popular Multi-Unit Residential

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Facilities Management

method being the creation of articles on websites and social media other than blogs. In distributing content, the most popular platforms used for B2B marketing include LinkedIn, Facebook, Twitter and YouTube3. According to an article published in January 2014 by Forbes, titled ‘Is Solution Selling Dead? The 2014 Content Marketing Imperative’4, 78 per cent of chief marketing officers think that content is the future of marketing. Furthermore, an Australian survey undertaken by the Content Marketing Institute (CMI) found that 93 per cent of Australian B2B marketers are using content. More than 60 per cent of respondents also stated that they intend to increase their spending on content marketing. This is not surprising, considering that studies such as the CMI’s have shown that content marketing achieves higher brand awareness, increased levels of trust in the brand, and greater lead generations that follow through to the leads becoming real customers.

Effective content marketing Although the CMI research found that over 90 per cent of organisations are using content, only 33 per cent of marketers have rated the effectiveness of their content marketing highly. These figures highlight that, for real results that stand out in the crowd, organisations need to think more strategically about the content they create and how maximum value can be achieved. Effective content marketing is about getting distribution to large audiences so as to promote not only the insights and points of view of the organisation, but also to promote those of other experts and relevant stakeholders. In a study undertaken by the Corporate Executive Board (CEB), it was found that information that teaches the customer something new about their business needs, or provides the customer with compelling reasons to act, builds appreciation for the unique value your organisation provides. This supports other findings that identified that 60 per cent of marketing professionals considered content such as research reports and case studies to be effective. Remember: content marketing is about how you attract buyers, not how you pay to directly reach them. It is more effective when content is aligned with the buyers’ needs.

industry update

Building credibility through partnerships Partnering with professional associations in the development of content can assist in raising its value to potential clients. As illustrated in the latest study on content marketing from the Chief Marketing Officer’s Council (CMO Council), 67 per cent of respondents identified that B2B content such as research reports and papers sourced from professional associations are the most valued and trusted type of content. Only nine per cent of respondents pointed to vendor white papers as highly valued.5 Professional associations, as entities that support and represent specific industries and/or professionals, can act as conduits for an organisation to distribute content to larger audiences, and to obtain access to other industry experts and relevant stakeholders, such as government representatives. By widening distribution to larger audiences and including the insights and views of other industry experts and stakeholders, organisations will not only widen the reach of their content marketing, but will also improve its effectiveness and value.

Content marketing opportunities with FMA The FMA has a number of opportunities for organisations seeking to enter into a partnership to develop and publish research and Good Practice Guides. At present, the area of focus for research is productivity, while there are also opportunities to develop Good Practice Guides in areas relating to sustainability and corporate responsibility; different facility types (for example, healthcare, education); technology; compliance and risk management; building design and construction; and organisation and management.

Case studies In recent years, the FMA has been focusing more on the development of research and guides for its members. In the last two years, the FMA has partnered with Facility Management Victoria Pty Ltd (FMV), Service Works Global, Programmed Facility Management, Judd Ferris Recruitment, and Turner & Townsend for the development of the Good Practice Guides and Research Reports. David McGlashan from FMV, who developed the Good Practice Guide for Residential Facilities, stated that FMV first approached the FMA in recognition that the level of awareness regarding the work of residential facilities management professionals was low. The GPG was developed to increase awareness within this sector of the industry, and to start momentum towards better representation. David has recognised that since the development of the GPG, he has received positive responses from employees and clients. In partnering with the FMA to develop the 2012 Salary Survey, Judd Farris Recruitments’ Divisional Manager Louise Rowe said, ‘Working with the FMA has been beneficial to help with transparency of information, as well as solidify findings in conjunction with the industry body.’ When asked what benefits the organisation received from developing the report, Ms Rowe said it raised the profile of facilities management and their expertise in the industry.

For more information on the benefits available to partners, or to express any interest in developing a Good Practice Guide or Research Paper, please contact the FMA’s Research & Advocacy section via email at policy@fma.com.au or (03) 8641 6601. 1 GOOGLE, 2012 ‘ZERO MOMENT OF TRUTH’, WWW.GOOGLE.COM.AU/THINK/COLLECTIONS/ZEROMOMENT-TRUTH.HTML 2 CORPORATE EXECUTIVE BOARD, 2013 ‘FROM PROMOTION TO EMOTION’, WWW.EXECUTIVEBOARD.COM/EXBD-RESOURCES/CONTENT/B2B-EMOTION/PDF/PROMOTIONEMOTION-WHITEPAPER-FULL.PDF 3 CONTENT MARKETING INSTITUTE, 2013 ‘CONTENT MARKETING IN AUSTRALIA: 2014 BENCHMARKS, BUDGETS, AND TRENDS’, WWW.ADMA.COM.AU/ASSETS/UPLOADS/DOWNLOADS/CONTENTMARKETING-RESEARCH-2014.PDF 4 FORBES, 2014 ‘IS SOLUTION SELLING DEAD? THE 2014 CONTENT MARKETING IMPERATIVE’, WWW.FORBES.COM/SITES/SAP/2014/01/08/IS-SOLUTION-SELLING-DEAD-THE-2014-CONTENTMARKETING-IMPERATIVE/ 5 CHIEF MARKETING OFFICER COUNCIL, 2013 ‘BETTER LEAD YIELD IN THE CONTENT MARKETING FIELD’, WWW.CMOCOUNCIL.ORG/CAT_DETAILS.PHP?FID=262

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

industry update

Leading the development of industry knowledge Update from the FMA Knowledge Portfolio Group Industry knowledge is critical to the effective planning, development, management, operation and maintenance of the built environment. FM professionals rely on the knowledge they have to deliver effective and sustainable outcomes. As such, quality industry knowledge has a significant role in ensuring our built environments are safe, healthy, sustainable and productive.

s the peak industry body, the Facility Management Association of Australia seeks to collate and continually build on industry knowledge so it can provide the support needed to ensure that professionalism and standards within the industry are improved. FMA’s Knowledge Portfolio Group (KPG) is responsible for assisting the FMA in research and communication activities that develop a bigger, broader and more meaningful knowledge base for facilities management in Australasia. The KPG is made up of members of the FMA, and includes at least one member from the Board of Directors and one staff member from the FMA. The KPG comprises up to 12 group members, as well as a chairman and a secretary. Over the past two years, the following individuals have been participating as part of the KPG:

33 33 33 33 33 33 33 33 33 33 33 33 33 33

Bryon Price – AG Coombs (Chairman) Nicholas Burt – FMA Australia John Casey – FMA Australia (Secretary) Neil Wood – Brisbane City Council Philip Warren – Verified Pty Ltd Greg Burnham – Box Hill TAFE Danny Cindric – BM Services Haris Moraitis – Building Services Engineers John Monahan – Hawaiian Murray Walls – DTZ Craig Langston – Bond University Ray Kelleher – Mercy Health Care (Resigned 2013) Matthew Trigg – FMA Australia (Former Secretary, resigned 2013) John Hawkins – Consultant (Resigned 2013).

Developments in 2012/13 During the 2012/13 period, the FMA delivered a number of publications and tools, including: 33 the Industry Salary Survey Summary report in collaboration with Judd Farris 33 the first Industry Census: Trends and Advocacy Activities in partnership with Programmed Facility Management 33 two Good Practice Guides, one covering multi-unit residential facilities and developed in partnership with Facility Management Victoria Pty Ltd; the second one looking at selecting FM software, and developed with Service Works Global 33 the Speaker’s Corner website page, where FMA event and seminar speakers are profiled and, when relevant, their presentations posted. continued on page 20

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

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

The 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.

t the forefront has been Zip Industries, an Australian group that has created several innovative new products ideal for use. 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 in Australia and many other countries each day, in thousands of public buildings, offices and workplace kitchens.

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 8 NUMBER 1

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.

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

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

industry update

continued from page 18

The core purpose of the Knowledge Framework is to provide the vision, goals and principles that guide how knowledge is created, stored and shared

One of the more significant developments produced by the KPG is the Knowledge Framework, recently endorsed by FMA’s Board of Directors. The core purpose of the Knowledge Framework is to provide the vision, goals and principles that guide how knowledge is created, stored and shared. The Knowledge Framework sets out the following: 33 roles and responsibilities of stakeholders 33 guidance for targeting knowledge towards different markets 33 guidance for prioritisation of work 33 identification of potential sources of funding and resources 33 principles for the development of benchmarking, research and Good Practice Guides 33 principles for the storage, access, dissemination and communication of knowledge. The Framework also includes appendices that provide detailed guidance, plans and procedures that align with the purpose, goals and principles of the Knowledge Framework. To allow for a greater degree of flexibility and adaptability, the appendices act as a living document, allowing changes to be made on the provision that amendments or additions align with the core purpose of the Framework.

Recent developments

Expressions of interest

In developing and improving the industry’s knowledge base, the FMA, with the assistance of the KPG, has been seeking ways to be more proactive in the development and dissemination of knowledge. Most recently, the FMA entered into a five-year agreement with Programmed Facility Management to collaboratively deliver the FM Industry Census: Trends & Advocacy report annually.

There are currently three positions available for individuals passionate about improving and building on the industry’s knowledge base.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

For more information, please visit the FMA website www.fma.com.au, call on (03) 8641 6601 or email policy@fma.com.au.

company profile

Global software leadership

Contact details: Service Works Global Pty Ltd Suite 2.02 365 Little Collins Street, Melbourne Victoria 3000 Tel: +61 (0)3 8676 0380 info@swg.com www.swg.com/au Twitter: @service_works

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Strategic Space & Move Management The Business Benefits

Complimentary White Paper

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ervice Works Global is an international provider of facilities and asset management software. Its flagship solution, QFM, is an industry-leading web and mobile-enabled application, comprising an integrated range of modular FM and maintenance tools that are proven to optimise the operational efficiency of assets, buildings and services. QFM’s capabilities include Helpdesk, Asset Management, PPMs, Contractor and SLA Management, OH&S, Property and Bookings Management. It delivers measurable cost and sustainability savings, thereby ensuring rapid return on investment. Service Works is also the global leader in PPP contract management software. Its application, P3rform, is a comprehensive operational and service delivery solution with a fully integrated payment mechanism that provides automated calculation of monthly charges and delivers accountability, transparency and auditability, thereby underpinning the management of operational risk. Service Works Global is an accredited Microsoft Gold Partner and offers a full range of supporting consultancy, implementation and training services. Service Works is an industry thoughtleader and has developed a series of white papers examining industry trends and research. Copies can be obtained by visiting www.swg.com/au/resources/whitepapers.

l o b al

Service Works’ new white paper includes: • The importance of strategic space management to maximise occupational efficiency • Cost & organisational advantages gained from effective move planning & management • The benefits of space management software & its importance in delivering a cohesive operational strategy

www.swg.com/au 03 8676 0380

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Email info@swg.com to obtain a copy

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

industry update

2014 Australian Technologies Competition An initiative of the Australian Government’s Department of Industry, the Australian Technologies Competition is in its fourth year and seeks to identify, mentor and profile Australia’s leading businesses that are delivering technologies to enhance industry competitiveness, efficiency, productivity and growth.

o deliver industry-specific outcomes, the Competition has a strong commercial focus, and seeks the involvement and participation of customer markets from across the economy in sectors such as the built environment, mining and minerals, food and beverages, manufacturing and transport, and energy and water. To highlight the potential for facilities managers, the FMA has partnered with the Department on the Built Environment Award, and will be providing opportunities for its members to learn more about some of these exciting technologies. The Competition attracted more than 150 applicants in 2013, and the winner of the Built Environment Award was Organic Response, which has developed and is selling its smart lighting solutions in Australia and internationally. The Organic Response system uses distributed intelligence to deliver maximum energy savings with optimal occupancy comfort. Uniquely, the technology requires no additional design, hardware, wiring or commissioning to install. The system also allows other building management systems to access and exploit its real-time, location-specific occupancy information to make more intelligent decisions and improve their own energy efficiency. Other innovative built environment solutions unearthed in 2013 included: 33 MicroHeat Technologies’ highly efficient small footprint point-ofuse hot water heater 33 Nexus eWater’s greywater recycling system that captures both the heat and water for re-use 33 Silenceair’s award-winning low-cost, energy-efficient, fresh-air ventilation systems for buildings in noise-affected environments 33 Specialty Coatings’ EnerSheetTM large-format composite roof sheeting product with embedded thin-film solar photovoltaic (PV) material. Competition entrants compete to be shortlisted and to win a place in the Business Accelerator Program, which is awarded to the 30 companies with the greatest global potential. This mentoring program provides the business with advice, connections and profiling to help turn their smart products into thriving businesses. This includes intensive interactive sessions and events, such as speed dating with investors at the Investor Connect session. The year ends with an opportunity for any of the 30 companies to join a trade mission to Asia to meet with potential customers, partners and investors. The value of this program enables many of the top 30 to make step changes in their businesses and create a strong platform for growth.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

The Chief Executive Officer of the overall 2013 Winner, Giles Bourne of BluGlass, commented, ‘The competition has been incredibly valuable – it has raised [our] profile within a new selection of the investment and business community.’ This was echoed by some of the other 2013 entrants:

Being able to meet with all the right people in a short time frame is something that has given our business the connections we needed to move forward to what will be a very exciting future. – Andrew Proud, Global Future Solutions

The facilitation of business meetings provided both immediate credibility and relevant introductions and networks for my business in these new Asian markets. – Michael McCann, Uniflow Power

The competition has opened the doors on an astounding array of opportunities. – Robert Bosshard, PTronik

The 2014 Australian Technologies Competition was launched in Sydney by the Minister for Industry, the Hon. Ian Macfarlane MP, on Thursday 13 March 2014, and entries will be open until 6 May 2014. Further information is available at www.austechcomp.com.

NEw zEALAND FACILITIES MANAgEMENT SUMMIT

13-14 MAY 2014 VILLA MARIA ESTATE, AUCKLAND

THE FUTURE IS NOw!

wORKSHOPS The Summit opens on May 13 at Villa Maria Estate, Auckland with nine workshops. In the evening relax with wine tasting and a gala dinner.

NETwORKINg With around 400 participants, the Summit events enable you to connect with FM colleagues and key suppliers.

CONFERENCE The Summit continues on May 14 with a full day Conference. Hear top speakers address topical issues in the changing FM market.

TRADE EXPO A great opportunity to see the latest technology, services and systems and to talk to suppliers as they showcase their products and skills.

SEE FULL SUMMIT NEw zEALAND 2014 PROgRAMME AND REgISTRATION DETAILS AT www.FMANz.ORg

NEW ZEALAND FACILITIES MANAGEMENT SuMMIT

THE FuTuRE IS NOW!

You’re invited to Attend two dAYs of stimulAting, thought-provoking informAtion on the lAtest trends, chAllenges And solutions in fAcilities mAnAgement. Join colleAgues And industrY experts for A dAY of workshops, A dAY of conference speAkers, A gAlA dinner And A trAde expo from mAY 13 to 14, 2014. this YeAr the venue is the picturesque villA mAriA estAte – new ZeAlAnd’s most AwArded winerY, A leAder in sustAinAbilitY, innovAtion And quAlitY. this two-dAY instAnt fix of current fm thinking And networking, provides fAcilities mAnAgers with new ideAs, solutions And strAtegies. You’ll be inspired bY A top lineup of speAkers, plus nine workshops.

WORkSHOPS, 13 MAY 2014 1. Future Direction for FM Education in New Zealand. Researcher Herma Schutte recently spent several months examining FM educational needs in NZ. Herma will present her findings at this workshop. 2. FM – Professional Development. US FM guru Richard Fanelli, and Val Moraes will lead this discussion on professional development needs. 3. Team New Zealand – FM Challenges. How did the ground team facilitate/support the 2013 America’s Cup challenge in San Francisco? What were the unique challenges? What can we learn? 4. Health & Safety – New Legislation in 2014. How to make the transition to the new Health and Safety legislation, based on the Australian model. 5. Compliance – FM and the Building Act. Do you have a comprehensive compliance plan, and how is this maintained and verified?

13-14 MAY 2014, VILLA MARIA ESTATE, AuCkLAND

6. NABERSNZ – One Year On. NABERSNZ is a voluntary rating system that measures the energy performance of New Zealand office buildings. What have we learned one year on? 7. Strategic Asset Management – Public Sector Perspectives. Where is strategic asset management heading? Is the discipline sufficiently recognised? 8. Time Management and Work/Life Balance. Practical tools on how to manage your work, your team, stress and yourself. 9. Villa Maria Tour – Wine and FM. How is a winery operated? How does FM effectively support a business that has sustainability as a core focus?

Personal Development – Think Differently, Act Differently, Succeed! Hear from Kevin Biggar, adventurer and leader. Kevin has rowed across the Atlantic, walked to the South Pole, received a Master of Philosophy degree from Cambridge University and worked for the Treasury and the Boston Consulting Group. And he also worked with Sir Edmund Hillary in Nepal.

GALA DINNER, 13 MAY 2014 After all the stimulation, a chance to relax. The gala dinner kicks off with a wine tasting, followed by great food and the presentation of FMANZ awards to those who have made a significant contribution to FM and FMANZ.

CONFERENCE DAY, 14 MAY 2014 The Future is Now – An International FM Perspective. Richard Fanelli, IAI, CFM, IFMA Fellow, will address FM trends and technologies, and their impact on the future of facilities design. An architect, he has spent the last 35 years designing commercial facilities and working closely with his facility manager clients. He is an adjunct professor at George Mason University, teaching in the Facility Management Certificate Program, and is also an IFMA instructor. He is the author of the book, “Best Project Management Practices”. Workplace as a Strategic Resource – a CEO Perspective. What role does FM have in business strategy, adding value, customer satisfaction, staff loyalty and spirit? How can facilities managers become more valued and prominent outside crisis management, more integrated with facility design and corporate purpose? Health and Sustainability in the Built Environment. Insights from Associate Professor Robyn Phipps, Massey University, an expert in the design and management of healthy buildings. Smart – The New Green? Ways that new technology is impacting on infrastructure and the beginnings of a shift from “green” to “smart”, with the emphasis on energy efficiency and zero emissions.

TRADE ExPO, 13-14 MAY 2014 An on-the-spot opportunity to view at one single venue the latest in technology and expertise and to talk to suppliers as they showcase their products and skills.

FM SuMMIT 2014 PRICING (Prices are exclusive of GST) WORkSHOP

PRICE

Member, early bird Non-member, early bird Member, standard Non-member, standard

$500 $600 $550 $650

CONFERENCE

PRICE

Member, early bird Non-member, early bird Member, standard Non-member, standard

$500 $600 $550 $650

DINNER

PRICE

Early bird, individual Early bird, full table of 10 Standard, individual Standard, full table of 10

$130 $1,250 $160 $1,500

*Early Bird rates are available for tickets purchased before 04.04.2014.

company profile

Which is the best pipe repair solution? Using our Blueline and Redline technologies, Nuflow is able to rehabilitate pipes without having to excavate any surfaces, resulting in minimal disruption.

re drains backing up or producing bad odours? Designed to repair pipes under surfaces you donâ&#x20AC;&#x2122;t want to destroy, Blueline solves most problems with sewerage, stormwater or drainage pipes, with minimal disruption to business.

Are you experiencing poor water pressure or water leaks? Designed for leaking or corroded water supply pipes, this process can be managed to ensure minimal disruption to business. With Redline, you will never have to worry about pipe corrosion, poor pressure or pinhole water leaks again.

How do you know if there is a blocked drain or pipe? 3 3 3

when the toilet is flushed the waste will not discharge or may fill up then recede slowly drainage may overflow outside bad odours.

How does the Blueline system work? 3

26 X

We use a camera to identify and locate the cause of the problem. Once the blockage is cleared, the pipe is then ready to be repaired. Our liner is custom-made from a sleeve that is wet-out with a resin that sets hard in a matter of hours, becoming a structural repair, and allowing minimal disruption and inconvenience. The liner is inserted into the pipe via any opening in the drain. Once in place, it is inflated using a bladder, forcing the liner to take the shape of the pipe, filling voids or cracks and lining over any damaged section. After a curing period, the bladder is removed, completing the process and making the drain ready for use immediately.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

How do you know if your pipes are corroded? 3 3 3

water may be discoloured water pressure may be poor water may have an odd taste to it.

How does the Redline system work? Pipes are dried with heated air and blasted with garnet to remove rust and corrosion. These particles are collected in a holding unit for disposal. 3 Air is applied once again to remove fine particles, leaving a pipe that has opened back to full working diameter, is clean and ready to Redline. 3 Another air pressure leak test is performed and high pressure air forces the epoxy through the pipe, ensuring that the pipe system is evenly coated. Following the coating application, air flows through the piping to facilitate curing. Once Redline cures, valves are refitted. A final leak test and inspection confirms lining integrity. We have close to 40 accredited installers throughout Australia and New Zealand who are able to provide you with a cost-effective solution. 3

IT Y A S S U R

IS O

9 0 0 1:2 0 0 8

medical facilities

Facilities management and support services at Fiona Stanley Hospital

South west corner of the main hospital

Opening in October 2014, Fiona Stanley Hospital is located in Murdoch, 15 kilometres south of the Perth CBD.

About the facilities management contract

his 783-bed, $2-billion public hospital will rank among the best in Australia, and will include the 140-bed state rehabilitation service, a 30-bed purpose-built mental health unit, and the state burns service. Fiona Stanley Hospital will be the major tertiary hospital in the south metropolitan area, and will meet the growing needs of communities south of Perth and across Western Australia. As well as delivering comprehensive clinical services, Fiona Stanley Hospital will be a leader in research and education. The hospital has been designed to have a healing and therapeutic effect on patients, and 83 per cent of patient rooms are single occupancy, offering increased comfort and privacy.

Fast facts about Fiona Stanley Hospital 33 largest health infrastructure project ever undertaken by the

Western Australian Government 33 equivalent of four city blocks

150,000 square metres of floor space over five main buildings 6300 rooms in the main hospital; more than 9000 in total 783 beds, including 140 rehabilitation beds 83 per cent of rooms in the main hospital are single-patient rooms 33 more than five hectares of natural bushland, landscaped parks, 33 33 33 33

internal gardens, courtyards and plazas 33 3600 basement, ground-level and multi-storey car parking bays 33 easy access to public transport and major roads.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Fiona Stanley Hospital (FSH) is the largest health infrastructure project ever undertaken by the State Government of Western Australia. It is an integral part of the Western Australian Department of Healthâ&#x20AC;&#x2122;s strategy to reconfigure the stateâ&#x20AC;&#x2122;s health system over 15 years in a systematic and integrated way. In 2009, the Western Australian Government determined that the development of FSH on a greenfield site was the perfect platform to implement new and innovative processes for the delivery of facilities management and support services. Following a rigorous procurement process, the contract for the delivery of FSH facilities management and support services was awarded to Serco in July 2011. By integrating non-clinical services through innovative technology, the FM team aims to provide patients with the best possible environment, and ensure the smooth running of the whole hospital. The assimilation of state-run clinical services and FM-run non-clinical services will allow for an improved patient experience that includes greater convenience and access to cutting-edge technology. Within the overall management and integration, Serco is responsible for designing and implementing 28 operational services, including hard facilities management services, soft facilities management services, sterilisation, ICT services, HR, recruitment, training and education, patient administration services, procurement, and management and maintenance of all hospital assets.

medical facilities

Maintaining five hectares of parks and gardens on site

Integrated and innovative services

Innovation is a key priority for Serco at Fiona Stanley Hospital, and an integral part of the contract. Serco’s service provision includes a centralised help desk, with real-time monitoring of Serco’s 526 key performance indicators, providing transparency and accountability to the government team

As the hospital’s provider of non-clinical services, the FM team aspires to achieve complete integration and a one-team culture with the Western Australian Department of Health, as well as providing a continually improving and innovative service offering. As both the lead services integrator and service provider, integration is a priority not only with clinical services, but equally across the 28 nonclinical services. The facilities management model at FSH includes a management and integration service, which is responsible for the intensive measurement and monitoring regime of the contract. This is an advanced service model for an Australian public hospital. Innovation is a key priority at Fiona Stanley Hospital, and an integral part of the contract. The service provision includes a centralised help desk, with real-time monitoring of 526 key performance indicators, providing transparency and accountability to the government team. In fact, technology is extensively applied across all of Fiona Stanley Hospital’s non-clinical service lines. For example: 33 Automated guided vehicles, or AGVs, will operate in service corridors, helping to reduce staff injuries as they move a range of heavy and regularly used supplies throughout the hospital. 33 Online meal ordering through the hospital’s advanced patient entertainment system will improve the patient experience. 33 The hospital’s catering team will use monitored re-therm trolleys to safely deliver the hospital’s cooked fresh food. 33 Thousands of assets within the hospital will be tagged using a real-time location system. This will increase efficiency and utilisation rates, and reduce loss of hospital property.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

medical facilities

Fiona Stanley Hospital’s northern courtyard and one of the four ward towers

33 The linen service will also use a tagging system, which will see

every item of linen tagged. This innovative system will reduce theft, assist with the monitoring of the linen’s life cycle, and ensure an appropriate imprest stock at all times. The integration of the building systems with the facilities management support systems provides the ability to automate the process of dispatching suitably qualified individuals to attend to building and equipment faults detected by the building management system sensors. This means that Fiona Stanley Hospital will have an incredibly responsive facilities management service, providing the right person responding promptly through automatic notification.

Patient care – an integral part of facilities management services While Fiona Stanley Hospital’s facilities manager will not treat patients, they will play a key role in caring for every patient in the hospital. There is plenty of evidence to suggest that much of the patients’ satisfaction with their hospital experience is determined by the environment in which they are cared for. By focusing on making the environment at FSH the best that it can be, and delivering a set of core customer-focused principles called the ‘patient promises’, the FM team is confident that patients and visitors to Fiona Stanley Hospital will experience something very positive and unique.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Cleaning the main concourse of Fiona Stanley Hospital

medical facilities

BSA is a leading provider of HVAC, fire and electrical services, implementing high quality technical maintenance solutions Australia wide. BSA has contributed to a significant number of landmark healthcare projects in Australia. BSA and Triple ‘M’ are currently providing DLP mechanical services 24 hours a day, seven days a week, at a cutting-edge new hospital in Perth; one of our largest projects undertaken to date. BSA’s service solutions comprise of 21,000 task based inspections per year across:         

440,000 direct digital control points, 1,200 active chilled beams, Tri generation plant, Cooling and steam production, Four 6.9 megawatt duplex water chillers, 2.3 megawatt steam absorption chiller, 1.3 megawatt single stage absorption chiller, 600,000 litre chilled water circuit; and 18 cooling towers.

Triple ‘M’ Contact: 08 9200 0470 Technical Maintenance Services

BSA is managing and delivering its service with a highly skilled technical team using its customised service management system, SECURE. Reporting dashboards provide a unique view of the equipment, contract performance and a high level of operational transparency to the client.

BSA is committed to leading the industry in technology and innovation; our ongoing investment in this area is the key to the successful management of contract performance. Our substantial experience in the healthcare sector is also critical to the delivery of technical maintenance services to large, complex hospital projects.

327527A_BSA Ltd | 2046.indd 1

26/02/14 9:01 AM

Bringing Fiona Stanley Hospital to life

The Fiona Stanley Hospital team has been working closely with the Western Australian Health Department in preparation for the extensive testing and fit-out required to ensure that everything in the hospital is ready for the first patients in October 2014

Since the contract was signed in July 2011, the facilities management team at Fiona Stanley Hospital has specified, tendered and procured hundreds of millions of dollars worth of clinical and non-clinical equipment in partnership with the Western Australian Department of Health, designed and installed the facilities ICT infrastructure and facilities management applications, designed 28 non-clinical services essential to run the hospital, and recruited almost 150 operational staff, with around 800 people to be recruited later in 2014. Significant value for money has been achieved for the Department of Health through the procurement service. The program remains on track to create Australia’s leading healthcare environment and a world-class facility for the people of Western Australia. The Fiona Stanley Hospital team has been working closely with the Western Australian Health Department in preparation for the extensive testing and fit-out required to ensure that everything in the hospital is ready for the first patients in October 2014. The FM team will be working closely with the Western Australian Department of Health to: 33 recruit, train and familiarise the hospital’s clinical and nonclinical team members. The majority of Fiona Stanley Hospital’s team will commence later in the year. Serco will employ more than 1000 people to work in the hospital alongside more than 4000 Department of Health employees 33 undertake end-to-end testing for all equipment and services to ensure that the hospital is safe, and that services are seamlessly aligned and integrated when patients first arrive

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

medical facilities

Checks being carried out in one of the two central computer rooms

33 deploy almost 1.5 million items of specialised clinical

equipment, furniture, fittings and equipment required across the hospital’s 9000 rooms 33 continue to successfully manage and maintain the $2-billion hospital campus, which includes nine buildings and five hectares of parks and gardens.

Partnership between public and private sectors While Serco is a specialist provider of non-clinical services, brought in by the Western Australian Department of Health, everything undertaken by the company is done hand-in-hand with the government to ensure maximum integration and first-class care for patients, including working together to specify and select the hospital’s major medical equipment, and developing services that make the best use of the facility, both when the hospital opens and also in the long term.

Automated workload management in use by the Internal logistics team

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Serco has a wealth of global experience as both a services integrator and an organisation directly delivering services, and its strength lies in its ability to provide a ‘one-stop shop’ at FSH. Projects like this one never follow one constant, uninterrupted path. The Fiona Stanley Hospital project is undoubtedly complex in both the range and depth of tasks to be undertaken; and yet, what the project has achieved already is a positive testament to the partnership that has been entered into. Transition Director for Fiona Stanley Hospital, Joe Boyle, says, ‘Coordinating a project of this scale requires a specialised and effective team. I am very proud of the work our people are doing, and what has been achieved to date. We have a dedicated team that is working tirelessly to ensure this hospital is one of the best in the country.’ This partnership will be instrumental in bringing this exceptional new hospital to life.

Fiona Stanley Hospital’s helpdesk team within the Integrated Service Centre

company profile

Our healthy robots

obotics and Automation are common in surgical procedures but not as well known in the everyday logistics of the modern healthcare facility. Few industries are more suited to robotics and automation than healthcare. Regular repetitive deliveries are ideal for Automatic Guided Vehicles (AGVs) to streamline the facility and add efficiency. The delivery of meals (breakfast, lunch and dinner), daily delivery of

imprest medications to wards, and the delivery and pick up of linen are examples of regular and repetitive payloads. So what principles apply? Automatic Guided Vehicles (AGVs) run on scheduled timetables or event triggered transports, to initiate their daily rounds; typically from the Clinical Services Building to the wards, totally unmanned, in constant communication with each other and the main control system and able to integrate with other equipment, lifts, kitchen conveyors and much more. At Royal North Shore hospital in Sydney, 13 Lamson TransCar vehicles deliver on an average day approx. 2000 meals for patients and transport 25,000 kilograms of linen. Another major benefit of the system is that it helps free staff to focus more on patient care. ‘It has enormous benefit for the individuals working in the hospital in that it removes a lot of the repetitive manual handling tasks, which can lead to injuries, so it provides a safer working environment,’ the user says.

Lamson RoboCourier

An agile Autonomous Mobile Robot (AMR) suited for delivery of smaller payloads for pathology labs or specialist preparation labs such as cytotoxic or aseptic preparations and delivery to day treatment suites. Lamson automation systems, bringing a new generation of efficiency to Australian healthcare facilities.

TransCar

is Lamson’s AGV system designed for bulk materials handling in Hospitals for payloads of up to 600kg and with its high-end batteries operating 24/7 on 365 days between the service departments and patient wards. Contact us: E: info@lamson.com.au T: (02) 9743 7322 F: (02) 9743 8569 www.lamson.com.au

Moving Your Business Forward X

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

WWF index listing makes it perfectly clear that Tork is an environmentally responsible choice Choosing sustainable products can be confusing and time consuming. Greenwashing undertaken by some companies gives the impression they are environmentally friendly; yet, when you dig deeper it proves to be mostly spin.

Tork offers quality and economy with sustainability built in.

ork® takes the guesswork (and time) out of choosing sustainable, professional hygiene and washroom products by participating in programs that independently verify that Tork manufacturer SCA has a strong commitment to delivering sustainable solutions, and that all products are designed to minimise their impact on the environment. One such program is the World Wildlife Foundation (WWF) Environmental Paper Company Index (EPCI), which recognises leadership in transparency of 25 of the world’s largest pulp and paper manufacturers. SCA has participated and been listed in the top 25 five times – the most recent being 2013 when they were recognised for responsible fibre sourcing and clean manufacturing in their tissue mills, among other achievements. The EPCI shows buyers and other stakeholders that SCA takes environmental responsibility seriously and, most importantly, holds a mirror up to sustainability goals and targets. According to Jane Mansfield, Sustainability Manager at SCA, ‘We participate because we value transparency and are prepared to be reviewed and scrutinised by WWF. We have a reputation for being a leader in the industry, and by being transparent we can demonstrate that we can be trusted.’ Mansfield points out that it is not only SCA’s reputation for

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FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

sustainability that makes Tork a sound environmental choice. ‘Aside from our international reputation, we have a wonderful story when it comes to our locally produced Tork products. Despite paper manufacture being an energy-intensive activity, our site in New Zealand has an extremely low percentage of conventional energy consumption. This is due to a number of factors, such as the use of geothermal steam in the process and the supply of electricity generated from renewable sources from the New Zealand grid,’ Mansfield says. Recently, the Australian Turf Club (ATC) was developing its own sustainability policies and was looking for opportunities to minimise waste and usage, and saw many ways in which Tork products would help. Chris Wilson, Projects Manager at the ATC, explains, ‘We met with Tork and were impressed with their FSC® accreditation and sustainability. We were impressed with the geothermal power plant and how so many products reduced usage.’ With participation in many indexes and reporting programs, plus sound local practices, it is easy to see that SCA and the Tork brand take their environmental practices seriously, which makes it easy for buyers to do likewise. Access the WWF EPCI 2013 results on www.panda.org/epci2013.

Taking the hassle out of hygiene

We understand that every day you have a million things to take care of and hygiene is just one of them. Good hygiene is essential but managing it could be a lot easier. Whether you are looking for products and dispensers that are easier for cleaners to use and maintain or wipers and cloths that perform their tasks effectively and efficiently, Tork can help. We will recommend the best products to save you time, money and effort. Book a professional hygiene assessment now, visit tork.com.au/easy or tork.co.nz/easy

ÂŠ February 2014 SCA Hygiene Australasia Pty Limited ABN 62 004 191 324 TorkÂŽ is a Registered Trademark of SCA iezziG843-7

green buildings The Sydney Opera House aims to achieve one of the first Green Star – Performance ratings

Operating at peak performance

BY ROMILLY MADEW, CHIEF EXECUTIVE, GREEN BUILDING COUNCIL OF AUSTRALIA According to the Property Council of Australia, more than 340 million square metres of non-residential building space is ripe for an upgrade. From offices to factories, from hotels to hospitals, and from schools to shopping centres, these buildings are underperforming for owners, users, businesses and for our environment.

any of these buildings were built at a time when little thought was given to issues such as energy efficiency, water use or indoor environment quality, and the cost of running these buildings is, conservatively, $27 billion dollars each year. All of these buildings, however, have opportunities for improvement; whether incremental, radical, operational or structural. Measurement is the first step towards better environmental management of our buildings. Last October, after more than two years of industry engagement, the Green Building Council of Australia (GBCA) launched the Green Star – Performance rating tool to address the efficiency and environmental sustainability of Australia’s existing buildings. The launch was held at the Sydney Opera House – a building that is aiming to achieve one of the first Green Star – Performance ratings, and that is a spectacular example of the potential of the rating tool. Green Star – Performance provides a consistent, holistic method of measuring building stock that enables building owners and managers to identify pathways to improve their assets over time. Green Star – Performance benchmarks the operation of an existing building against nine environmental impact categories: management, indoor environment quality, energy, transport, water, materials, land use and ecology, emissions, and innovation. Once a building owner has an understanding of how a building is currently performing, practical action can be taken to improve the building’s operational performance and reduce its environmental impacts – and its costs.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Green Star – Performance provides a consistent, holistic method of measuring building stock that enables building owners and managers to identify pathways to improve their assets over time

continued on page 38

company profile

How much is HVAC costing you?

n recent years the spotlight has been fixed firmly on energy efficiency and environmental sustainability. This has in turn put pressure on building managers, operators and owners to reduce energy consumption. HVAC (Heating, Ventilation and Air Conditioning) alone can account for up to 39 per cent of the energy use in a commercial building. If managed properly, a reduction in energy use could be achieved that can amount to considerable cost savings. At Trilogy Services, we can help you determine whether your HVAC system can be improved or better maintained to reduce your long-term operating costs. Our best-in-class asset management services and customer-reporting solutions will provide you with the right data to make the right decisions. For larger organisations and businesses, we also offer a complimentary walk-through energy audit of your site to help identify areas of potential cost savings. Our recent partnership with Cofely Australia, the Energy Services division of GDF Suez, means our clients will also benefit from shared best practices and technological innovations with one of the worldâ&#x20AC;&#x2122;s leading providers of integrated energy solutions. As a national provider of commercial and industrial HVAC servicing and maintenance, with a team of over 300 experienced engineers, technicians and support staff, we can help you save.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

To find out more, contact us today on 1300 TRILOGY or visit us at www.trilogyservices.com.au.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

green buildings

The Wyndham Civic Centre was the first building to register to achieve a Green Star – Performance rating

continued from page 36

Around the world, building upgrade programs are gathering pace as both private and public building owners look for ways to unlock the potential of their building assets; and the potential is enormous

Speaking at the launch of the rating tool at the Sydney Opera House, the Property Council’s Chief Executive, Peter Verwer, said that Green Star – Performance is not another management benchmark, but rather a ‘tool for unlocking the productivity of Australia’s built environment to make it greener and more commercially successful’. As he pointed out, when the operating costs of our existing buildings equate to $27 billion per year, just a slight improvement in efficiency can yield a massive dividend. Around the world, building upgrade programs are gathering pace as both private and public building owners look for ways to unlock the potential of their building assets; and the potential is enormous. Recent modelling undertaken by the GBCA found that a modest 10 per cent improvement in the energy efficiency of the federal government’s buildings alone – far below the 66 per cent average improvement recorded by Green Star-rated buildings around Australia – could save Australian taxpayers $35 million per year in electricity costs. Retrofitting the federal government’s building stock to improve its indoor environment quality also has the potential to boost public sector productivity by almost $2 billion per year, based on productivity gains achieved in Green Star-rated buildings around the country. And that’s just federal government buildings! Green Star-rated 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 continued on page 40

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

Achieve up to 30 per cent energy savings in your building An EcoXpertTM can show you how

ising energy costs, environmental responsibility and tenant pressure are some of the key drivers that are contributing towards building owners and facility managers deciding to retrofit their facilities with energy-efficient and sustainable solutions. Subsequent advantages, such as saving energy and reducing energy bills, improving productivity while ensuring high occupant comfort, and taking advantage of government-funded energy initiatives, are just some of the rewards that can be gained. But how do you decide what to improve, and where do you start? Green retrofitting, tipped as the next mega-trend, is the most sustainable type of real estate development. More complex than renovating, enhancing a buildingâ&#x20AC;&#x2122;s systems and infrastructure for the purpose of energy efficiency and sustainability requires knowledge of all the available solutions and how they can work best in your particular building. Unfortunately, many projects take an ad-hoc approach, recruiting many specialists and considering many opinions. This can lead to a disjointed design or energy management system that does not generate maximum efficiencies or return on investment. Many contractors specialise in particular areas, such as power quality, HVAC, energy monitoring or lighting, but few specialise in all. Pre-planning and careful selection in this area will ensure you choose a specialist or company capable of recommending and installing sustainable technologies that are right for your structure.

Choose an EcoXpertTM A successful retrofit requires careful planning, and professional knowledge of how energy is being used and where, before solutions can be employed. The EcoXpert program, an initiative of Clipsal and Schneider Electric, aims to improve the energy efficiency of mediumsized commercial buildings. An EcoXpert understands the energy challenge and can provide a holistic view of a buildingâ&#x20AC;&#x2122;s energy situation, to identify energy

From audit to solutions

waste and inefficiencies, before working with you to implement solutions that reduce consumption and provide maximum savings. An EcoXpert will do much more than facilitate an audit. Their services are long-term, providing ongoing energy-efficiency services to help you analyse usage, identify trends and opportunities, and keep your energyMonitoring and improvement efficiency program relevant, up to Your EcoXpert can install date and optimised for changing an energy monitoring and energy needs. reporting system, to raise Partnering with an EcoXpert will user awareness by tracking consumption and highlighting provide you with confidence and areas for improvement. peace of mind, while allowing you Optimisation through to focus your time on your own role. automation Take the first step to discover how an Your EcoXpert can provide automated, energy-efficient EcoXpert can assist you.

With you throughout the optimisation process Carry-out an energy diagnosis Your EcoXpert will conduct a walk-through energy audit to measure consumption and identify energy waste or inefficiencies.

Continuous improvement Your EcoXpert can provide ongoing energy efficiency services to help you analyse usage, identify trends and opportunities, and keep your energy efficiency program relevant.

solutions to optimise your energy consumption, that can be tailored to your specific needs.

A broad range of pre-engineered and FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1 adaptable solutions

Visit www.schneider-electric.com.au and follow the links

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

green buildings

continued from page 38

individual workspace temperature and lighting, can directly improve statistics around issues such as sick leave, staff turnover, employee attitude and productivity. Some companies are recording perceived productivity skyrocketing by as much as 15 per cent when they move into Green Star-rated premises. The latest IPD Australia Green Investment Property Index reveals that Green Star office buildings (both Design and As Built) outperformed the office market by 170 basis points. Green Star buildings delivered returns of 10.9 per cent to September 2013, compared with 9.2 per cent for ‘non-green’ buildings. Clearly, the market wants green buildings – or, to use other terms, the market wants more efficient, healthy, productive and resilient buildings. Green Star – Performance will enable the owners of existing buildings to place their assets on equal footing with new buildings and extract the benefits that Green Star ratings offer, including faster attraction of tenants and buyers, increased employee productivity and engagement, and improved asset value. The first building to register to achieve a Green Star – Performance rating was the Wyndham Civic Centre in outer Melbourne. The three-storey, 1970s municipal building features a large conference and exhibition space that is used by a variety of community groups. Wyndham Mayor, Councillor Bob Fairclough, has said that, with Green Star – Performance, ‘we’ll be able to measure the environmental performance of the Civic Centre, identify pathways to improve the building over time and reduce its operational costs’. A further 30-plus buildings – including libraries, high schools, early learning centres, shopping centres and offices – are working with us

The latest IPD Australia Green Investment Property Index reveals that Green Star office buildings (both Design and As Built) outperformed the office market by 170 basis points

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Many building owners and managers may not have the budget to go straight to 6 Stars, but they may be able to implement new management practices and undertake some ‘quick wins’ that improve their ratings, reduce their impacts, and lower their costs to register for ratings. Green Star – Performance has been designed to drive incremental improvements in buildings that could be two years old or 102 years old, and so provides ratings from 1 Star (‘Minimum Performance’) to 6 Stars (‘World Leadership’). Bob Johnston, Managing Director of Australand, which was the principal sponsor of the rating tool, says that one of the strengths of Green Star – Performance is that it encompasses the operational performance of all building types, including, for the first time, industrial facilities. ‘This is significant, given the growing importance of the asset class to institutional investors. It is also important that the tool has been designed to be applied across entire portfolios, and that it recognises incremental improvement by allowing ratings from 1 to 6 Stars,’ Mr Johnson has said. Many building owners and managers may not have the budget to go straight to 6 Stars, but they may be able to implement new management practices and undertake some ‘quick wins’ that improve their ratings, reduce their impacts, and lower their costs.

Read more about Green Star – Performance: www.gbca.org.au/green-star/green-star-performance.

green buildings

Increased value through flexible workplace design PROVIDED BY BROOKFIELD JOHNSON CONTROLS When Brookfield Multiplex Services and the Global WorkPlace Solutions division of Johnson Controls merged in 2013, it was clear that a new workspace was needed to bring them together and live the vision: ‘Creating A Better Place!’

Effective staff engagement Imperative to the success of the project was carefully aligning cultures within the newly formed entity, managing expectations and generating genuine excitement about the future of the workplace. Staff engagement is key. ‘All in a Day’s Work’ – a global Johnson Controls proprietary solution – was used as an initial step to provide an understanding of

he move to World Square Sydney not only provides a spectacular showcase for delivery of ‘places that work’; the office is also flexible, functional and sustainable while contributing directly to ongoing bottom-line savings. The in-house project management team took an existing fit-out and converted it into a flexible workspace at a lower cost than it would have taken to complete a standard fit-out. By negotiated arrangement, the previous tenant avoided having to ‘make good’, and the 860-square-metre retrofit has been configured using much of the existing built environment. Originally designed for 71 people, the office now supports flexible space for more than 100 employees, thanks to the adoption of activity-based work settings, wireless technologies and a clean desk policy. Trials of Workplace Motion thermal sensor technology will track the ongoing use of space and demonstrate to customers what Brookfield Johnson Controls can do for them. ‘During accelerated growth, we needed to engage our staff and deliver an environment to showcase our workplace capabilities to customers; and that is what we have done. It aligns with our values, it is sustainable, economical, technology-enabled, unifying, adaptable and it works!’ says Richard Gee, Director of Australian and New Zealand Accounts, Brookfield Johnson Controls.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

green buildings

work styles and causes to quantify unproductive time. Online survey responses provided a detailed understanding of tasks undertaken during the working day, where employees perform the activities, and, crucially, what hinders them. It gave a valuable indication of current work styles and attitudes towards working differently, allowing conclusions to be drawn regarding readiness for change. This indepth assessment, along with quantifiable metrics, enabled barriers

to be broken down and informed the decision-making process. Staff engagement provided an understanding of the importance of providing the most appropriate spaces to accommodate all activities, including keeping some functions together in designated work zones. This is what the company sees as the true meaning of â&#x20AC;&#x2DC;flexibilityâ&#x20AC;&#x2122;. By utilising face-to-face workshops, everyone was involved in the journey. The data collected was used to develop a Strategic Brief, enabling appointed interior designers and technology experts to

Online survey responses provided a detailed understanding of tasks undertaken during the working day, where employees perform the activities, and, crucially, what hinders them

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

green buildings

create a workplace guaranteed to provide the tools needed to work effectively, and ultimately satisfy customers. Jon McCormick, President and Managing Director, Brookfield Johnson Controls, says, ‘It took an open mind and involvement from all levels of our business to make the move to flexible working. We foster a culture that promotes inclusion, leadership and growth. We encourage change and seek the opportunity it brings.’ Ninety per cent of the existing built environment and 25 per cent of the workstations were retained. LED lighting was installed where possible, as well as C-BUS programming to efficiently manage power usage via sensor technology – all of which will help to achieve at least a 4.5 Star NABERS Energy tenancy rating, while also allowing the redistribution of saved funds for investment in additional technology, quality furniture and fittings to enhance each user’s experience. ‘Because our team delivers thousands of square metres of office space every year, we have strong existing relationships with many of the top industry suppliers. This enabled us to choose high-quality yet economical solutions that suit our requirements and budget,’ says Tim Slessor, Project Director, Brookfield Johnson Controls. ‘Our new space drives greater levels of collaboration and is efficient, making the best use of the space.’ In addition, the clever use of the existing built environment provided a good base from which to work. The fit-out cost A$770 per square metre, compared to standard fit-out costs that you might expect of approximately A$1250 per square metre. On move day, it was reinforced with staff that the journey is not over. Flexible working empowers the company to continually grow and change, making improvements along the way. Working collaboratively with suppliers from across the industry achieved a construction program from demolition to the move-in date of four weeks.

About Brookfield Johnson Controls Brookfield Johnson Controls is a leading provider of integrated real estate, facilities, and project management services, including specialist expertise in energy and sustainability, and workplace strategy solutions. Its range of integrated management services, supported by efficient systems, processes and people, enables Brookfield Johnson Controls to create and maintain places that work for its clients. As part of the wider Brookfield Asset Management Group and Johnson Controls, the company’s combined strength delivers world-class technology, asset management and leadership across 75 countries. For additional information please visit www.BrookfieldJohnsonControls.com.

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green buildings – retrofit

1200 Buildings Retrofit Survey 2013 BY MICHELE LEEMBRUGGEN, SENIOR SUSTAINABILITY OFFICER – GREEN BUILDINGS, CITY OF MELBOURNE Environmental sustainability is a key aspect of liveability. The City of Melbourne developed the 1200 Buildings Program to support commercial buildings to improve energy efficiency because the sector is a major contributor of greenhouse gas emissions.

n 2013, as part of ongoing program development, the 1200 Buildings Program undertook a detailed survey of retrofit activity in the Melbourne municipality. This survey, undertaken by The Klein Partnership on behalf of the City of Melbourne, invited building managers, building owners and facilities managers representing 1280 buildings to participate in a 10-minute phone questionnaire. Forty-six per cent – or 589 buildings – participated. The aim of the survey was to set a benchmark on retrofit activity in the Melbourne municipality. Qualitative information was also sought around commonly identified industry barriers. The survey will be repeated every two years to 2020 to build a cumulative map of activity in order to monitor ongoing progress towards the City of Melbourne’s zero net emissions target. Key highlights include: 33 Retrofit activity – current At the time the survey was undertaken (June/July 2013), five per cent of respondents – representing approximately 111 buildings – were undertaking a building retrofit 33 Retrofit activity – past Since 2008, 25 per cent – or potentially 560 buildings – have undergone a retrofit. 33 Retrofit technologies Lighting retrofits proved the most common action, followed by upgrades to or installation of BMS, metering/sub-metering, chillers, VSD and boilers. The ‘Corporate’ owner segment was more engaged in retrofit activity compared with the ‘Private’ and ‘Owners Corporation’ segments.

Retrofit funding Access to funding was considered by 35 per cent of respondents to be a considerable to major barrier, and was no barrier to 42 per cent. Eighty-one per cent of 114 respondents indicated that their most recent retrofits had been self-funded. The Retrofit Survey 2013 sets a benchmark for retrofit activity in Melbourne. Since 2008, approximately 560 buildings have undergone a retrofit or were retrofitting at the time the survey was undertaken. But what of actual building performance? Since its inception, the average NABERS Energy star rating for commercial office buildings across Australia has increased from 2.5 to 3.0 stars. It’s a good start, but there is still room for improvement. In addition to retrofitting, better-performing buildings are well cared-for buildings that engage in proactive maintenance and regular tuning regimes that do not require large capital expenditure, and deliver enhanced performance. The 1200 Buildings Program would like to acknowledge the inspirational work of facilities managers, building managers and owners in delivering retrofits that improve the fabric of Melbourne.

Retrofit drivers Thirty-nine per cent of respondents retrofitted to replace a broken asset. Thirty-one per cent retrofitted to minimise energy consumption. Less commonly, 21 per cent of owners cited attracting tenants to their buildings as motivation.

Retrofit barriers Perceptions to cited industry barriers to retrofitting were tested. It was found that only 16 per cent of the 195 respondents believed that access to consultants was a considerable/major barrier. Seventy-two per cent thought the split incentive proved a minor barrier, or no barrier at all, to retrofitting, but 12 per cent cited it as a major barrier.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

For more information about our buildings programs, including 1200 Buildings, CitySwitch, Smart Blocks and our new Solar Program, contact us at Melbourne.vic.gov.au/1200buildings.

Sometimes it’s more than simply turning the lights off

Schneider Electric’s range of meters shows you how you use your energy, so you can reduce consumption. With rising power costs and compliance, energy efficiency is high on the agenda for every business. But before effective change can be made, it’s essential to understand where, when and how your energy is being consumed. Schneider Electric’s advanced range of power meters makes it easy to measure energy use, and identify potential savings and dysfunctions. They also enable sub-metering in multi-tenant environments and loads on one or three-phase supplies. It then becomes a whole lot easier to plan a strategy to lower energy consumption, achieve targets and comply with all relevant legislation.

To learn more, download a FREE white paper on designing a metering system for small and medium-sized buildings.

PM5000 is just one of the meters from Schneider Electric’s comprehensive range of energy monitoring devices. Other meters in the range;

iEM2000

iEM3000

PM3000

Visit www.SEreply.com key code 53573K

© 2014 Schneider Electric. All Rights Reserved. Schneider Electric and Make the most of your energy are trademarks owned by Schneider Electric Industries SAS or its affiliated companies. www.schneider-electric.com.au • SEAU112056

PM1200

company profile

Innovative, environmentally sustainable solutions Urban Energy Australasia is a wholly Australian-owned company, based in Sydney. We were formed to meet a segment that wasnâ&#x20AC;&#x2122;t being catered for in the way the market requires.

e are the market leaders in our field and specialise in providing our clients with engineered solutions that are both innovative and environmentally possible. Urbanâ&#x20AC;&#x2122;s principal engineering discipline is mechanical services; however, over the years this has expanded to include: 3 environmentally sustainable designs 3 electrical, hydraulic and acoustic installation 3 project management 3 24/7 monitoring and extended maintenance agreements. Our reputation has been built through integrating state-of-the-art technologies into designs and working with our clients to gain a clear understanding of their requirements. Our aim is to provide clients with the best products to achieve the desired outcomes while delivering the most innovative and environmentally sustainable solutions. We apply this philosophy with all our clients and the extensive cross-section of products and services we deliver. This is demonstrated in all the projects that we undertake.

Urban energy is currently undertaking the largest trigeneration installation in Australia This is to provide 12.6 Mw of electrical power to Qantasâ&#x20AC;&#x2122;s catering and jet base corporate centre and T3. This project is a 20-year BOOM (build own operate, and maintain), where Urban will provide all the electrical and thermal requirements for Qantas at Sydney airport. The client is looking at this project from a number of levels: reduction of operation costs, guaranteed supply of services and the reduction of carbon that will therefore enable them to be more competitive in an ever-increasing demanding market. By Qantas entering into a BOOM program, it has been able to achieve its objectives in decreasing rising energy costs and be able to reduce its carbon tax liabilities without having to have working capital committed to such infrastructure. This again gives the client the flexibility to be able to look at the overall operations to see how they can be more cost effective in generating energy and thermal energy required.

Urban energy project capabilities include:

Urban energy clients are:

hospitals and medical institutions educational facilities commercial office buildings large residential developments data centres aquatic centres heritage-listed buildings. Our staff works closely with accredited consultants to supply the NABERS ratings for the built environment as administered by the Department of Environment and Climate Change (DECC). We strive to achieve the much sought after 5 Star Green Star rating, which sets the benchmark for ecologically sustainable design and environmental performance for commercial buildings in Australia. We conduct comprehensive modelling during the design phase to ensure that required performance parameters can be met.

3 3 3 3 3 3 3 3 3

3 3 3 3 3 3 3

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FACILITY PERSPECTIVES || VOLUME 8 NUMBER 1

Department of Infrastructure Planning and Natural Resources New South Wales Department of Public Works Sydney West area Health Services CSIRO Bovis Lend Lease BUPA Brookfield Multiplex Ausgrid Qantas.

Alternative Energy Pool Heating

AQUATIC CENTRE PACKAGES • Reduce pool heating costs by up to 70% • Payback periods from 2 years • High Efficiencies up to 93% We are a complete design & construct company offering true plug & play alternative energy solutions. Our experienced install teams operate throughout Australasia. Speak to our engineering department for a free energy audit and custom solution to your energy requirements.

GAS FIRED CO-GENERATION SUMMARY • Generate electricity for heat pumps, lighting & pool services • Recover engine waste heat into pool • Eliminate pool heating electricity costs • Reduce pool heating gas consumption by up to 50% • Upgrade to Tri-generation package to facilitate Air conditioning

Urban Energy Australasia Pty Ltd 1/10 Anella Avenue Castle Hill NSW 2154 Ph: 1300 66 99 81 Fax: (02) 8850 6344 sales@urbanenergy.com.au www.urbanenergy.com.au

green buildings

Thoughtful lighting

Organic Response has developed a revolutionary lighting control system that claims to maximise both occupancy comfort and energy savings, without apparent compromise to either. It also claims to substantially reduce the cost and complexity associated with traditional control technologies – these having been the key obstacles to greater penetration of lighting controls within the commercial building market.

hese significant benefits are derived from the innovative architecture upon which the system is built; namely, a wireless ‘distributed intelligence’ communication platform, featuring proximity-limited infra-red communication only between neighbouring luminaires. Key to the system’s operation is a Sensor Node, which is integrated into each light fitting during its manufacture. As a result, no additional wiring or commissioning is required during site installation; the Sensor Nodes start working – and communicating with each other – the moment the luminaire is connected to mains power! Each Sensor Node (with motion and ambient light sensors, infra-red receiver and infra-red transmitter) adjusts its light’s output based on occupancy behaviour and ambient light, and shares this information with its neighbours using wireless infra-red communication, so that they can make more intelligent decisions and adjust their own light levels. While each light makes decisions individually, ‘distributed intelligence’ communication means they all act together in the context of the occupied space.

The case study A case study is currently being concluded at 134 William Street, Sydney, incorporating a retrofit of Organic Response-enabled luminaires in an existing office with a floor plate of 190 square metres.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

This small business office comprises an open plan workspace and two separate meeting rooms. Two walls of the office comprise large glass windows, so the space enjoys significant natural light. The office is used five days per week, and has regular occupancy of between six and 10 staff members. The installation involved replacing 41 old fluorescent fittings with parabolic reflectors operated by a simple wall switch, with 41 Organic Response-enabled 32-watt Aurora LED panels supplied by Eagle Lighting. The entire luminaire upgrade, undertaken during working hours, took less than two hours to complete, with minimal disruption to staff. Given that the Organic Response technology is pre-installed into the luminaires, no additional controls installation time was required.

green buildings

Energy reduction due to lighting efficiency Using a predetermined measurement grid, an average nighttime light level of 610 lux was recorded under the original lights. Calibrated digital metering was used over the case study period. The original lighting installation used an average of 43.5 kilowatt hours per day. Immediately following the installation of the new luminaires (but with Organic Response inactive), a new average nighttime lux level of 591 lux was recorded, using an average of 16.8 kilowatt hours per day – an energy reduction of 60 per cent achieved through the greater energy efficiency of the new LED panels.

Energy reduction due to Organic Response controls The first step in implementing Organic Response was to trim the light levels to the 320 lux prescribed for office workspaces. Using the Organic Response iPhone app, with an infra-red dongle attachment, a single luminaire’s light output was trimmed down to around 380 lux and set as a new ‘MaxLight’ level. This level was then broadcast to all other luminaires in the space via the system’s own distributed intelligence form of infra-red communication. One further adjustment was required to achieve an average light level of just over 320 lux – the entire process taking less than 30 minutes. Over the next 24 hours, energy consumption at this new lux level was measured at 11.7 kilowatt hours per day. A further optimisation of the system involved activating one of the prescribed ‘personalities’ of the system – each personality has its own settings that determine how much light is delivered for a given distance away from motion, and how soon the lights start to dim after motion is detected. The process of selecting the personality and relaying it to all other luminaires in the space took less than five minutes using the iPhone app. In addition, daylight dimming was activated; an important potential source of further energy savings given the amount of natural light coming into the office during the day. The process for activating daylight dimming, again using the iPhone app, took 25 minutes. Energy metering continued after this optimisation process, with two

sunny days delivering an average of 2.9 kilowatt hours per day, and an overcast day 5.1 kilowatt hours per day.

THE RESULTS The results from the case study show that Organic Response can deliver significant levels of energy savings to an office tenancy. In light of the fact that the installation is as simple as replacing new luminaires for old, with no additional wiring required, the system offers a compelling proposition to those facing a retrofit scenario. While the sensors begin to respond to motion and share information with each other the moment they are connected to mains power, there is the potential to achieve maximum savings (and at the same time improve occupancy comfort) by using the simple smart phone app to adjust personality and activate daylight dimming. All of the optimisation processes are simple to activate, and take only a few minutes to implement.

Daily energy use with old system (2 X 38W T8 fluorescent)

Daily energy use with new LED troffers installed. Still wall switch operated, at full power, always on, with Organic response not yet activated. 60% saving

New LED lights trimmed to 320 lux and set as Max Light using Organic Response. 72% saving

Organic Response “personality” and daylight dimming activated. 93% saving (sunny), 88% saving (cloudy)

Sunny Days

Cloudy Day

Figure

1 shows the reduction in energy consumption achieved for each of the key THE RESULTS changes from the original lighting. With Organic Response optimised, the new installation achieves an energy saving of 91 per cent compared to the old installation. The results from the case study show that Organic Response can deliver significant levels of energy savings to an office tenancy. In light of the fact that the installation is as simple as replacing new luminaires for old, with no additional wiring required, the system offers a compelling proposition to those facing a retrofit scenario. While the sensors begin to respond to motion and share information with each other the moment they are connected to mains power, there is the potential to achieve maximum savings (and at the same time improve occupancy comfort) by using the

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

Creating energy progress in the commercial sector

alkia is a global leader in energy services that provides its customers with efficient solutions that improve their energy performance while reducing their carbon footprints. In existence for more than 70 years, Dalkia is present in 35 countries around the world, employing 49,800 staff. With revenues of AUD$10.8 billion in 2012, Dalkia is the energy services division of the French multinational Veolia Environnement, listed on the Paris and New York stock exchanges. Entering into the Australian and New Zealand markets in 2006 and actively supporting and growing its international business model, Dalkia is now well established within the region, with more than 1200 clients, and is providing holistic and sustainable solutions to their energy requirements. With headquarters in North Ryde, in Sydney’s north-west, Dalkia in Australia and New Zealand employs more than 390 people in 13 branches, delivering energy services across multiple sectors, including healthcare, commercial, industrial, education and government authorities. Dalkia remains a leading supplier of large-kilowatt, commercially applied chiller systems through its exclusive Trane distribution licence, which includes all Trane products and Tracer control solutions. Dalkia is also Australia’s exclusive Trend Controls Technology Centre, able to source, install and service Trend building management systems (BMS), a key aspect of managing energy consumption.

Creating energy-efficient buildings for sustainable cities Dalkia recently secured its first building refurbishment environmental upgrade agreement (EUA) in Sydney. The turnkey solution provided by Dalkia delivers guaranteed savings in energy consumption and in greenhouse gas emissions over a long-term contract arrangement that provides true commercial security to the building owner. While

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FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

the upgrade improves the overall value of the property, it also increases the environmental performance rating of the building under NABERS (National Australian Built Environment Rating System) protocols. EUAs are a key growth area for Dalkia, employing a unique business model that underwrites the energy performance with a NABERS improvement guarantee of the building, which presents a good fit for property owners, financiers, councils and banks. The company also provides comprehensive building management services that improve the energy and environmental performances of a building, while optimising its operation. Examples include reducing energy consumption or heat losses, and optimising the operation of energy installations. Dalkia’s multi-technical services apply to equipment that produces power, heat and cool air (HVAC), electrical installations (BMS) and an array of related services. Dalkia manages more than 92 million square metres of office and commercial property worldwide. Dalkia has a wide variety of key accounts, including a major hotel chain nationwide, the University of Sydney, Polaris Data Centre, Digital Realty Data Centres, Macquarie Generation and many hospitals, such as Westmead Hospital and St Vincent’s Hospital. These accounts are set up under asset-management style contracts that can include energy audits, energy asset renewals, energy management and energy operations and maintenance.

New technology As the exclusive distributor of Trane products in Australia and New Zealand, Dalkia and Trane have launched a new air-cooled chiller, known as the Trane® Stealth™ chiller. After many years of research and development, this is a significant event for Dalkia and Trane that will again position Trane as the leader in reliable, high-efficiency aircooled chillers.

CREATING ENERGY PROGRESS FOR BUILDINGS To meet environmental challenges and achieve asset capitalisation and cost control goals, Dalkia creates comprehensive multi-technical solutions that improve the energy and environmental performances of a building while optimising its operation. Working closely with clients, Dalkia can develop an improvement roadmap that not only considers a buildings energy profile, but also supports an improved NABERs rating outcome overtime.

More economical, greener buildings: â&#x20AC;˘ Energy, economic and environmental optimisation solutions â&#x20AC;˘ Occupant comfort and safety Dalkia manages more than 92 million sq. metres of office and commercial property worldwide.

www.dalkia.com.au

DALKIA (325 FACILITY PERSPECTIVES | VOLUME1800 8 NUMBER 1 542) 51

green buildings

Let them climb the walls and the roof Green roofs and walls provide multiple environmental and community benefits. Differing from traditional gardens, green roofs and walls help a variety of plants grow and thrive on the top of buildings and on vertical walls, making them vital elements of sustainable cities. The City of Sydney is aiming to increase the uptake of green roofs and walls across its local area, with the Green Roofs and Walls Project. Facility Perspectives spoke with Lucy Sharman, Project Officer, about what green roofs could mean for our cities.

acility Perspectives (FP): It’s a common misconception that green roofs are merely rooftop gardens. Can you tell us why this is not the case? Lucy Sharman (LS): The key difference is the environmental performance of a green roof compared to a roof garden. For a rooftop garden to be considered a ‘green roof’, there needs to be significant green coverage in order to get the kinds of thermal insulation and environmental benefits that a green roof offers. A few pot plants on a roof may make a lovely landscaped area, but

Human beings are naturally drawn to greenery – it makes us feel better, improves the quality of the air we’re breathing and adds to our level of thermal comfort

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

green buildings

Green roofs also make buildings more thermally efficient, particularly if the building is around six storeys or less. So not only is it more comfortable to be in a building with a green roof, your air conditioning and cooling costs also decrease, making the building more energyefficient if it’s not contributing to cooling the building, slowing stormwater, and improving air quality, it’s simply something that looks great, but doesn’t contribute to the building or broader environment. FP: Why should commercial building owners consider green roofs for their buildings? LS: For many reasons. For starters, there is a growing body of evidence that green roofs add to the commercial value of a property. Human beings are naturally drawn to greenery – it makes us feel better, improves the quality of the air we’re breathing and adds to our level of thermal comfort. If a commercial building owner adds a green roof, they will be tapping into that strong desire we have to be closer to greenery – closer to nature. For commercial operators, one of the biggest expenses is the people in the building. Greenery and green roofs – particularly ones that are accessible – improve staff retention and productivity, both of which provide very real economic benefits to building owners and lessees. Green roofs also make buildings more thermally efficient, particularly if the building is around six storeys or less. So not only is it more comfortable to be in a building with a green roof, your air conditioning and cooling costs also decrease, making the building more energy-efficient.

FP: How can a green roof or wall be retrofitted to an existing building? LS: The primary consideration is determining the structural integrity of your building and its ability to support the additional weight of a green roof. Lightweight (extensive) green roofs can weigh up to 150 kilograms per square metre, and deeper (intensive) green roofs can weigh 350 kilograms per square metre or more. Once you have determined the structural support available, then the main approach is to determine what you would like to use your green roof for. Do you want to provide habitat to support biodiversity? Do you want to use the space (is it accessible)? Do you want it as a commercial space to be sublet? How you will use the space determines how the green roof should be designed. For example, if you’re interested in providing support for biodiversity, then it’s a good idea to design a roof that has water features as well as hollow logs and rockeries for the insects and invertebrates. If you want to cool the building, you might design a roof that can take more mature trees and plants, which create shade. If you want to encourage building tenants to use the outdoor space, you may want to put in community gardens or herb gardens for people to use – in which case, you’ll need deeper soils. There are lots of ways to include gardens on rooftops – the design is really only limited by your imagination. Green roof specialists can provide building owners with specialist advice about what sorts of green roof designs might best suit your building site. FP: The City of Sydney undertook a perception study to evaluate industry’s and the public’s understanding of and support for green roofs. What was the outcome? LS: Interestingly, the public had quite a sophisticated understanding of the benefits of green roofs and walls. They understood that green roofs provide habitat for biodiversity and for improving air quality, as well as looking beautiful. They were also prepared to pay more for the benefits that green roofs provide. The study allowed building owners to discuss any concerns they had with green roofs, including concerns about waterproofing and costs. This has been very useful, as the reality is that green roofs actually extend the life of a roof. The green roof protects the roof and waterproofing from direct sun exposure, and reduces fluctuations in temperature, which cause expansion and contraction of the roof, and eventually cracking. In Germany, for example, green roofs extend the roof life by up to 40 years or more. To assist building owners, the City of Sydney is currently drafting guideline documents on waterproofing for green roofs and walls to help building owners make an easier and more informed decision about waterproofing – so they can get the most out of their roof spaces. FP: What kinds of buildings are suitable for the installation of green roofs and walls? LS: Almost any building can be retrofitted to take a green roof. Costs increase where the roof needs structural underpinning,

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

green buildings

or if the roof has a pitch of more than 10 to 15 degrees. Having said that, green roofs have been installed on very high pitches and on lightweight roofing structures – they are simply designed appropriately for the building and roofing needs.

...while some barriers still exist, the industry is strong, and evolving in a positive way FP: What types of barriers are there to widespread take-up of green roofs and walls? LS: The key barrier is that it is often difficult for people to access accurate information about green roofs and walls – the way they should be designed, installed and maintained. Lots of people are currently interested in installing green roofs or green walls, but they’re just a bit unsure how to go about it. There are also gaps in more technical information, such as waterproofing standards. This is something that the City of Sydney is addressing through the development of waterproofing guidelines for green roofs and walls, and through a strong educational program.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Also, despite the fact that green roofs have been used widely in Europe and North America for decades, it’s still a relatively young industry in Australia. The installers and providers in Australia offer a great level of service and good products – but there just aren’t too many of them. This also affects the price, with costs for green roof and wall installations still being relatively high in Australia compared to Europe or North America. Other barriers that have existed in the past are starting to dissipate; for example, planning controls used to be non-existent for green roofs and walls, but are now much more common. We have a much better understanding of what sorts of plant species work best on green roofs and walls, and we also understand what soil types and depths provide the best environment for healthy plants. So while some barriers still exist, the industry is strong, and is evolving in a positive way. FP: How do you expect the implementation of the Green Roofs and Walls initiative to impact on the City of Sydney’s energy consumption? LS: In order to get the best possible benefits out of green roof and green wall technology, we really need to see a significant uptake in their use. Combined with our Urban Ecology Strategy and Greening Sydney Plan, we should see marked reductions in energy consumption. We already have anecdotal evidence that, after the removal of street trees due to disease, the lack of the shade they had offered has increased energy consumption in residential homes. We will continue to do research in this area and monitor how the City’s Green Roofs and Walls Policy is having an impact on the City as a whole – not just in terms of energy conservation, but also the many other benefits that green cover provides.

green buildings

Benefits of green roofs and walls to existing buildings Air quality

Greenery on roofs and walls helps remove harmful pollutants from the air, keeping city air cleaner and healthier. They can also improve air quality inside the building.

Beauty

Green roofs and walls are beautiful. They can turn a drab wall or bitumen roof into a striking building feature.

Biodiversity

Green roofs and walls provide space for insects, reptiles and bird life to find water, food and shelter. Biodiversity is vital for a healthy urban environment.

Health

The human need to be around living plants is called ‘biophilia’. There are numerous studies showing the physical and mental health benefits that human beings experience as a result of being around growing plants.

Insulation

Green roofs and walls insulate buildings, reducing reliance on active heating and cooling, and reducing energy consumption.

Noise

Green roofs and walls insulate the building from outside noise, creating a quieter, more peaceful indoor environment.

Space

With green roofs and walls, previously unused space can be turned into valuable space for recreation, growing food, gardening etc.

Roof life

Green roofs have been proven to extend the life of a roof by up to 40 years. The green roof limits the roof’s exposure to sun and weather. It keeps roof temperatures more even, and minimises expansion and contraction from temperature changes.

Solar panels

Green roofs improve the efficiency of solar panels by keeping the surrounding temperature at an optimum level for solar panel efficiency.

Urban heat island effect

Heat from the sun is absorbed by the City’s hard surfaces and re-radiated out into the environment, leading to higher city temperatures. Green roofs and walls lower this urban heat island effect, making the city a more comfortable place to be.

Water

Green roofs slow and clean the rainwater run-off from buildings, helping waterways by reducing run-off and water pollution.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

Maintenance-free energy savings

n most wide-area, low-rise buildings from Melbourne to Darwin, five key factors have added considerable operating expense through air-conditioning energy demands: 3 unprecedented increases in electricity pricing in the last few years 3 solar heating is the primary source of excess heat in metal- and concrete-roofed buildings 3 a metal roof can rise to two to three times as hot as the ambient air temperature 3 air conditioning can cost three to four times more in cooling than heating 3 peak thermal loads stress air-conditioning plant, reducing its efficiency, shortening its effective life and increasing maintenance requirements. In response to these operational pressures, scientists at the University of Technology Sydney (UTS) and the Queensland University of Technology (QUT) found that highly effective cool-roof coatings like SkyCool, with its combined thermal reflection and radiation properties, can cause more heat to exit the building than would otherwise enter through its roof. This results in a strong net cooling within the building, with respect to the solar load on the roof. The effect is most pronounced in buildings where the roof is the dominant external surface – like airport terminals, shopping malls, cooled warehouses and social clubs. Since the release of key research from these universities, industry has developed a reliable body of independent and robust performance data that demonstrates the universities’ findings of the high energy-saving capability of this technology, particularly for the patented SkyCool temperature-reduction coating. The table on the right outlines the directly measured air-conditioning energy savings in buildings, ranging from Darwin (tropics) to Melbourne (temperate, with hot summers). With increasing energy pricing, some property owners are finding their cool-roof investment returning in less than two years. With five years of monitoring, the South Hedland Mall found that its initial benefits continued unabated, proving savings well beyond the initial payback period. Further investigation by Lend Lease engineers found that cooling of this high calibre actually creates a cool microclimate, which envelops the entire building, making a cool oasis in the middle of the urban heat island. Central to this benefit is the fact that while SkyCool will reflect about 90 per cent of solar thermal energy, it also ‘pumps’ internal heat out of the building into space – day and night – often rendering the building cooler than external shade temperatures. Not only have energy auditors verified field testing, they also employ SkyCool on their own offices.

SkyCool on Perth International Airport

Measured SkyCool ENERGY REDUCTION

Operational Improvement

South Hedland Mall – 6,000m2

31%

56 kWhr/m2/a

Woolworths 2002 – 2 years of data

47%

67 kWhr/m2/a

Woolworths 2010 – 5,000m2

53%

Westfield Mall – 4,000m2

38%

Melbourne Airport – 43,000m2

41%

Bunnings – 10,000m2 in hot tropics

51%

Department of Defence - DARWIN

61%

Club Menai - South Sydney

Overall average benefit

37%

80 kWhr/m2/a

75 kWhr/m2/a

removed some HVAC plant

94 kWhr/m2/a

Tropical exposure

42 kWhr/m2/a

45% 69 kWhrs/sqm/year

For further information, including technical and measurement data, please don’t hesitate to contact SkyCool on 02 9477 4095 or info@skycool.com.au.

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FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Bring Soaring Energy Costs Under Control A AIIR RC CO ON ND DIITTIIO ON NE ED DB BU UIILLD DIIN NG GS S IIN NC CLLU UD DIIN NG GA AIIR RP PO OR RTTS S,, S SH HO OP PP PIIN NG GM MA ALLLLS S,, FFA AC CTTO OR RIIE ES S,, W WA AR RE EH HO OU US SE ES SA AN ND D G O V E R N M E N T F A C I L I T I E S A R E F A C I N G E V E R GOVERNMENT FACILITIES ARE FACING EVER IIN RE EA ATTE ES STT P PO OW WE ER R NC CR RE EA AS SIIN NG GC CO OS STTS S IIN N TTH HE EIIR RG GR N E E D – T H E A I R C O N D I T I O N I N G P L A N T . NEED – THE AIR-CONDITIONING PLANT.

- with internationally patented

sso g.. ng oaattiin off cco oo oll--rro oo otteeccttiivvee cco prro ollaarr p IIn g,, ng offiin oo off rro meettrreess o uaarree m qu neeaarrllyy 550000,,000000 ssq nn on do nssttaalllleed S g aaiirr ng uttttiin d aatt ccu urreed meeaassu ussttllyy m bu ob n rro beeeen haass b oll h oo Co SkkyyC cco %. off 4455% gee o naall aavveerraag on naattiio byy aa n dss b neeeed weerr n ow po gp ng niin on diittiio nd on A orr aatt ntteerriio hee iin pss tth gss iitt kkeeeep ng diin uiilld bu db need on diittiio nd on n--cco on no nn on do nd An o htt –– gh niig dn nd daayy aan urree d peerraattu mp ntt tteem biieen mb naall aam w eexxtteerrn ow beello orr b eevveen n.. on ullaattiio nssu o iin no heerree iiss n heerree tth wh nw FFoorr ddeettaaiillss oonn hhoow w rreedduuccee yyoouurr ppoow weerr ccoossttss,, pplleeaassee vviissiitt

www.skycool.com.au

SkyCool Pty Ltd Tel: 02 9477 4095

Email: info@skycool.com.au

HVAC

The new space race Since 2010, NCC BCA Section J Deemed-to-Satisfy requirements for limiting the power used by HVAC fan and pump motors has resulted in an increase in system duct and pipe sizes. At the same time, Section J has also increased minimum insulation R values and has moved to a ‘Material R value’ basis for insulation systems, leading to increased thicknesses for traditional materials.

lthough increasing the energy efficiency of building services systems is an essential action to control building-related energy use, the combined effect of these three changes has led to an increase in the spatial requirements of the services that need to fit into the plant rooms, shafts and ceiling spaces of BCA Deemed-to-Satisfy compliant buildings. In this ‘view from all sides’ article, Vince Aherne, M.AIRAH, speaks to four experts about how the construction industry is dealing with these spatial issues. Ever since humans first started erecting buildings, there has been conflict around providing space for building services. In days past this might have involved allowing space for tall ceilings to facilitate ventilation and comfort, or inserting large, high windows for adequate day lighting. In many contemporary buildings, the indoor environmental conditions are provided by building services systems, all of which need to be accommodated within the often-hidden building spaces of plant rooms, shafts, false ceilings and raised floor spaces.

Smash the myth: GREEN HVAC is not lean HVAC ‘There is a myth pervading the industry that being green means being lean, and that energy-efficient HVAC systems are somehow smaller than standard systems,’ says Scott Brown, M.AIRAH, Sustainability Director with Waterman Group. The truth is that while a green building might reduce dependency on HVAC, all things being equal, Brown says that energy-efficient HVAC systems are more likely to lead to an increase in spatial requirements, not a decrease. He says bigger ducts with more insulation need bigger shafts and deeper ceiling spaces. More efficient chillers and boilers need bigger heat exchangers, with more plant room access. ‘A greener system configuration with air-to-air energy recovery, for instance, means more ductwork and additional heat exchangers to fit

in,’ Brown says. Brown notes that plant rooms with energyefficient HVAC plant and air-to-air heat recovery can be 50 per cent or even 100 per cent bigger than they would have been had energy efficiency not been a concern. Mark Lee, Affil. AIRAH, is Engineering Manager with mechanical contractor James L Mark Lee Williams. He says that, generally speaking, building designers allocate the same or smaller spaces for building services as they have in the past, making access tight and providing for future maintainability very difficult. So the same old battles are being fought by designers. ‘It is not the cost of Jason Veale larger ducts or plant that is the issue,’ says Lee. ‘It is the cost of the additional space required that seems to be the limiting factor.’ Space, in other words, is the crunch point.

The race for space Jason Veale, Associate Director of Building Engineering with AECOM, agrees. ‘Every project has a degree of tension between architects and engineers over spaces,’ he says. ‘Section J is now increasing the need to coordinate and communicate about service space early.’ According to Peter Cass, M.AIRAH, Associate – Services Cost Management with Rider Levett Bucknall, architects are pivotal to changing space allowances because they own the building spaces. continued on page 60

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

A clean approach to hygiene

dours, bacteria, mould and viruses cause so many problems in all residential, commercial and industrial environments, and traditional cleaning just can’t clean/treat all of these areas and offer 24/7 protection from such hazards. Solutions such as UV lights, ozone, HEPA air filtration and chemicals offer their own problems and limitations, and air fresheners typically mask odours but do not reduce the source of the problem.

BIOZONE = active air and surface purification technology. Solutions are developed using special patented lamps. These release PhotoPlasma into the air, which kills bacteria and viruses in the air and on surfaces, eliminates odours and is chemical-free. Biozone has different products being used for different problem areas:

ODOURS – Aircare Solves odour and contamination problems in restrooms, restaurants, bars, office buildings, manufacturing facilities, public areas, garbage rooms and cold storage.

SLIME – Icezone Keeps your ice machine clean from mould, yeast and other impurities.

MOULD – Induct Can be installed in air ventilation units, destroying odours, mould and bacteria throughout a building.

PROBLEMS – Powerzone Suitable for intense and high problem areas, such as refuse rooms or grease traps, or just plain, quick problem-solving for housekeeping etc! BIOZONE is already used in airports, hotels, government buildings, casinos and many more locations worldwide. Visit www.biozonescientific.com.au for more information Phone: 1300 070 040

KILLS BACTERIA AND VIRUSES | ELIMINATES ODOURS | CHEMICAL-FREE

www.biozonescientific.com.au

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

HVAC

continued from page 58

But, as Cass explains, extra space is not always a straightforward proposition. ‘Developers are measuring new projects against the space ratios of the existing buildings that will compete for the same tenants,’ Cass says, and notes that to some developers, any non-lettable space is viewed as wasted. Brown, Cass and Lee all agree that allocating additional space is very expensive. Construction costs will change, which affects the profitability of an entire project. ‘There may be occasions when bigger shafts might be accommodated,’ says Veale. ‘But deeper ceiling spaces? No way.’ So, all agree that there has been no apparent change in spatial allowances for services, and that building floor-to-floor heights have not changed. ‘The reality is that, in most cases, larger services are being squeezed into the same or smaller spaces to the point that coordination is almost impossible,’ Lee says. Although new tools, such as BIM software and visualisation or clash-detection tools, can predict and highlight clashes between services, it is the practicalities around the space needed for installation that is a key pressure point on site. ‘The pressures exerted by architects, designers and builders mean that on site it becomes a race to install your services first so that the other trades have to work around you,’ Lee says. Though 3-D building models are useful tools for laying out services, they do not solve all the issues around access for installation.

All of our experts agree that new attitudes regarding energy efficiency must be developed by architects, developers, and by the eventual building owners and tenants

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Old solutions can no longer be applied A lack of services space has always been a barrier to optimum performance. In the past, when a clash with existing services or immovable structural components was encountered, distribution systems could be made to work by flattening ductwork or installing aerodynamically restrictive bends. Some of these transitions are quite extreme, and these types of ‘solutions’ reduce system energy efficiency. In fact, they are exactly the type of thing that the NCC Section J rules are attempting to address. As Veale says, duct routes are often chosen with little regard to the impact on overall fan energy. Restrictions at the inlet and outlets of fans and air-handling units can significantly degrade the expected system performance. The motor power and energy consumed rises as the resistance along the distribution route goes up. Now these make-it-work options are no longer available due to overall power restrictions, so what is an industry to do?

What are the solutions? Apart from providing additional space for services accommodation, there are a few alternative options available. ‘The market is always keen to respond, and some HVAC solutions have different spatial requirements than others,’ Cass says. Brown notes that chilled beam systems tend to be more spaceefficient, and can be left exposed if aesthetically desirable. Cass agrees, and notes that distributed systems – for example, many smaller systems rather than single, large central systems – and underfloor air distribution systems, are also becoming popular for a variety of reasons, including space considerations. Cass also says chilled and/or heated structures (floors, walls, ceilings) are another option that is being adopted to keep ahead of the curve for building design. As Brown points out, however, these solutions themselves tend to have a significant cost premium over the more standard HVAC methods, and this all needs to be added into the mix. Also, these solutions, if not correctly and appropriately implemented, can lead to issues with indoor air quality, condensation and mould. All of our experts agree that new attitudes regarding energy efficiency must be developed by architects, developers, and by the eventual building owners and tenants. ‘Building designers and developers are well aware of the benefits of energy-efficient services systems,’ Lee says. ‘Those benefits generally flow to the occupier, who is often not the building owner, nor the entity paying the construction costs’. So the same old split-incentive barriers apply. Asks Cass: ‘Why should a developer or building owner pay additional construction costs to reduce operating costs for future tenants?’ Green leases go some way to addressing this, as do building rating systems that can be used to market a building for sale or lease. ‘Engineers need to push harder and sell the merits of increased services space to designers and builders,’ Cass says.

HVAC

‘Green Star and NABERS do a great job of recognising buildings designed with improved energy efficiency,’ says Cass, adding that this includes HVAC systems that have larger ducts and pipes. Eventually, end users will drive this agenda when they begin to favour (that is to say, pay more for) energy-efficient building spaces. In addition, as Lee points out, there are many other benefits of increased or reasonable services space, including less wastage and rework on site due to services clashes, faster installation time, reduced installation costs, and better access for maintenance and inspection for the life of a system. These benefits also need to be recognised.

Alternative solutions; life is a trade-off ‘It is becoming increasingly common now for designers to use the alternative JV3 modelling approach to reduce insulation requirements for pipes and ducts, in order to avoid increases in ceiling depths,’ Veale says. JV3 modelling allows trade-offs between system components because it is the overall performance of the system that is assessed. ‘Over-complying on performance for chillers, pumps, fans and lighting can allow for a relaxation of insulation requirements, and still produce an equivalent overall energy result,’ Veale says. A bigger chiller in the plant room might allow a smaller duct on the occupied floors, for instance. ‘If spaces are going to be squeezed to the extent that it affects the profitability of the project, then JV3 is used to avoid that situation,’ Veale says. ‘JV3 modelling almost always improves the situation significantly, and the modelling and design work comes at a fraction of the cost of losing a floor off the top of a building.’

How can the awareness of these issues be raised within the industry? One suggestion from Lee about how awareness can be raised is the introduction into the NCC of minimum aspect ratios for ducts; or a standard calculator, like that used for glazing. This would help consultants and contractors prove to builders that a system will not comply if it is forced into the restrictive spaces they propose. Says Brown: ‘Education and awareness-building is the key. The myth that green always means lean for HVAC systems needs to be broken.’ A suggestion from Veale is for engineers to document the final insulated dimensions of the ductwork, and not the sheet metal dimensions. Design drawings often show sheet metal sizes for pricing; construction drawings often show sheet metal sizes for fabrication. Yet, these metal sizes are generally not the final spatial size required if the duct is to be externally insulated. All agree that the design team needs to establish the spatial requirements very early in the process so it can be accommodated, and make sure all stakeholders know why it is occurring. ‘A good design team will have a workshop to deal with it,’ says Veale.

Communications around spatial requirements need to be ongoing as the project progresses.

Is better integration in the design process the key? ‘The balance of benefits and costs does not appear to have been addressed holistically within building regulations,’ Brown says. ‘A lot of attention has been given to the final energy efficiency of HVAC plant, but little given to the additional space, materials and embodied energy required to implement such plant.’ Given the imperative to reduce the energy consumption of buildings, it is surprising that building services – one of the major components of energy usage and cost – are rarely considered in the early stage of a design, or as potential driving factors for form and spatial configuration. It is the building orientation, form and fabric aspects that generally dominate the cooling and heating loads. In order for the form and geometry of buildings to be considered in response to energy efficiency and building services optimisation, multidisciplinary integration is required in the early stages of the design process, when the design proposal is still flexible. So, to sum up, energy-efficient HVAC tends to be bigger than standard HVAC. Energy-efficient and green buildings tend to provide the same or less space for services than standard buildings. Something has to give. Engineers push for more space, and architects and developers push back or resist. The final answer is somewhere in between, after both engineer and architect have pushed to be as efficient in their spatial requirements as possible. JV3 energy modelling offers an alternative compliance path for those buildings and systems that encounter significant problems with NCC-driven Deemed-to-Satisfy pipe and duct sizes.

AIRAH would like to thank the following individuals for sharing their views in this article with Vince Aherne, M.AIRAH: 33 Scott Brown, M.AIRAH, Sustainability Director –

Waterman Group 33 Peter Cass, M.AIRAH, Associate, Services Cost

Management – Rider Levett Bucknall 33 Mark Lee, Affil. AIRAH, Engineering Manager – James

L Williams 33 Jason Veale, Associate Director, Building Engineering

– AECOM.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

Getting value from energy modelling Undertaking energy modelling only after design is complete is robbing us of most of its value. That’s the take-home message from local energy modelling consultant Ramiz Gabrial.

ommon practice, he says, is to perform energy modelling to validate NABERS ratings for new buildings. But if performed during the design phase, it can prompt redesign using different glazing and mechanical systems to achieve a building with the highest performance and lowest operating cost. The interactions between mechanical systems and glazing are complex, and should be considered systemically. A smarter glazing choice may offer substantial savings on HVAC systems, with reductions in mechanical requirements offering capital and operational expenditure savings. It’s a straightforward return-oninvestment (ROI) calculation, says Gabrial. If, for example, you choose glazing that is $500,000 more expensive than an alternative at the outset, but it offers a $300,000 saving on mechanical systems, then you can use building energy-use calculations to determine the payback time of the $200,000 difference in capital costs. Given that energy use over a building’s operational life constitutes almost 50 per cent of its cost, according to the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE), the time to recoup that $200,000 is likely to be short. (See Figure 1.)

Figure 1. This pie chart provides a general idea about the typical life cycle cost components of an office building over a 40 year life cycle.

Here are some tips for maximising value from your energy modelling: Use software that enables you to effectively model your climate zone – the same building will perform wildly differently in Melbourne to in Dubai (however unbelievable this summer’s heatwaves make that seem!). 3 Use software that offers sufficient flexibility to model a wide range of different glazing and mechanical and electrical (M&E) systems: there is a greater investment of time in using the more complex systems, but you are repaid in the quality of data you can produce. 3 Know your building – model as closely as possible the operational environment of your building: will it be used 24/7? Will it be used 7 am–7 pm Monday to Friday? How many occupants are there and how will the building be fitted out? Obviously, initial energy modelling costs will be higher than if modelling is simply performed at the end of the design phase, but, again, these costs are small in the context of the entire building and will repay themselves many-fold over the life of the building. Ambitious energy modelling initiatives are taking place in largescale building projects in the Gulf states, driven by the desire for high LEED rating buildings. The LEED rating system grants extra points for buildings that can demonstrate substantial energy savings against the benchmark for a building of similar size and use. It’s easy for Australia to get on the bandwagon, says Gabrial, who will present a seminar at ARBS 2014 in Melbourne in May. We have the tools and the skilled people, so it’s simply a case of involving energy modellers earlier in projects. With case studies and an in-depth comparison of a hypothetical building, Gabrial will demonstrate the value. 3

Ramiz Gabrial of Beehive Consulting Group will deliver a seminar on ‘Glazing and Building Envelope Thermal Properties and Their Impact on Building Annual Energy Use’ at ARBS 2014. ARBS 2014 will be held at the Melbourne Convention and Exhibition Centre from 20–22 May 2014. Seminar registrations will open soon on the ARBS website, www.arbs.com.au.

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maintenance & essential services

Quantification of NCC building and plumbing requirements

The Australian Building Codes Board’s (ABCB) mission is to address issues relating to health, safety, amenity and sustainability associated with new building work by providing efficiency in the design, construction and performance of buildings through the National Construction Code (NCC) and the development of effective regulatory systems. Anecdotal evidence suggests that the difficulty in judging compliance of Alternative Solutions is leading to inefficiencies in the building approval process, and may be leading to the increased use of the Deemed-to-Satisfy route, which will reduce innovation, and can increase costs and reduce flexibility.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

uilding ministers representing the Commonwealth, state and territory governments signed off late last year on an ambitious project to improve the NCC, which has the potential to reduce the cost of buildings in Australia while maintaining the level of safety. A further benefit of the project will be to make it easier to assess compliance with the Code and achieve greater levels of consistency in interpretation. The bulk of the reforms are estimated to take around three years to achieve; however, incremental changes will be made to the Code as individual performance requirements are quantified. All changes will be subject to stakeholder consultation, and, if necessary, regulation impact assessment, as well. The quantification of the NCC (QoNCC) requirements will realise some of the potential benefits identified in the Centre for International Economics’ ‘Economic benefits of building regulatory reform 2012’ report, estimating $1.1 billion in annual net economic benefits. It also builds on earlier work stemming from the recommendations provided in the New South Wales report on the Quality of Buildings (Campbell Inquiry 2002) and the 2004 Productivity Commission Report ‘Reform of Building Regulation’.

maintenance & essential services

The project The QoNCC project seeks to address concerns that qualitative performance requirements (PR) lack clarity on what is intended, and make the task of judging compliance of Alternative Solutions difficult. Where possible, it is intended to develop measureable PRs and/or verifications methods (VM) to address these concerns, while maintaining the benefits of performance-based codes in accommodating flexibility and innovation. At the request of the ABCB, a three-year plan has been developed. The key points of the plan involve seeking stakeholder input on priorities, quantification of PRs, and education on the use of performance. In 2013–14, several key exercises will be undertaken, including: 33 development of educational material on the use of performance (regular feature in ABRB) 33 changes to the BCA 33 development of a VM for fire safety and calibration against the Deemed-to-Satisfy provisions 33 development of a VM for slip resistance. Amendments to D2.10, D2.13 and D2.14 of Volume One, and 3.9.1.3 of Volume Two (for slip resistance) will be proposed for NCC 2014 33 development of a VM for weather tightness of cladding systems for PR FP1.4. (At present FP1.4 is not quantified, and has neither Deemed-to-Satisfy provisions or a VM in NCC Vol.1) 33 changes to the PCA 33 quantification of BP2.2, for heated water scald prevention 33 amendments to quantify water efficiency requirements (proposed for inclusion in NCC 2015) 33 development of a risk assessment process for determining required backflow prevention 33 defining undue pipework noise (proposed for inclusion in NCC 2016). Implementation of the project demonstrates the ABCB’s commitment to increase the use of the NCC Performance Provisions and promote the inclusion of Alternative Solutions into NCC complying designs. Alternative Solutions may be proposed for any number of reasons, including: 33 cost savings 33 design preferences 33 implementation of innovative products or systems 33 constructability. The primary task of the project is to establish whether or not existing regulatory provisions contain a measurable value that can be used to develop Alternative Solutions in accordance with NCC Volume One A0.5, Volume Two 1.0.5 or Volume Three A0.5. Where it is evident that a measurable value does not exist in a PR, a review of Deemed-to-Satisfy provisions will be undertaken. If a measurable value can be identified within an existing provision, including within an Australian Standard, the benefits of replicating that value, or a similar value, in a higher level of the NCC’s hierarchical structure will be considered.

When a measurable value cannot be identified within the NCC, an appropriate value will either be added to the respective PR, or a new VM will be developed and included within the NCC. The term VM is defined in the NCC as ‘a test, inspection, calculation or other method that determines whether a building, plumbing or drainage solution complies with relevant PRs’. Currently, there are several VMs in the NCC, including those in Parts C, D and J of Volume One, and more will be added progressively over the next few years. The fundamental benefit of introducing more VMs is that they provide designers with an optional means of demonstrating that proposed Alternative Solutions comply with mandatory PRs. To date, several PRs have been reviewed under the project, and actions have been taken to introduce new measurable values. While calculations may be an appropriate means of demonstrating compliance with the VM for the purposes of gaining approval of the proposed design, an approval authority could require peer review of calculations, or impose a condition of approval to require in situ testing of the emergency lighting system by the use of light meters. As with the development of any Alternative Solution, responsibility for demonstrating that a proposed design complies with the respective PR(s) rests with the applicant for approval. The NCC lists forms of documentary evidence that may be used to support the use of an Alternative Solution. When an Alternative Solution is first contemplated, it is often beneficial to discuss the proposal with the respective approval authority, particularly for complex proposals, and establish the scope of methodologies and supporting documentation that the authority may require. Typically, preliminary discussions between a designer/applicant and the approval authority regarding a proposed Alternative Solution can promote the delivery of prompt outcomes. It should also be noted that a number of state and territory building regulations contain requirements and processes for dealing with NCC Alternative Solutions.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

maintenance & essential services

Workplace health and safety excellence honoured Workers and organisations from across Australia were earlier this year recognised for their outstanding contributions to making their workplaces safer, with the finalists of the ninth annual Safe Work Australia Awards (the Awards) announced in January by Safe Work Australia Chair Ann Sherry AO.

n announcing the 37 finalists of this year’s Awards, Ms Sherry congratulated them on their efforts in helping to keep Australian workers safe. ‘The level of innovation and commitment to work health and safety displayed by this year’s finalists is inspiring,’ Ms Sherry said. ‘The best outcomes are achieved when everyone in the workplace actively participates in making the workplace safe. ‘These finalists prove that you can make a difference to your workplaces’ health and safety.’ Now in their ninth year, the Awards showcase excellence in work health and safety across four categories. In 2011–12, 228 workers died from an injury incurred at work. This figure demonstrates that more work is still needed to improve work health and safety in Australia, and that we need to keep work health and safety top of mind each and every day. The Awards are a celebration of what can be achieved to reduce this alarming statistic and achieve the vision of healthy, safe and productive working lives. The finalists are winners of their respective categories at their work health and safety regulator awards in 2013. They represent organisations of all sizes and from a variety of industries. Winners will be announced at the ninth annual Safe Work Australia Awards ceremony in Canberra on Monday 28 April 2014. The award categories are listed here. For a full list of finalists, visit www.safeworkaustralia.gov.au.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

33 Category 1 – Best workplace and safety management system

This award recognises demonstrated commitment to continuous improvement of workplace health and safety through the implementation of an integrated systems approach. 33 Category 2 – Best solution to an identified workplace health and safety issue This award recognises excellence in developing and implementing a solution to an identified workplace health and safety issue. Entries for this award may include a product solution, design/ engineering innovation, training program, awareness-raising activity or other risk control measure that reduces the risk of work-related injury and disease. 33 Category 3 – Best workplace health and safety practice/s in a small business This award recognises high-standard workplace health and safety practices in small business. This category is limited to small businesses that have fewer than 20 employees or full-time equivalents. 33 Category 4 – Best individual contribution to workplace health and safety This award recognises individuals who have made an exceptional difference to health and safety, with subcategories honouring contributions both by an employee and by a work health and safety manager.

company profile

Safety first When sourcing a roof access solution for your building, safety is, of course, the first consideration. Will it provide employees and contractors with safe access to the amenities required? Does it meet the new Australian standards?

ripspan Planking provides the reassurance of safe access while also offering the facilities manager improved benefits in durability, antidrop characteristics, spanning capability, durability and speed of installation. Unlike more open profile walkway products, Gripspan allows rain and liquid spills through, improving slip resistance, but prevents even the smallest screw or nut from dropping through to the roof’s surface. This reduces the risk of dissimilar metals rusting, when dropped and forgotten. Gripspan’s extensive spanning capability means it requires fewer supports under the planks, which provides surety under foot, and reduces the installation requirements. Gripspan’s new Roof Tread angle system allows horizontal walkways to be installed on small inclines between five and 20 degrees, without any welding on site, and with minimal fuss. The system can be installed with handrail on one or both sides, depending on the site requirements. Gripspan is also manufactured locally, which supports Australian manufacturing, but more importantly it means planks can be manufactured to length, cutting out the requirement to modify panels on site.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

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FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

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company profile

THERMOGRAPHY INSPECTION IDENTIFIES POSSIBLE ELECTRIC

In May 2013, Thermoscan® Inspection Services carried out a thermography ins commercial facility in Brisbane. During the inspection a contactor in an electric identified as operating above “normal” temperature and showed signs of potent was nominated in our Inspection Report as a Priority 1. The customer was notified on site and advised it was our recommendation that the contactor required imme

Thermal imaging explained

HAT IS THERMAL IMAGING?

Thermal imaging is a low-cost, effective method of protecting your business’s assets and giving you peace of mind. It is an essential part of every commercial and industrial business’s preventative maintenance plan. Specialised and highly sensitive equipment is used by a skilled technician to identify equipment faults that are not visible to the naked eye. The thermal images are accurate to one-tenth of a degree and will show if any components, such as electrical switches, are too hot. While electrical problems are often the primary focus of thermal imaging, it can also be used to check mechanical equipment to determine if it is running too hot – bearings, for example. At the other end of the scale, thermal imaging can detect cold air loss in refrigeration systems. Thermal imaging is a non-intrusive preventative maintenance activity that can be done, and is best done, when your business is in full operation.

CONTACTOR (thermal image) image) CONTACTOR (thermal

Results Table RESULTS TABLE 74.6 °C Ref Temperature

Fault Temp:max 77.3

Ref:temp 38.2

Fault Temperature Max. 60 Temp Difference (Fault Max - Ref)

CRITICAL

A serious 40 is abnormality present at time of the inspection. Immediate repair is recommended 28.3

WHO SHOULD YOU USE?

Ref Temperature o 38.2 C

Faulto Temperature M 77.3 C

Temp Difference 39.1 CMax – Ref) (Fault o

CRITICAL A serious abnormality is present at time of the inspection. Immediate repair is recommended.

the technology is only as good theisperson behind the AsAs analways, “Independent” thermographer, ouras role to carry out thorough thermal i camera. You would not ask a plumber to service your car, would any potential issues and offer our recommendations. As we are only contracted you? Of course not! That isofwhy companies employ thermographer, our duty carereputable is to provide guidance on what we identify, w licensed electricians to perform electrical thermography. authority to enforce the recommendations nominated. It is also important to use an independent service provider; you need the In this case, carrying out our recommendation was unfortunately delayed a num peacethe of repair mind towas know that the company youcatastrophic entrust is going to occurred. WHY IS THERMAL IMAGING IMPORTANT? luckily undertaken before any event provide the service in a professional and unbiased manner. A thermal imaging inspection is a very effective way of highlighting AsThere visibleis in photo below,ofthe contactor in theperforming process ofthe disintegrating. anthe obvious conflict interest in any was business deficiencies in equipment that would not otherwise be apparent. It no doubt would have caused extensive damage to the switchboard diagnosis and then undertaking the ‘do and charge’ work to remedy or more seri can pinpoint the exact location of faults and allow componentry to be may have also caused potential downtime, loss of property or life! faults. When deciding how to spend your maintenance dollar, choose replaced before a problem occurs. Without this service, unidentified Thermoscan® Inspection Services Pty Ltd and you can be assured of equipment faults can lead to equipment failure, loss of electricity CONTACTOR INSPECTED (May 2013) FAILED CONTACTOR (Septemb the best-value independent service. supply or electrical fire. It is often recommended by insurance companies that thermal imaging is undertaken on an annual basis to reduce risk. For an ‘obligation free’ quote, please contact our office. Thermal imaging should be one of the critical maintenance tasks Web: thermoscan.com.au carried out on a regular basis across your facilities to ensure up-to-date Phone: 1300 132 517 assessment of the safety and efficiency of your business’s equipment.

To the naked eye, the Contactor appeared to be in good condition and showed no signs of the potential problem.

Within 6 months of the ther the contactor has failed and causing catastrophic damage

For an “Obligation Free” quote, please contact CONTACTOR INSPECTED (May 2013) To the naked eye, the contactor appeared to be in good condition and showed no signs of the potential problem.

CASE STUDY In May 2013, Thermoscan® Inspection Services carried out a thermography inspection for a major commercial facility in Brisbane. During the inspection, a contactor in an electrical switchboard was identified as operating above ‘normal’ temperature and showed signs of potential failure. The item was nominated in our Inspection Report as a Priority 1. The customer was notified immediately while on site, and was advised it was our recommendation that the contactor required immediate attention. As an ‘independent’ thermographer, our role is to carry out thorough thermal inspections, identify any potential issues and offer our recommendations. As we are only contracted as an

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thermosc 130

FAILED CONTACTOR (September 2013) Within six months of the thermal inspection, the contactor had failed and was close to causing catastrophic damage.

independent thermographer, our duty of care is to provide guidance on what we identify – we do not have the authority to enforce the recommendations nominated. In this case, carrying out our recommendation was unfortunately delayed a number of months, but luckily the repair was undertaken before any catastrophic event occurred. As is visible in the photo above, the contactor was in the process of disintegrating. If it had been left any longer, it no doubt would have caused extensive damage to the switchboard or, more seriously, the facility. It may have also caused potential downtime, and loss of property or even life!

Thermoscan® Inspection Services is the thermal imaging & preventative Thermoscan® Thermoscan® Inspection Inspection Services Services is is the the thermal thermal imaging imaging && preventative preventative maintenance experts! maintenance maintenance experts! experts! We have been working with commercial & industrial businesses across Australasia for over WeWe have have been been working working with with commercial commercial & industrial & industrial businesses businesses across across Australasia Australasia forfor over over 33 years. We understand the need to protect people, property and electrical assets whilst 3333 years. years. We We understand thethe need to to protect protect people, people, property and and electrical electrical assets assets whilst whilst managing risk &understand maintaining a need sensible approach toproperty maintenance costs. managing managing riskrisk & maintaining & maintaining a sensible a sensible approach approach to to maintenance maintenance costs. costs. Operating to international standards, we have an unrivalled reputation for customer service. Operating Operating to to international international standards, standards, wewe have have anan unrivalled unrivalled reputation reputation forfor customer customer service. service. Thermoscan® Inspection Services only use highly trained licenced electricians with Thermoscan® Thermoscan® Inspection Inspection Services Services only only useuse highly highly trained trained licenced licenced electricians electricians with with Level 1 or 2 Thermography qualifications. Level Level 1 or 1 or 2 Thermography 2 Thermography qualifications. qualifications. We specialise in the thermographic inspection of: WeWe specialise specialise in the in the thermographic thermographic inspection inspection of:of:       

Motors & generators Electrical Motors Motors & equipment generators & generators Insulation Electrical Electrical equipment equipment integrity Building Insulation Insulation integrity integrity efficiency Leak Building Building efficiency efficiency sources Cold Leak Leak sources sources stores Cold Cold stores stores

Why Choose Thermoscan? Why WhyChoose ChooseThermoscan? Thermoscan? We are an INDEPENDENT SPECIALIST consulting thermography business with thousands of WeWe areare anan INDEPENDENT INDEPENDENT SPECIALIST SPECIALIST consulting consulting thermography thermography business business with with thousands thousands of of thermal inspections completed annually. We understand your needs and have a proven track thermal thermal inspections inspections completed completed annually. annually. WeWe understand understand your your needs needs and and have have a proven a proven track track record in identifying areas of electrical concern. record record in identifying in identifying areas areas of of electrical electrical concern. concern.

IR WINDOW IR WINDOW IR WINDOW DISTRIBUTOR DISTRIBUTOR DISTRIBUTOR

Contact us now: Contact Contact us us now: now: 1300 132 517 1300 1300 132 132 517 517 info@thermoscan.com.au info@thermoscan.com.au info@thermoscan.com.au thermoscan.com.au FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1 69 thermoscan.com.au thermoscan.com.au

maintenance & essential services

Reforming Australia’s contract cleaning industry

Australia’s contract cleaning industry has come under intense scrutiny over the past few years. Cleaners contracted by large corporations saw a need to campaign for fair pay, better jobs and higher standards in their industry.

larmingly for the industry, in late 2012 the Fair Work Ombudsman announced that 40 per cent of cleaning contractor employers were non-compliant with workplace laws. This prompted an audit of up to 1000 cleaning contractors to be conducted, starting in July 2013. The main causes for concern identified were underpayment of penalty rates, inadequate recordkeeping practices and failure to adhere to minimum shifts. Fair Work Ombudsman Nicholas Wilson said of the campaign, ‘We are mindful that this is an industry that employs large numbers of young people and migrant workers who may be vulnerable if they are not fully aware of their workplace rights. ‘The issue of non-compliance with the Fair Work Act through procurement chains is a high priority for the Agency in both the private and public sectors, and we are continuing to focus on this emerging problem and its far-reaching impact on exploitation in Australian workplaces.’ Another initiative protecting the rights of cleaning contract workers is the Clean Start program, which in 2006 identified the desperate need to reform the cleaning industry. City cleaners, building owners, cleaning contractors and the community banded together to address the crisis in city cleaning. Clean Start Collective Agreements apply to cleaners servicing central business district buildings in capital cities, and commit cleaning contractors to implement new industry standards to develop a quality-focused industry providing good jobs for cleaners.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

The first Clean Start Agreement was put in place in 2008, with many cleaning companies signing on and demonstrating their dedication to providing clean and safe city offices while ensuring that cleaning contractors are receiving better hours, better workloads and better pay rates. The original agreement resulted in more than 70 per cent of office cleaning being provided by signatories to the Agreement – a huge result. In December 2013, the latest Clean Start Collective Agreement was re-signed by 16 cleaning contractors. This agreement includes a four per cent pay increase and stronger protection against ‘immoral sub-contracting practices’. Louise Tarrant, National Secretary of cleaners’ union United Voice, said at the historic re-signing, ‘Today is a turning point for Australia’s contract cleaning industry. The recommitment by key contractors to the Clean Start Collective Agreement for a further four years is significant because it consolidates industry reform that was initiated, fought for and won by workers. ‘We don’t pretend the battle is over or that all shonky contractors have been driven from the industry. This year’s audit of 1000 cleaning contractors by the Fair Work Ombudsman in response to illegal practices in the industry proves there is more to be done. But the Agreement makes it harder for these operators and provides protection for cleaners and ethical contractors. ‘We congratulate cleaners and companies at today’s ceremony for their leadership in this essential industry.’

company profile

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FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

maintenance & essential services

Make your paint count It may seem like a small consideration to some building owners and managers – merely an aesthetic or protective choice – but the breadth of options when choosing paints, both for indoor and outdoor surfaces, is staggering, and it can be hard to determine which is the best application in each case.

undamentally, paint serves two purposes: protection and decoration. But within these two categories are myriad secondary considerations. For indoor paint, are there odours or volatile organic compounds (VOCs) present? Do the colours enhance daylight, complementing lighting requirements? Is there an effect on productivity depending on the colour you choose? Do you have a small area that needs to appear more spacious, or vice versa? Can the colours chosen enhance safety? Outdoor paint choices are similarly varied. What type of protection is necessary (solar, damp, sea air, graffiti)? Are there environmental considerations in the area? Does a roof surface require a cool-roof application? Do you have to consider the heritage of the building before changing its appearance? What impression do you want to give to people visiting your building? There are several types of paint available to facilities managers. The usage of oil-based paints has declined with the rise of latex paints, which use synthetic polymers, such as acrylic or vinyl acrylic, as binders. Latex paints offer greater ease of disposal and application. Of acrylic and vinyl, acrylic is more costly but also facilitates easier stain removal, and is less prone to flaking and brittleness. It’s also more resistant to the sun’s rays, so it won’t fade as quickly. As with many investment decisions to be made by facilities managers, a higher cost usually indicates a higher-quality product.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

Indoor paints A good deal of the ambience and productivity in a commercial office environment can be attributed to colour within the workplace. A new paint job can freshen up a space, give it more life, change its vibe and create the illusion of more space. Aside from the obvious aesthetic advantages of a fresh paint job, there are psychological gains to be won through applying a carefully considered hue to the walls of your space. Indeed, studies have shown that a freshly painted workplace can have positive effects on the morale of staff. Designers are well aware of the effect colour has on moods, feelings and emotions. Colour psychology is a growing market, and it is certainly a consideration that might be instrumental in achieving the best outcomes for your facility.

Which colours work best? White is a popular choice, as it creates a lighter environment and can help to create the illusion of space. Be aware, though, that neutrals can also enhance boredom, so select highlights that break it up. Cool colours are said to inspire creativity, calm and concentration, and are best applied in production areas. Red, while connected to energy and social interaction, is also said to have a negative effect on analytical thinking, and can inspire rash decisions and anger. People are also less likely to spend time in a red or orange room, so these colours could be used for spaces such as corridors, entrances and other areas where you don’t want staff to linger. Blue is calming, and is a widely

maintenance & essential services

appreciated colour, meaning that people will feel more comfortable and will be more likely to spend time in a blue space. As a rule, darker tones can create weight in a room, absorb light, and should only be used in small applications for contrast. For public perception, earthy tones convey sophistication, while light colours, such as white and lighter tones, create an impression of cleanliness. If youâ&#x20AC;&#x2122;re unsure of which colour scheme to implement in your facility, it could be worth your while to engage the services of a colour consultant or an interior designer. Indoor environment quality is an important consideration in sustainability and productivity considerations, with low-VOC paints preferred for their lack of emissions.

Reflective paints can achieve fantastic energy efficiency gains by reducing the amount of heat penetrating a building

Outdoor paints The exterior of your building is important in a number of ways. The faĂ§ade is the first impression of your company, and it can be a critical factor in business perception and staff attraction. It can also be used as an advertisement for your organisation. As well as its appearance, the exterior of a building protects the interior, so great care is needed when selecting exterior paints and coatings. According to certain studies, oranges and yellows on the exterior of a building denote low quality, or accessibility. If your aim is to convey exclusivity, elegance and quality, select colours with low contrast, preferably in earth tones and neutrals. Also ensure that your colour selection is complementary to the landscaping around the facility. Though aesthetics are important, building operations and efficiency are likely of greater importance to facilities managers. Reflective paints can achieve fantastic energy efficiency gains by reducing the amount of heat penetrating a building, thereby reducing

the cooling load. Conversely, dark, non-reflective paints can draw heat in, which will put more demand on your HVAC system. Problems can arise when the exterior surface of your building is not correctly prepared, so ensure that the building envelope is sound by applying the appropriate type and number of coats. Once you have a suitable base on which to apply your coating, ensure that youâ&#x20AC;&#x2122;ve selected the best material for the application, and that it is applied as per manufacturer specifications. All of these measures will ensure a longer-lasting, higher-quality coating. Do not make the mistake of falling back on the easiest option when selecting paints, both for the interior and exterior of your facility. Careful planning and research will ensure that you attain optimum results for your facility and its tenants.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

Preventative maintenance painting versus reactive painting It’s advisable to ensure that a building consistently looks good rather than waiting until it looks worn and dated with cracked and peeling paintwork. Also, it may cost more to remedy the appearance of a building after it starts to deteriorate, as it’s likely to need extensive preparation and replacement of costly substrates prior to repainting.

ngoing maintenance painting ensures a building always looks well-presented and modern. Also, ongoing maintenance reduces future replacement costs; for example, fixing broken-down paint on windows and doors as part and parcel of a long-term maintenance painting contract can result in extending their life span and eliminating costs associated with replacement. The benefits of ongoing maintenance based on appearance are demonstrated in the graph below. Across a six-year period with preventative maintenance painting, the appearance of a building stays relatively the same, whereas, in relation to ad hoc reactive painting, the appearance of a building steadily declines. Generally, a painting maintenance program is constructed over a set period of time (typically a minimum of six years). It will, in most cases, consist of a full repaint of all facilities followed by annual maintenance painting services. Externally, this would include cleaning soiled and weather-affected painted surfaces, followed by painting of any painted surfaces that have been damaged by normal wear and tear.

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In most cases, the cleaning component will include detergent pressure washing of painted surfaces to remove dirt and grime. External paint cleaning is a critical part of the process. A simple analogy for this is that we clean our cars regularly to protect the paintwork from oxidation caused by the sun’s UV rays. This is no different to cleaning painted surfaces on buildings, as these surfaces are exposed to the same variety of harsh environmental conditions. Additional benefits can also be achieved by outsourcing painting maintenance works to a company like Programmed. Outsourcing allows you to employ specialists to prolong the life of your asset while you stay focused on your core business. Plus, extensive cost savings can be demonstrated when comparing the cost of employing full-time tradespeople to outsourcing. Contact Programmed today on 1800 620 911 or marketing@programmed.com.au, for more information on how our painting maintenance services can help your facility stay looking good, while also saving you money in the long run.

Cut costs with a customised property services package. For over 60 years, we’ve assisted Australasian institutions with end-to-end management services for both major and minor building works, property and infrastructure projects. Let us customise a complete property services package to meet your specific needs, free up time and resource constraints, plus cut costs. We’ve also got a number of processes in place to help reduce risk. So you can feel confident everything will run smoothly, while you focus on your core business. • Grounds Maintenance • Landscaping • Painting • Signage • Electrical and Communications

Visit our YouTube channel to watch video testimonials from our customers www.youtube.com/user/ProgPropertyServices

1800 620 911 programmed.com.au

building information modelling

Integrating building information modelling with facilities management BY HEAP-YIH CHONG, XIANGYU WANG, JUN WANG, AND JUN GUO, FROM THE AUSTRALASIAN JOINT RESEARCH CENTRE OF BUILDING INFORMATION MODELLING, SCHOOL OF BUILT ENVIRONMENT, CURTIN UNIVERSITY, AUSTRALIA; AND CCDI GROUP, CHINA Many varied definitions and terminologies have been used to describe building information modelling (BIM) and facilities management (FM). The correct language is of utmost importance at the early stages of BIM implementation in order to avoid any confusion. BIM and FM can both be seen as encompassing numerous disciplines in the management of the physical environment.

There is a need to incorporate BIM into FM in order to better coordinate and maintain physical environments. This article aims to highlight how the BIM can integrate with FM in the built environment. Figure 1 illustrates an overall concept of the relationship between BIM and FM.

commonly accepted definition of BIM is that it is ‘a digital representation of physical and functional characteristics of a facility, creating a shared knowledge resource for information about [the building], and forming a reliable basis for decisions during its life cycle, from earliest conception to demolition’. This is a definition endorsed by important industry bodies, including the United Kingdom’s Royal Institute of British Architects (RIBA), the Construction Project Information Committee (CPIC), buildingSMART, and the United States’ National BIM Standards Committee (NBIMS). With regard to FM, we have adopted a popular definition from the International Facility Management Association (IFMA), which is that FM is ‘a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology’. It is a process of integrating the human with the physical environment in a comprehensive manner.

Figure 1: Integrating BIM and FM

There are five notable features in the integrated system, as fo 1. Centralisation 76

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Conventional FM relies on stand-alone software or systems th

building information modelling

There are five notable features in the integrated system:

Centralisation Conventional FM relies on stand-alone software or systems that are furnished by service providers; for instance, security systems, air conditioning and so on. This can create coordination issues, and requires different technical personnel to monitor and facilitate each system. On the other hand, integrated BIM and FM can provide a centralised system for all services and components in the building, as illustrated in Figure 2. All of the buildingâ&#x20AC;&#x2122;s components will be monitored and controlled together, saving costs and also significantly increasing the efficiency of managing and maintaining the building.

Information system The BIM model contains vast amounts of information regarding the services and components that are incorporated into the structures and systems of the building. The huge database can be stored, and serves as an information system that allows users to retrieve, reference or even edit building information in the future. This has great potential to increase the reliability and performance of the FM role.

Simplification Even with the vast amount of information that has been stored, meaning that the database might be quite extensive, the most significant feature of the integrated system is to provide a simple interface or platform for direct viewing. Personnel will have a very quick learning curve and will be able to manage and monitor the building easily, directly on the screen.

Changeable/expandable As this system is BIM oriented, it will allow modification or improvement in the future. This is very advantageous in terms of upgrading or changing the structures, and also modifying the services or components, of the building. During daily or routine maintenance, the integrated system shows all related information and records for carrying out maintenance works; for example, details of the building component, its maintenance record, and its history. Meanwhile, the system is also able to capture data regarding energy and water consumption in Figure 2:2: Centralised system for FM for usingFM BIM technology Figure Centralised system using BIM technology the building. The data collected can be analysed daily, monthly and 2. Visualisation yearly, which can help with planning and drafting either a short-term Visualisation or a long-term energy saving plan. Another important feature of the BIM system is to have better visualisation Another important feature of the BIM system is to have better Regarding safety and evacuation systems, the data from smoke of the services and components within the building. This becomes very visualisation of thecorrective services and componentsallowing within the or fire detectors will be captured in real time. During a fire or practical during maintenance, thebuilding. faulty parts ofsensors the This becomes very practical corrective maintenance, emergency evacuation, the system is able to locate a safe route and services or components toduring be easily located. This savesallowing a lot of time in searching for faulty is particularly vital located. during breakdowns the faulty parts of theelements, services orwhich components to be easily guide the occupants to the nearest exit doors. The interface is userand emergency repairs. The details of each component or service can be This saves a lot of time in searching for faulty elements, which is friendly, allowing a facilities manager or person in charge to view examined and viewed directly on the screen, as shown in Figure 3. particularly vital during breakdowns and emergency repairs. The the screen and make a quick, informed decision about how best to details of each component or service can be examined and viewed evacuate personnel. directly on the screen, as shown in Figure 3. Overall, BIM technology has the capacity to accommodate complicated human needs in the built environment. By incorporating BIM and FM, the system provides a simpler and easier platform for overall maintenance, monitoring and emergency plans.

Authors: Heap-Yih Chong1, Xiangyu Wang1*, Jun Wang1, Jun Guo2 1 Australasian Joint Research Centre of Building Information Modelling, School of Built Environment, Curtin University, Australia 2 CCDI Group, China *Corresponding author: xiangyu.wang@curtin.edu.au

Figure 3:Details Details of each building component different colours Figure 3: of each building component in differentincolours

3. Information system The BIM model contains vast amounts of information regarding the services and components that are incorporated into the structures and systems of the building. The huge database can be stored, and serves as an information system that allows users to retrieve, reference or even edit building information in the future. This has great potential to increase the reliability and performance of the FM role.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

Realising competitive advantages with BIM+FM BY DON HITCHCOCK In today’s fast-paced environment, having a competitive edge is crucial to profitability and success.

his is especially so in the facilities and real-estate industries, where tight space-availability, schedules and budgets are the norm. The need to maximise usage of available space and to ensure facilities are maintained are key factors to many property owners and managers. So, how does one juggle all these and still remain competitive? In recent years, building information modelling (BIM) has become a buzzword in the AEC (architecture, engineering and construction) industry. In 2004, Skidmore, Owings & Merrill set the pace by adopting BIM in the design of what is today One World Trade Center. Since then, architectural practices worldwide have adopted BIM, with building authorities in major countries promoting and mandating the adoption of national BIM standards. The introduction of BIM has also spawned a new methodology in facilities management. BIM+FM now makes it possible to streamline the way facilities are managed, helping owners and managers plan, forecast and maintain their facilities throughout their entire life cycle. It also allows project and construction teams to work with facilities managers in planning the management of the building during and throughout the various phases of construction. The benefits gained through adopting an integrated workplace management system (IWMS) include cost tracking and savings resulting from more efficient management of space and asset data. The alleviation of unplanned maintenance costs and efficiencies gained through accurate forecasting of space usage enables facilities managers and real-estate professionals to manage their facilities almost immediately after project handover. At the BIM-MEPAUS Construction Innovation 2013 Forum, the AMCA reported that BIM can cut costs by 10 per cent during

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construction, and by 30 per cent for facilities management. By adopting solutions like FM:Interact, it is possible to use the rich data content of the building information model, allowing managers and users access to their facilities’ information, whether for enquiries on space and assets, submissions of work orders, planning and forecasting space requirements and usage, or planning a move. With advances in mobile technologies like FM:Mobile, facilities information can be accessed in the field, allowing facilities managers to be more proactive and responsive to time-critical jobs. With so many solutions in the market purporting to be leaders in FM+BIM integration, how would you know the best solution partner with whom to work? It doesn’t help when the industry coins confusing acronyms like CAFM, IWMS, CMMS and many more. While these refer to some form of FM solution, a true IWMS encompasses all aspects of space and asset management as well as facility maintenance, move, project and real-estate management, and much more, all sharing information across the organisation. FM:Interact is such a system, allowing users to access up-to-date information relevant to their respective roles, through a web-based user interface that can be easily accessed through the organisation’s intranet/internet infrastructure.

About Advanced Spatial technologies (ASt) Advanced Spatial technologies (ASt), a specialist in CAD and BIM services, IWMSs and FM solutions, leverages the latest and best-inclass technologies to help customers maximise cost-efficiencies and realise genuine productivity gains. Acknowledged as an ‘Autodesk-Preferred FM Solutions Partner’ and a certified business partner of FM:Systems, our vast experience in integrating FM+BIM have been key to many successful implementations in ANZ and Asia. Complementing our solutions, our CaddWest Bureau provides and delivers quality drafting services to meet the challenges faced by AEC and real-estate professionals Australia-wide. QUALITA Certified to ISO 9001 standards, our professional CAD and BIM services team is committed to providing the highest standards of quality in service and delivery.

security

Active shooters in places of mass gathering

BY DON WILLIAMS Managers of venues where large numbers of people gather are potential targets for a range of criminal activities; from graffiti and pickpocketing, to acts of extreme violence and terrorism. Guidelines relating to planning for ‘active shooter’ incidents in places of mass gathering were issued by the Australia–New Zealand Counter-Terrorism Committee. The Guidelines provide a good overview but they are, by design, generic, and have an emphasis on how the venues should liaise with the responding emergency services, particularly law enforcement.

his article seeks to provide specific consideration to assist managers responsible for preventing and responding to incidents such as an active shooter. Planning for lowlikelihood/high-consequence security incidents, such as an active shooter on site, requires specific consideration of the built environment, the activities of the site, the image and reputation of the site, the usual mix of patrons, and the preventative and response options in place or potentially available. Security is a management discipline in its own right, with a specific body of knowledge, research and education. Those venues without a qualified security manager may benefit from additional guidance

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

as to the planning considerations. Security is predominantly about prevention, and if that fails, then the immediate and long-term response rests with emergency management, media, business continuity, HR and other managerial disciplines – although security will still have a role. Therefore, the planning must include all the relevant managers and their knowledge, resources and skill sets. The active shooter is a threat vector – or source of risk – that has been gaining greater media attention; although it is not a new phenomenon, and Australia has had its share of such incidents. Like most acts of violence, the motive behind the attack will usually be determined after the incident. While the motive may vary, the nature of the attack will be similar: one or more people with firearms either shooting into the crowd at random or targeting specific individuals. In most cases, the shooter has been in close proximity to the victims, but in other incidents the shooter has been sniping from a distance. From the venue’s point of view, the responses are probably the same. The role and responsibility of the facilities or venue manager is to have measures in place in order to hopefully deter an attack, certainly detect it (probably not too difficult once the shooting starts), quickly analyse what is happening and, most challenging of all, respond appropriately. While an active shooter incident is something that most venues will never experience, the need for a plan becomes obvious when considering that cinemas, schools, universities, office blocks, youth camps, shopping centres and tourist sites have all previously been targeted. Thankfully, the procedures needed to respond to an active shooter are the same or similar to the procedures for other incidents.

security

The primary aim is to move people away from the hazard – in this case, the shooter. Most venues already have procedures for informing patrons and staff of emergency incidents and guiding them towards safe egress routes. The active shooter scenario has additional factors that should be considered and added to existing emergency plans. The principle is that whatever measures are planned, they must fit within the image and operating environment of the venue. It is no use having highly visible armed response personnel on site if the image of the venue

is a welcoming, family-friendly and safe environment. Similarly, not having any security or response measures because ‘it may send the wrong signal’ indicates to sponsors, owners and patrons that their safety and wellbeing is not considered important. The initial identification and response will be from the floor, possibly by security staff, general staff, concessionaires or volunteers. ASIS International, in its Cultural Properties Council Recommendations for Preparing Museums for Active Shooter Situations, believes that ‘the key elements museums should have in

Table 1 PMG Planning Considerations This table groups types of venues and considerations for managing crowds during an active shooter event. Some facilities may contain a number of these venues; for example, a shopping complex with cinemas and indoor sports area. The following are generalisations and the ability for patrons to escape or hide will depend on the specific built environment. Type of venue

Descriptor

Crowd type

Comms to patrons

Evacuation

Shelter/hide

Cultural, gallery

e.g. art galleries

Patrons standing and relatively slow-moving

Good

Poor, concerns over crush points

Poor to limited

Cultural, external

e.g. outdoor gigs, rural showgrounds, open-air art shows

Patrons standing or seated on grass areas

Poor to limited

Limited to good, depends on fencing

Poor to limited

Cultural, theatre

e.g. cinemas, theatres, places of worship

Patrons usually seated

Good

Poor, concerns over crush points

Poor to limited

Mass transit mobile

e.g. buses, trains

Patrons seated or standing but contained in vehicles

Good to poor

Poor

Multi-tenanted office venues

e.g. high-rise office buildings

Tenants sitting

Limited, may be only by use of EWIS

Poor to limited

Limited to good (Open plan = poor)

Retail centres

e.g. shopping complexes, factory outlet centres

Patrons standing and relatively fast-moving. Some sitting in food areas, etc.

Good

Limited to good, depends on size of walkways and exits

Limited to good

Sporting, internal

Sporting arena, similar considerations to ‘Cultural, theatre’ e.g. basketball

Patrons usually seated

Good

Poor, concerns over crush points

Poor

Sporting, linear

Event occurring along a route e.g. triathlons, fun runs

Patrons along the route of an event

Poor

Good

Limited to good

Sporting, seated

Stadia e.g. major cricket and football grounds

Most patrons seated

Limited

Poor, concerns over crush points

Poor

Sporting, standing

Stadia e.g. regional sports grounds

Patrons standing and stationary

Poor to limited

Limited to good

Poor

Transport hub above ground

e.g. airport, bus interchange, railway station

Patrons standing and relatively fast-moving

Good

Limited to good, depends on size of walkways and exits

Poor to limited

Transport hub below ground

e.g. Underground rail station

Patrons standing and relatively fast-moving

Good

Poor, concerns over crush points

Poor

Definitions: 33 Good: Probable, is expected to happen or be available. 33 Limited: Possible, might occur or be available. 33 Poor: Unlikely, not expected to occur or be available.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

security

place to respond effectively to active shooter situations are a staff that is trained to take notice of what is going on around them and to respond proactively to unusual situations or activities, combined with an emergency plan that provides for a rapid, carefully thoughtout and well-rehearsed evacuation plan to direct occupants away from the threat’. Development of active shooter plans must take into account who will be there when the shooting starts, and what are sensible response options for the particular venue. Based on work published by the US Department of Homeland Security, the ANZ Guidelines have the same three response measures, albeit with different terminology. The US DHS advises, in priority order: evacuate, hide out, take action against the active shooter, or, as the Houston Police so aptly put it in their early published material on this topic: Run, Hide, Fight. The ANZ Guidelines have: Escape (including evacuating or seeking cover) and Act. The ANZ Guidelines include two additional steps: See and Tell, which are oriented towards helping the responding police presence to resolve the situation. Note that in all cases Act/Fight is a last resort to be used when the person’s life is directly threatened. As far as asking patrons to ‘Tell’, given the number of communication devices in possession of the crowd, those not directly involved are likely to be on the phone to the emergency services and to everyone else. Experience suggests that an incident like this may well overload the local mobile networks. The DHS guidelines, and to an extent the ANZ ones, are designed for employers who can provide specific advice and training for their staff. The key differentiator for places of mass gathering is that the venue manager needs to identify ways in which large crowds can be informed and controlled. Crowds that: 33 are not familiar with the site other than maybe the public entrances and routes 33 are not aware of the emergency procedures and plans 33 are not expecting an incident 33 have not been practised in the response measures 33 are not a cohesive group 33 are likely to react in a panicky manner 33 can be family groups with consideration of protecting and moving children and aged relatives. The Guidelines do not address how venue managers could communicate with large crowds and seek to control their movement once the incident has begun. It is probable that once shots are fired, and (in the Australian context) people realise the noise is a firearm, not fireworks or other causes, panic will result as people try to leave the scene. In terms of mass gatherings, this will lead to one of the greatest fears: mass unplanned and uncontrolled movement resulting in choke points, crowd crush and subsequent deaths and injury. It is possible, if not probable, that more people will be killed and injured in a crowd crush than by the shooter. Venue managers tend to be aware of the risk of crowd surge based on historical examples, and understand that a crush can be triggered by a range of incidents.

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Some venue types, such as sporting and entertainment sites, conduct bag searches as a condition of entry; ensuring that weapons are on the list of prohibited items will help Many sporting venues have plans in place to deal with the risk, using emergency openings, crash gates, alternative exits and even having designed specific obstacles to break up crowd surges. Other venues, particularly cultural venues, may not have even thought of the possibility. When places of mass gathering are broken down into their distinct types (as per Table 1), specific characteristics can be recorded that will assist in planning the active shooter responses that are preferable or even achievable. Identification of the differences between the various sub-groupings of places of mass gathering enables managers to develop site-specific preventative and response options. Some types of venues can implement searches, some have good communication systems to inform patrons of the nature of the incident and the best way to respond, some have open egress, and others, such as underground transport hubs, have limited points of egress. Preventative measures include physical screening of patrons and their goods. Some venue types, such as sporting and entertainment sites, conduct bag searches as a condition of entry; ensuring that weapons are on the list of prohibited items will help. For others, such as shopping complexes and transport hubs, bag searching is not a feasible option. Bag searches are of no benefit if the shooter is an employee or a contractor and exempt from search, or if the shooter is off site, as in the instance of a sniper. During an active shooter incident, the responsible manager will be trying to gain ‘situational awareness’ of what is happening and where. An active shooter can injure not just those who are close, but also those at a distance: on the other side of the stadium, down walkways, in other seating areas of the theatre, or even on the other side of thin walls. The implication is that the location of the

security

casualties may not reflect the location of the shooter. Gaining an overview will be difficult because of the panic and mass movement expected to ensue once shots are fired. Good communications with all staff members who have radios will help, as will accessible, comprehensive CCTV coverage of the venue. Once there is an understanding of what is happening, the main consideration must be to separate the people from the shooter. In places of mass gathering, it is unlikely that it will be possible to keep people out of public areas; therefore, the emphasis is on moving people, which requires being able to communicate and lead them to safe egress routes. The other option of isolating the shooter and restricting their movements is probably not feasible in most places of mass gathering, as they are designed to assist in the free flow of patrons. Some venues may have the ability to hide their staff and potentially some patrons in back-of-house areas. Venues such as shopping complexes may provide greater opportunities for people to hide by moving into shops, but only if such procedures have been developed, promulgated and explained to all tenants. An understanding of the difference between hiding and â&#x20AC;&#x2DC;shelter in placeâ&#x20AC;&#x2122; (SIP) is needed before either is integrated into the emergency plan. Hiding is used

326381A_MYBOS | 2046.indd 1

to quickly get away from the hazard both visually (out of sight) and physically (behind barriers). SIP is a pre-planned response when the hazard is external, and people are held in the site until the nature of the hazard is identified and a safe method of egress is selected. The best protection from an active shooter is leaving; if leaving is not an option, then hiding; if found, then fighting. Planning to shelter in place inside the same building as an active shooter would not seem to be a sensible response. Because the location and movement of the shooter cannot be predicted, all decisions are going to be made as they arise and, with hindsight, may be found not to be the best ones. But, as long as the principle of moving people away from the hazard is maintained, they will be better than no decision. Not all people can be saved â&#x20AC;&#x201C; those near the shooter are likely to suffer. It is the rest of the population that needs protection and guidance. The other aspects, such as informing the police, meeting and briefing them, handing over responsibility for the incident and assisting with postincident investigations, are covered in the ANZ Guidelines. The most important element is protecting life in the early moments once it is understood that an active shooter is firing.

12/12/13 3:06 PM

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security

Trying to communicate with a crowd, particularly if panic sets in, will be difficult. The use of the Emergency Warning and Intercommunication System (EWIS) to initiate an evacuation will help, but it does not assist in guiding people in a safe direction. Another consideration is the automatic response of firefighters to an alarm that may lead them to enter the building. Also, the additional noise will make verbal communication difficult, and once people start to self-evacuate, the value of the evacuation signal is doubtful except to advise those in other areas of the venue. Having staff on the ground with direct radio communications back to the venue control centre will help. The use of modern technology can also assist. The new generation of display boards and dynamic advertising hoardings, which can be reprogrammed on site, can be used to direct the flow of people. If the mobile phone system is not jammed, those venues that have developed Twitter, Facebook and local MSM capabilities can use them to advise patrons. A critical aspect of the emergency response is the ability for the control room staff and the other members of the emergency control organisation (ECO) to work as a team. This requires that they understand the roles and functions of the others: who can do what, how and where. Control room staff may need to be trained to undertake functions or use technology not normally within their remit. For some large events, the police may have a presence and establish an on-site command capability. Even though this provides an immediate law enforcement capability, it does not absolve venue management from having prepared and workable plans to address the movement of crowds, business continuity, media management and reputational protection, and a clear understanding of where police authorities and responsibilities start and finish. Unless they are already on site, law enforcement will take some time to arrive; the United States DHS Active Shooter Booklet states, ‘Because active shooter situations are often over within 10 to 15 minutes, before law enforcement arrives on the scene, individuals must be prepared both mentally and physically to deal with an active shooter situation.’ Therefore, venue managers must be prepared to respond to such an incident without immediate police assistance. The ANZ Guidelines provide considerable information on how to hand over to the police once they arrive, and notes that it may be a local uniformed member. In this case, a junior police officer may rely heavily on the guidance of the venue managers until more experienced officers arrive. Venue managers should be ready to offer such guidance. It is important that the ECO uses terminology that will be comprehensible to the responding emergency services, and not venue-specific techno-speak. The on-site private security guards are expected to identify the hazard and then stand between it and the patrons (for this, they are paid less than almost anyone else in the building). In an active shooter situation, it is not reasonable to expect them to take on an armed offender, although this does happen as reflected by the annual Australia Security Medal Foundation awards. Rather, the security guards should be relied on to observe and report, which is why they

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

should have their own dedicated radio channel monitored on site. They will also act as guides and communicators, assisting people away safely. The security guards will be the real first responders. In referring to media management and protection of reputation, the Guidelines refer primarily to the statements issued by law enforcement agencies. Anything related to the crime is the responsibility of the police; venues should consider, as part of their existing media strategies, how they would wish to portray their position and image after such an incident. The venue’s position may differ from that of law enforcement, as may the type and amount of information they wish to release. While an active shooter is a specific threat vector, the responses should be developed within the existing emergency management plans (EMP). Experience shows that many EMPs do not adequately address issues such as active shooters. This is particularly true of the ‘insert client name here’ generic plans that differ little between sites. Site-specific and even event-specific planning is essential if the patrons, staff and reputation of the venue are to be protected. An active shooter incident will require quick assessment and response by the ECO. Such skills can best be gained through planning involving the key players/managers and practice, particularly through the use of desktop exercises or limited exercises involving security, wardens and other staff. The ANZ Guidelines are a good generic start, but there are additional details and considerations that must be addressed when planning for an active shooter incident, and provision of some of these considerations can only assist responsible venue and other managers.

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 is a member of ASIS International, the Institute of Explosives Engineers, the International Association of Bomb Technicians and Investigators, the Venue Management Association of Australia and the International Venue Managers Association. Don can be contacted at donwilliams@dswconsulting.com.au. RESOURCES: ANZ ACTIVE SHOOTER GUIDELINES FOR PLACES OF MASS GATHERING WWW.NATIONALSECURITY.GOV.AU/AGD/WWW/RWPATTACH.NSF/VAP/%28339383A93E59A076831A 75961C22D2A2%29~ACTIVE+SHOOTER+GUIDELINES+FOR+PLACES+OF+MASS+GATHERING.PDF/$FILE/ ACTIVE+SHOOTER+GUIDELINES+FOR+PLACES+OF+MASS+GATHERING.PDF) US DHS: ACTIVE SHOOTER HOW TO RESPOND WWW.DHS.GOV/XLIBRARY/ASSETS/ACTIVE_SHOOTER_ BOOKLET.PDF HOUSTON: RUN, HIDE, FIGHT PDF: WWW.HOUSTONTX.GOV/POLICE/PDFS/BROCHURES/ENGLISH/ACTIVE_SHOOTER_BROCHURE_ MAIN_PRACTICE_2013.PDF VIDEO: WWW.READYHOUSTONTX.GOV/VIDEOS.HTML

company profile

Hydro Heat sustainable with BAXI leading the greener way

ondensing technology in gas boilers is a big step forward in greening our environment. Benefits that BAXI condensing boilers offer: 3 Reducing CO2 and NOx emissions and helping combat global warming 3 Improved efficiency, thus reducing fuel bills by as much as 30 per cent. BAXI condensing boilers work on the principle of recovering as much as possible of the waste heat that is normally ejected into the atmosphere from the flue of a conventional boiler. This is accomplished by using an extra-large heat exchanger within the boiler, which maximises heat transfer from the burner as well as recovering useful heat that would be normally lost with the flue gases. As a result, the temperature of the gases exiting the flue of a condensing boiler is typically 70 degrees Celsius compared with 150 degrees Celsius in a current non-condensing boiler. At the same time, an amount of water or ‘condensate’ is produced. Therefore, a condensing boiler will always have a better operating efficiency than a conventional non-condensing boiler, even when the boiler is in the non-condensing mode.

Typical efficiency of a condensing boiler: 90–96 per cent Typical efficiency of a new conventional boiler: 78–81 per cent Typical efficiency of an older boiler (over 20 years): 55–65 per cent Hospitals, Nursing Homes and Offices, which require a continuous annual heatload, will benefit the most in operating costs by changing over to this advanced technology, without upsetting the current gas and water connections. At the same time, the carbon footprint of the heating plant is reduced by 90 per cent. These findings are especially interesting for the larger energy users, and these can be used in the NABERS building efficiency star rating. BAXI offers a fully modulating plant from 40 kilowatts to 1800 kilowatts, suitable for most of the applications using a single sequence controller, which in turn can be connected to the Building Management System if this is required. Hot water can also be incorporated from the plant by prioritising one (or more) of the boilers. 3 3 3

Jan Voorham, Marketing Manager Hydro Heat Supplies P/L | www.hydroheat.com.au

RETROFIT + BAXI

Reliable, Versatile, Innovative Working Towards A Greener Future

www.hydroheat.com.au ACT distributor Idealair Group (02) 6280 5511

NSW distributors Simons Boiler Co. (02) 8338 8660 EcoHvac Products (02) 9669 4500

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QLD distributor EcoHvac Products (07) 3808 9400

WA distributor A-West Distributors (08) 9258 5670

AGA approval #6253 & 7023

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company profile

DORMA service and maintenance

When you choose DORMA Service, you are supported by a nationwide network of accredited and fully trained, specialist automatic door technicians and agents, 24 hours a day, 7 days a week.

ur specialised service covers DORMA’s comprehensive range of door operators, door closers, industrial doors and movable walls with our expertise extending to all models. When you call DORMA Service you will speak to someone who knows the products and who can offer expert advice. Public safety and security are our paramount concerns and this is reflected in our prompt response times – making DORMA the unrivalled industry leader in service support. With over 40 years’ experience in the service industry, DORMA is committed to ongoing specialist training for our technicians and service agents. DORMA employs over 120 service technicians throughout Australia, and is supported by an accredited service agent network. This ensures nationwide coverage and expertise across an extensive product portfolio. Being close to our customers and understanding each individual situation is imperative to our business success. With a dedicated in-house training program, national coverage and efficient response times, it is hard to go past DORMA Service.

Why the necessity? Door operators and wall systems are complex pieces of equipment that are subject to punishing wear and tear. A regular maintenance program ensures that wearing components are replaced, or a malfunction is addressed before it becomes a problem. Regular

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FACILITY PERSPECTIVES | VOLUME 8 NUMBER NUMBER11

maintenance helps prevent accidents, prolongs the life of the product and ensures the safety of users while reducing breakdowns and the accompanying inconvenience.

Your obligation to provide a safe environment The new Australian Standard AS5007 5.1.3 states that it is the obligation of the owner to ensure their automatic entrance undergoes service and maintenance at intervals no longer than four months. You can opt to book a service at your own discretion; however, to optimise the efficiency of your automatic door, DORMA recommends a service agreement tailored to your usage patterns. Australian standard routine service of fire protection systems and equipment requires building owners to conduct fire and smoke door inspections every six months for hinged doors and every three months for sliding fire doors. Doors that are of high usage may require a more rigorous routine service. In regards to your movable wall, service intervals are dependent on usage levels ranging from monthly to yearly services.

Prevention is better than cure Well-maintained doors, operators and hardware can provide safe and efficient use over many years and are vital to the smooth operation of any business. Consider the risks of inefficiently operating doors and operable wall systems: reduced security and safety, increased downtime, productivity loss, customer complaints, acoustic reduction, soaring air-conditioning and heating costs... Please contact your local DORMA service team to determine your service needs. Email: info.au@dorma.com, Phone: 1800 675 411.

business relocation

A socially and commercially sustainable office move Steensen Varming are practitioners in mechanical and electrical engineering, lighting and sustainable design. Focused on creating designs that do not have an environmental deficit, the company’s work encompasses architectural and urban design, private, corporate and public sector upgrades, and World Heritage sites. Planning an office relocation

Signing a ‘green lease’

Previously located north of the city’s CBD, Steensen Varming’s office was relocated in 2010 in order to be closer to major clients and projects, to consolidate the team onto a single floor, and to ensure room for future expansion. A key priority when selecting a new workspace was to find a base building with leading green credentials, and to ensure that staff actively participated in the research and design process. This has resulted in a socially and commercially sustainable move for the business.

It was important to secure a lease based on a NABERS Energy rating of at least 3.5 stars, to equal or better the company’s previous location. Steensen Varming engaged the building owner in a green lease process to ensure a tight and managed approach to environmental sustainability initiatives, including improved glazing to maximise daylight, as well as air-conditioning and lighting upgrades.

Goals 33 to engage staff in the office relocation 33 to maximise useable hours in the working day through

daylight harvesting 33 to optimise energy use and minimise the organisation’s

environmental footprint.

A landmark building choice Steensen Varming was already actively pursuing a range of sustainable office management processes within the company’s old premises. So, when searching for a new workspace, it was important to find a base building that complemented this approach. Architect Harry Seidler’s 23-year-old tower at 9 Castlereagh Street in the centre of the Sydney CBD was chosen for its prime location and energy-efficient building management credentials. The building’s range of sustainable features includes a column-free interior, double glazing and iconic atrium plants.

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Sustainable design focuses on creating comfortable environments without increasing environmental deficit. It is a way of thinking that embraces simple, appropriate solutions to complex problems. It is about efficient design, not overdesign, specifying systems that complement one another, using less material but in the right place, utilising the waste of one process to fuel another. – Chris Arkins, Director, Steensen Varming

business relocation

Specifying sustainable initiatives Nearly 50 per cent of the original fit-out was maintained to minimise wastage. Office furniture from the previous location was re-used, as were existing specialist light fittings, which were replaced with low-energy LED lamps. Durable, cork-based flooring was used with special consideration given to joinery and paint materials. The lighting system was upgraded to reflect patterns of use, and sensors were installed in the bathrooms. The air-conditioning system was zoned, and for further energy efficiency gains the communications room was designed to borrow air from the access floor, which is pre-cooled by the concrete slab below.

CitySwitch Green Office is Australiaâ&#x20AC;&#x2122;s national tenant energy efficiency program. This partnership initiative is a growing network of business leaders committed to addressing their environmental impact. CitySwitch is a high-value, no-cost service that supports commercial office tenants to improve office energy efficiency through the provision of a range of services, with the ultimate aim of achieving a 4 star or higher NABERS Energy rating.

Engaging staff Members of staff were engaged at each stage of the office move. Surveys and tours invited feedback and discussion, maps with an outline of nearby amenities were distributed to familiarise staff members with the new location, and travel passes were issued to help with the transition to the new premises. In addition, a number of staff members actively participated in the design of the fit-out and systems. Key recommendations when relocating: 33 Donâ&#x20AC;&#x2122;t rely on anyone else to set sustainable benchmarks; be proactive and demanding. 33 Outline sustainable and environmental specifications in a clear plan. 33 Find a base building that complements internal fit-out aspirations. 33 Engage staff in the process. 33 Use a leasing agent to negotiate with the building owner. 33 Check that the specified initiatives have been implemented.

Get involved Steensen Varming is part of a national network of businesses that, with the help of CitySwitch, is playing an important part in reducing the carbon emissions of our cities, and in demonstrating a high level of environmental leadership and action.

Find out more and access online resources at www.cityswitch.net.au.

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

company profile

Relax, we carry the load – business relocations

s your business relocating? Allied Pickfords is synonymous with business relocations management and commercial relocation services. We understand the wider issues, the need for careful planning, detailed project management and clear communication with your staff. Our experienced team takes total responsibility for your office or business relocations, leaving you to concentrate on the day-to-day tasks of running your organisation. The process of relocating is more complex than most people realise. Due to business relocations being a relatively infrequent event for most organisations, people underestimate the time involved and the actions required. When you relocate with Allied Pickfords, we appoint an experienced business relocations Project Manager who is committed to your business relocations requirements. Our aim is to ensure a seamless and pain-free experience for both your organisation, and more importantly, your staff.

Eight reasons to choose Allied Pickfords Business Relocations

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Professional consultations – Our friendly and professional business relocations consultants have the experience and expertise to cater for all your requirements. We’ll listen to you and work in partnership to ensure a successful business relocation for your organisation.

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Pre-relocation planning assistance – You will be allocated a Business Relocations Project Manager who will work with you to develop a detailed relocation schedule. Nothing is left to chance. From start to finish, your business relocation will run like clockwork. Specialist Business Relocation staff and equipment – As the best business relocations company in the industry, you can expect nothing less at every stage of your business relocation. Professional packing systems – Our packing systems, procedures and equipment are a benchmark in the industry, and are all aimed at ensuring your goods are protected to the highest standards through the duration of the relocation. Safeguard computer protection – Your computers and peripherals are encased in anti-static preformed computer covers, and are transported in enclosed computer trolleys. High security storage – Allied Pickfords’ safe and secure storage facilities are ideal for short- and long-term storage when undertaking a business relocation. Service – We’re there when you need us. Reliability and responsive service are what we have built our reputation on. Experience and expertise – Leave your business relocation to the experts. We have experienced and well-trained staff who will have your business up and running with minimal disruption in the quickest possible time.

company profile

Business relocations – project management Relocating your business? Don’t know where to start? Let our experienced Project Managers carry the load

he planning and project management are the most important aspects of a successful commercial relocation. Allied Pickfords’s team of highly skilled and experienced relocation Project Managers can help guide you through the daunting task of relocating your organisation. At the time of accepting your quotation to relocate with Allied Pickfords Business Relocations, a Project Manager is appointed to your relocation, contact with the appropriate client representative is made, an initial meeting is scheduled, and the process begins. Following are the stages involved in the planning of your relocation. 1. Relocation planning and strategy – develop relocation plan and strategy 3 Manage project setup. 3 Engage with each department unit to ensure that operational considerations have been factored into the move strategy. 3 Establish move structure with key stakeholders and move champions. 3 Identify strategic constraints and specialist requirements. 3 Consult with business units to determine the number of moves. 3 Identify items to be relocated, assist with the marking up of seating locations on floor plans and prepare the labelling process. 3 Manage discussions with relevant Department Managers and move champions to establish access/egress and timing.

Liaise with the relevant IT Managers to establish a procedure for the migration of computers and IT infrastructure. 3 Present the final move plan to the client for approval and sign-off. 2. Move preparation 3 Establish and implement a communication plan for staff. 3 Identify and brief key stakeholders and move champions. 3 Move preparation monitoring and reporting. 3 Co-ordinate egress/access with building managers and security. 3 Amend the relocation plan where required. 3 Project meetings including site protection plans and dilapidation reports. 3 Develop a contingency strategy, which the client may require. 3 Confirm Allied Pickfords relocation staff and any specialist contractors. 3. Move management 3 Final briefing with Department Managers and move champions. 3 Undertake site inductions and toolbox talks with the Allied Pickfords relocation crew. 3 Install site protection as per the site protection plan. 3 Onsite monitoring during the relocation process. 3 Post-relocation site inspections and assistance as required. 3 Provide removalist debrief to all Allied Pickfords crews and supervisors. 3 Prepare relocation report for the client. 3 Final debrief and presentation of post-relocation report with the client. If you are unsure of where to begin, please do not hesitate to call Allied Pickfords and let us carry the load. 3

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retail

Australian retail – new career prospects, new skills challenges A report released on 3 March 2014 on Australia’s retail industry finds that new technologies and changing consumer demand are creating exciting new retail career opportunities and stronger demand for retail skills training.

he Retail workforce study 2014 report, produced by the Australian Workforce and Productivity Agency in partnership with the Industry Skills Council, Service Skills Australia, finds that employment in the retail industry – which already employs over 1.2 million workers across 140,000 businesses – is likely to grow by 8.9 per cent over the next five years. The report says retail’s future lies in offering a seamless mix of physical and online shopping channels and customer experiences; and that its workforce needs higher levels of digital literacy, deeper levels of knowledge on products, and more sophisticated interpersonal skills to achieve this. Retail managers will need new skills in developing innovative business models and high-end ICT solutions. ‘This study finds that the retail industry is transforming in response to forces such as globalisation, new forms of competition, new technologies and the growth of online sales, and changing economic conditions and consumer preferences,’ says Australian Workforce and Productivity Agency CEO Robin Shreeve. ‘We need to be able to skill up our retail workforce, including retail managers, so they can embrace these changes in a way that is both profitable for businesses and that opens up career pathways and rewarding jobs for workers,’ he says. Service Skills Australia CEO Jeanette Allen says the Retail workforce study would ‘help retail industry leaders recognise how the changing nature of retail is influencing the type of workers and skills required’.

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‘It’s about industry leaders coming together to plan how they will attract and retain highly skilled staff who want real careers in retail,’ she says. ‘There is a general understanding that skills and training make businesses more successful, but we need to make it easier for businesses, especially small businesses, to support their staff to gain the necessary qualifications and training,’ Ms Allen says. The Retail workforce study report is the result of research and consultation led by representatives of major retailers, employee associations and peak industry bodies, including the National Retail Association, Australian Retailers Association, Australian National Retailers Association and the Shop, Distributive and Allied Employees Association. The Australian Workforce and Productivity Agency is an independent statutory authority that advises the Australian Government on the nation’s current, emerging and future skills and workforce development needs. Service Skills Australia is one of 11 Industry Skills Councils funded by the Australian Government to support skills development for industry.

Read the report The Retail workforce study report is online at www.awpa.gov.au and www.serviceskills.com.au. Follow the links to read the report and key messages and to hear or download a podcast of Robin Shreeve and Jeanette Allen discussing the Retail workforce study with Sky TV journalist Janine Perrett.

company profile

‘AIR CURTAINS MAKE SOUND ECONOMIC SENSE’

he use of air curtains in buildings and cold stores has been a much-discussed issue over the years. Are they effective? Do they save energy? A recent study by the highly respected, independent, non-profit organisation AMCA (Air Movement and Control Association) measured a building’s overall energy consumption, and compared the results at an entrance without an air curtain, to those with an air curtain and with an airlock. The results proved an approximate 65 per cent protection against outside air infiltration using a correctly sized air curtain against a 23 per cent protection using an air lock. In today’s world of building efficiencies and energy savings, this sends a significant message that air curtain usage needs to be strongly considered. Frico AB is Europe’s number one air curtain company and, through its Thermozone technology, is a world leader in innovation and design. This technology optimises airflow geometry, performance and sound levels to achieve the right balance of comfort and effectiveness based on door sizes. Frico AB’s SIRe control systems adapt and memorise doorway conditions through sensing usage, and indoor and outdoor temperature differentials, and link with standard BMS and Gateway controls. The Frico air curtain range is one of the most extensive in the world

offering horizontal, vertical, recessed and special mode options, available in ambient, electrically heated and water-heated configurations. Energy Services Australia is the exclusive distributor for Frico in Australia. With many years’ experience in the HVAC industry, they can provide the best option to meet the client’s requirements. Contact: 1800 444 124 www.energyservicesaustralia.com.au

PA air curtains

– one series, more possibilities

”

Proudly introducing our new generation of intelligent air curtains: Adaptive - Expert on your entrance Calendar function - Presets as required Intelligent - Automatically adapts to your entrance Eco mode - Save money and the environment Proactive - Anticipates for quicker reactions Simple installation - ”Plug and play” BMS solutions - Endless possibilities

Energy Services Australia 1 Comely Bank Road Plenty

www.frico.se

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Vic 3090 T

1800 444 124 www.energyservicesaustralia.net.au

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

interview Sally Odgers receiving her award from FMA CEO Nicholas Burt (left), and FMA Chairman Chris Hunt (right)

Facilities Manager of the Year At the 2013 Facilities Management Association Awards for Excellence, Sally Odgers, Facilities Manager Queensland at the Commonwealth Bank of Australia, was awarded the title of FMA Facilities Manager of the Year. Facility Perspectives spoke with Sally about her win, her role and her aspirations.

hat does winning the FMA Facilities Manager of the Year award mean to you?

Being the first female to win the FMA Facilities Management of the Year award is a real honour, and reflects the evolution and diversity of the industry. I hope it will encourage other females to pursue careers within the property industry, especially within facilities management. The award really recognises the hard work and dedication that I put towards my role, and makes those 3 am phone calls and weekend callouts worth it! It reflects the passion and pride I have for delivering exceptional services to my customers. The award is a testament to the role that facilities management plays at the Commonwealth Bank Group and within the property industry. It highlights the criticality of the role in minimising business downtime in order to deliver a service and product to our customers. Over the past five years in my role, I have been given various growth and development opportunities, which have contributed to my success. This award is also dedicated to the many mentors and inspiring colleagues by whom I have been surrounded at the Commonwealth Bank.

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Can you describe your role as Facilities Manager, Queensland, at the Commonwealth Bank? The Facilities Manager is responsible for the operational management of the property facilities for Commonwealth Bank and Bankwest: retail branches, ATMs and business centres. I manage a mix of regional and metro branches in Queensland that covers branches from Port Douglas to Mount Isa, Longreach and all along the coast down to Brisbane. My role supports the business by providing well-maintained facilities in order for the company to perform its core business functions and deliver exceptional service to its customers. I ensure that each of my properties is operational, safe, and operates in an efficient manner. Through partnering with our vendors, I manage contracts to make sure that services are delivered, SLAs are adhered to, and safe work practices are adopted. I am accountable for managing and forecasting the operational and capital expenditure for each property within my portfolio. The integration of planning and managing a wide range of hard and soft services results in quality standards and cost efficiencies.

interview

Contractors are held accountable for providing value and costeffectiveness through innovative solutions.

What are some of the most challenging and rewarding aspects of your role? The most challenging aspect of my role would be urgency. In order for the Commonwealth Bank Group to be the leader among our competitors, business impact needs to be minimal to ensure maximum uptime of services to our customers. The facilities management industry requires us to learn from incident management and reinvest our knowledge and innovation in order to manage our customers’ expectations. My role covers a large geographic area of Queensland; management of a crisis requires detailed contingency plans and efficient integrated solutions in order to restore services without loss of business or financial dissent. I set the bar for myself every day, and I am rewarded by being able to apply a combination of my skills and personality to achieve the best outcomes. My role draws on my personality in order to build relationships, and on my persistent nature to bring matters to completion.

What trends can you see in facilities management currently that you think will continue to expand in the industry?

How important is sustainability in FM at the Commonwealth Bank? The Facilities Management Team is integral to the success of the sustainability initiatives within Commonwealth Bank. It plays an important role in supporting the Environmental Stewardship pillar of the Group’s Sustainability Framework. The Facilities Management Team is proactive in measuring and reducing the Group’s environmental footprint by providing strategic solutions that have a measurable outcome. The ongoing initiatives being implemented have resulted in a 32 per cent reduction in Commonwealth Bank’s carbon footprint since 2009.

In your opinion, what skills are vital to being a great facilities manager? A facilities manager needs to have strong knowledge about the function of their customers so that they can make valuable contributions and understand the value to the customer. It is important to know what our customer wants and what we can do in order to meet their needs. With the continuous growth of the property industry and technology innovation, facilities managers need to be adaptable to change and ensure they do not operate in a silo environment. They need to collaborate with other deliverable teams (internal and external peers, stakeholders and industry delegates), and convey a united approach within their businesses. An important skill is to be able to analyse data and clearly communicate findings, insights and recommendations. Facilities managers need to be able to communicate a clear message and have the ability to communicate on all levels. Innovative thinking is also critical in today’s environment. Facilities managers need to be able to challenge the norm and apply a strategic approach to operational issues. They need to able to apply new working styles and processes.

Facilities managers need to be able to communicate a clear message and have the ability to communicate on all levels

With such a large national footprint within our retail network, Commonwealth Bank has a social corporate responsibility to ensure we operate in a sustainable manner for our customers and within the community. Strategic solutions are being implemented to create energy-efficient tenancies, and to reduce waste and consumption during and after business trade. The increased operational performance of our properties will enhance productivity and provide workplace efficiencies and cost savings. Measuring and improving existing partnerships will improve value for money and provide a competitive edge. Innovation within the facilities management industry is accelerating, and so are the opportunities with technology. Technology will be relied upon to report and deliver real-time solutions for our customers and provide a point of difference. As the role of the facilities manager evolves, facilities managers will be required to provide property insights and influence outcomes as a by-product of productivity initiatives. Key performance indicators will incorporate cost-management solutions to create value for services at the best price. Incorporating sustainability practices and new technology, and harnessing existing relationships, will expand the role of the facilities manager.

Where do you hope to take your career in facilities management? I would like to have the ability to influence property life cycle decisions for my customers. I want to take them on the journey of creating greater customer value, supported by emerging technology, as a result of rapid business growth and need. Property design, technology and the way customers interact with property is rapidly changing – there are exciting times ahead for me to be in a role that is becoming critical to the growth of the industry and our business.

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credentials

The personal and industry-wide benefit of a quality FM credential program BY JED LINK, INTERNATIONAL FACILITY MANAGEMENT ASSOCIATION (IFMA)

n recent decades, facilities management has gained prominence as a result of a fundamental shift in how we see the workplace. The built environment is no longer viewed simply as a container. More and more, facilities are seen as tools that, in the right hands, can stimulate productivity and operational efficiency. Modern facilities management professionals play increasingly critical roles in crafting organisational strategy. As they are being asked to do more, facilities managers are looking to their peers for solutions to shared problems more than ever before. The biggest challenge of FM is that of standardisation. Tens of thousands of facilities managers from around the world have come into the profession without any centralised formal education. With such a wide variety of professional backgrounds, how can facilities management professionals ensure that they have the necessary skills to address the complex needs of the built environment? This question isn’t only being posed in the United States. In fact, IFMA is currently working with other FM organisations around the world through the International Organization for Standardization (ISO) in an attempt to establish global standards for FM professionals. These standards will make it easier to share ideas, solutions and technologies across cultures. For decades, IFMA has presented a unified voice of facilities management and has remained on the cutting edge of professional development. Our world-renowned credentialing programs ensure that members can remain experts in this rapidly evolving field. It creates the shared standard of excellence that unifies the FM industry and empowers individual facilities management professionals to solve the ever more complex problems with which they are presented. The Facility Management Professional™ (FMP®) credential is widely understood to be the baseline for effectively demonstrating professional aptitude, and has become a ‘must-have’ designation for facilities management professionals looking to advance their careers. The more comprehensive Certified Facility Manager® credential is a validation of facilities management experience that requires a demonstration of specific skills necessary for the modern FM. Since 1992, the CFM® has been the only true certification for facilities management. As the most prestigious credential offered by IFMA, the CFM covers the broad scope of facilities management as identified by IFMA’s Global Job Task Analysis. The newest credential is also one of the fastest-growing. The Sustainability Facility Professional® (SFP®) is unique from all other green credentials in that its focus is on the people who run sustainable facilities instead of the facilities themselves. IFMA believes that even the most advanced building needs someone who knows how to run it. Each of these credentials helps to advance and enrich the careers of the individuals who earn them. A designation of FMP, CFM and/or SFP

FACILITY PERSPECTIVES | VOLUME 8 NUMBER 1

after one’s name is a sign of knowledge, skill and experience, which establishes prestige and respect among facilities management peers.

Staying on the cutting edge The greatest benefit of a professional credential is also the source of the greatest challenge. Creating a world-class credentialing program requires one to identify the best standards of the industry, and for FM, those standards are constantly changing and evolving. To account for this, IFMA installed a cyclical process that is constantly improving and updating the source materials to ensure that each credential is up-to-date and relevant. This process begins by asking facilities management professionals around the world about their jobs, including what skills are necessary and how these skills are acquired. The results of the 2009 Global Job Task Analysis yielded the following 11 competency areas, which are the basis for the FM credentialing programs: 33 Communication 33 Emergency Preparedness and Business Continuity 33 Environmental Stewardship and Sustainability 33 Finance and Business 33 Human Factors 33 Leadership and Strategy 33 Operations and Maintenance 33 Project Management 33 Quality 33 Real Estate and Property Management 33 Technology. Ultimately, these factors help to define the facilities management profession, and offer a useful standard against which employers can gauge the skill sets of prospective hires.

Reaping the benefits of a standardised industry IFMA’s credentials serve a valuable role in elevating the FM profession. By creating a shared standard of excellence among tens of thousands of facilities management professionals with different backgrounds, these credentials help to standardise the industry. The benefits of this unification are profound. Regardless of facility type or location, standardisation of the FM profession will provide new opportunities for sharing solutions both locally and globally. It will also serve to elevate the facilities management professional’s role within larger organisational structures. IFMA is proud of its role in this exciting process – there’s never been a better time to be involved in the facilities management profession. There’s never been a more exciting time to be a facilities management professional.

is your technician accredited?

By selecting an FPas recognised Business you can Be conFident that the service Provider:

Employs accredited, trained & competent fire protection technicians

Holds relevant insurances including public & product liability insurance

Has signed the FPA Australia Code of Practice

The Fire Protection Accreditation Scheme (FPAS) is the only national accreditation scheme that recognises the skills, knowledge and competencies of fire protection technicians.

For more information visit www.fpaa.com.au/fpas or call 1300 731 922

Is your business

relocating?

- Office Relocations - Factory & Warehouse Relocations - FF&E Projects - Hospital, Medical & Laboratory - Library Relocations & Book Cleaning - University & School Relocations - Secure Storage - Electronic Inventory Storage Systems - Project Management

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www.alliedpickfords.com.au www.alliedpickfords.com.au/businessrelocations