FM Nov-Dec 2017

ISSN 2071-9299

NOV / DEC 2017

FM No. 016

KEEP IT SAFE HEALTH AND SAFETY OF PERSONS AT WORK

FLOORING NEW DESIGNS AND CHANGING TECHNOLOGIES PROVIDE MORE OPTIONS TO CHOOSE FROM.

INSOURCING – CUTTING OFF YOUR NOSE TO SPITE YOUR FACE?

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EDITOR’S COMMENT

Phil Woods

Contents 2

News & Products

6

Insourcing - Cutting off your nose to spite your face?

10

Flooring

16

Keep it safe

21

Insource?

26

ACSA gears for success

28

Changing facse of FM

32

Accentuate the positive

What a Year?

A

nd so another year draws to a close, we at the Facilities Magazine and Expo can reflect on a successful year for us and the industry. Both the Johannesburg Expo and the recent first edition to be held in Cape Town were a success as was the convention we organised alongside the Cape Town expo.

All the speakers were well received and my thanks must go to Cliff Hocking for helping to organise the proceedings.

So what is instore for 2018? I think that sustainability will continue to gain traction as will automation of FM functions and the integration of new technology is a given. Water conservation will also be a priority, particularly in the Western Cape.

However, none of us can be complacent about water and the FM industry has a duty to do it’s bit, running large buildings

Editor Phil Woods phil@fmexpo.org Layout Alois Sajanga alois@fmexpo.org

Advertisement Sales Adam Peters adam@fmexpo.org Pholani Sithole pholani@fmexpo.org Carla Hamman carla@fmexpo.org

Subscription Admin Somi Bululu Printing somi@tetradeevents.com House of Print

used by the masses should instil a duty of care for this precious resource.

The more people in a building, the more opportunity for waste and the potential to make savings.

We will continue to strive to improve the profile of the industry and to grow the sector where we can.

There are so many people who do the job of a facilities manager without ever realising it and we will continue to reach out to them so that they can gain better knowledge and insight into what they are doing. In addition of course we will continue to support those who are already recognised as working in the industry, with our magazine and events.

Enjoy the holidays and we will see you in the new year.

Copyright & Disclaimer Facilities Management (ISSN 2071-9299) is published 6 times a year

by T.E. Trade Events together with 12+ email bulletins and an annual FM Supplier’s Directory. All rights reserved. Reproduction in whole or in part without written permission is prohibited. The views expressed in this publication are not necessarily those of the editor, employees or publisher.

Published by T.E. Trade Events (Pty) Ltd, 1st Floor, Ice Site Building, 263 Oak Avenue, Ferndale, Randburg PO Box 650291, Benmore, 2010. Tel: 011 781 5970, Fax: 011 781 6079.

Nov / Dec 2017 FM

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NEWS & PRODUCTS

Not to be missed, the FM Expo brings you all that is new, innovative and practical for the facilities manager. A great opportunity to learn, be informed, discover new products and network with your peers.

Don’t miss the conventions.

We have a fantastic range of credible speakers who have acquired knowledge and expertise that will help you find solutions to measure and manage your facilities, change working practices and improve your decision making.

August 2014 Nov / Dec 2017 FM jFM

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T

he Control Tower complex accommodates Air Traffic and Navigation Services (ATNS), South African Weather Services (SAWS) and Aerodrome Rescue and Fire Fighting Services (ARFFS).

The position of the complex is ideally located to improve visibility of the runway and surrounding airfields, as well as accessibility for emergency response.

“The massive investment in improving and extending transport infrastructure at Lanseria International Airport gives new meaning to its vision of becoming the regional airport of choice in Africa. This is consistent with the 25-Year Integrated Transport Master Plan (ITMP25) of the Gauteng Department of Roads and Transport. In the foreseeable future, Lanseria should position itself as a significant City Airport, with extended services and scheduled flights to key destinations and cities in subSaharan Africa,” said Gauteng MEC of Roads and Transport, Dr Ismail Vadi.

Gauteng Provincial Government remains committed to growing the province’s economy through strategic partnerships. Lanseria International Airport plays an important role as one of the province’s aviation hubs. It’s growth and expansion ties in very well with the province’s vision of remaining the economic hub.

To meet some of the demands for the region, expansion plans for the airport include the construction of the three level Multi-Storey Parkade currently underway, as well as the expansion of the terminal building and upgrades to the airport’s fuel farms and technical facilities.

In the coming years, more than R10 billion of private sector funding will be injected into the establishment of the new Airport City in Lanseria.

“We are investing massively in improving access and the movement of people, goods and services into and out of the West Rand region. The new economy of this area will be anchored specifically on the development of new economic

nodes around the Lanseria Airport. The Gautrain will reach the Lanseria Airport to connect all our major cities in Gauteng. The future is unfolding in front of us.

We are building new cities in Gauteng,” said Gauteng Premier, David Makhura.

Lanseria International Airport has its visions set on expansion. With all of the changes that are currently underway, the airport is levelling up to start realising its ambitions.

“Our vision is to be the regional airport of choice, catering for the SADC and Sub-Saharan African region.

We have started talks with international and local airlines to develop regional routes to countries such as Namibia, Zimbabwe, Zambia, Mozambique and Mauritius. With our Control Tower now more ideally located with improved visibility of the runway and airfields, the opportunities for us to progress our masterplan has become far more viable,” concluded Rammopo.

E

mira Property Fund has installed a R16 million solar farm on the roof of its Randridge Mall in Randpark Ridge, Johannesburg. The photovoltaic (PV) solar farm, comprising 10,900 panels, produces approximately 1.2MWh of electricity. The is Emira’s second solar installation and follows its successful solar power pilot project launched in 2015 at its Epson Downs Shopping Centre in Bryanston, which produces around 271kWp and saves over 515,000kWh each year.

The new solar installation at the 22,500sqm Randridge Mall is set to save a massive 2GWh of electricity

every year. It is estimated that over 15 years, the use of this solar power will save Emira over R40 million on its electricity costs at the mall. Its solar farm is a good investment that is also good for the environment.

Justin Bowen, Development Manager at Emira, comments: “Our pilot solar power project has proven a success and delivered real, tangible benefits that we are excited to extend to Randridge Mall. At the same time as driving down electricity consumption and costs, our increased use of renewable energy further reduces our carbon footprint.”

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ongaat Hulett has been recognised as a global leader in sustainable water management and has been awarded a position on this year’s Water A-List by CDP, the non-profit global environmental disclosure platform.

The Water A List comprises 73 global companies, and is published alongside similar lists for corporate leadership on climate and forests.

The Water A List has been produced at the request of 827 investors with assets of over US$100 trillion.

Hundreds of companies submit annual water disclosures to CDP for independent assessment against its scoring methodology.

Peter Staude CEO of Tongaat Hulett says, “Water is an essential input in the business and all operations are affected by the variability associated with water availability. To this end, Tongaat Hulett is partnering with various stakeholders including the uMhlathuze Water Stewardship Programme to manage this resource.

Inclusion in CDP’s Water A-List confirms our prudent management

of this scarce resource and is further acknowledgement of the business’s ongoing commitment to water recycling and reuse whenever possible”.

CDP’s Executive Chair Paul Dickinson said: “Congratulations

to all the companies that made it onto the Water A List this year.

Climate change, industrialisation and population growth are putting unprecedented pressure on water supplies. 43% of companies say they’re already facing water

risks that could disrupt their business. Because of this, companies are stepping up for a water secure world, moving us towards a tipping point on environmental action”.

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NEWS & PRODUCTS

T

he iconic new 112 000 m2 Discovery global headquarters in Sandton, Gauteng, recently received a 5-Star Green Star SA rating by the Green Building Council South Africa (GBCSA), making it the largest new build project to receive this rating to date. Global engineering and infrastructure advisory company Aurecon is responsible for overseeing the delivery of the developers’ and Discovery’s green intent for the building. The company tapped into its diverse range of expertise to demonstrate leadership, innovation and transformation in achieving the project’s sustainability goals.

“Receiving a GBCSA 5-Star certification for the largest Green Star certified new building to date in South Africa is a significant achievement. The size of the building, coupled with the way that employee well-being and health was placed at the heart of all the design principles, makes this a landmark project,” says Martin Smith, Aurecon Technical Director – Buildings.

In a property industry event organised by the GBCSA at the new building, the certification plaque was officially handed over to Discovery. Attendees at the function included the joint developers of the project Growthpoint and Zenprop, as well as sustainability and mechanical consultant Aurecon.

Greening a complex, mega precinct Situated on the corner of Rivonia Road and Katherine Street, the building comprises three linked office towers which consist of a ground floor, eight office floors and an activated roof level with sports facilities. The design features an abundance of natural light with most of the building being wrapped around a series of sunlit atria that illuminate the cores of the towers the cores of the building.

From its design to construction and operation, sustainable development has been a key

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priority for the developers and the tenant. Some of the green features of the building include optimally designed energy-efficient lighting, grey and rainwater harvesting systems, water-efficient sanitary fittings, as well as carbon monoxide monitoring in the basement. Aurecon also carried out in-depth analysis on the striking, swirling façade that draws light into the building and is critical to thermal heat control.

Putting a spotlight on occupants’ health and well-being Yovka Raytcheva-Schaap, the Aurecon Associate providing environmentally sustainable design consulting and project management for the project, says the Discovery building creates an environment that is centred on occupants’ health and wellbeing. The design was done in such a way as to provide an ample amount of fresh air, thermal comfort, daylight and connection to the exterior.

“It’s a remarkable space for people. There’s a fully equipped gym, yoga decks, a running track and multipurpose courts set in the indigenously landscaped roof. These facilities encourage an active lifestyle. An expansive ground floor includes staff restaurants and coffee shops, while office spaces were designed for activity-based working and enhanced staff collaboration,” says RaytchevaSchaap.

The vision for the Discovery building extends beyond providing IEQ (Indoor Environment Quality) for the occupants, to the integration of a building into a healthier, more desirable surrounding precinct. The spaces between the buildings and how the buildings connect to these spaces, creates a liveable, valuable precinct. The publicly accessible ground floor spills out into a landscaped podium and this will be extended as a ‘precinct connector’ to other developments in the area through

innovative pedestrian links.

Growthpoint Properties Office Division Director, Rudolf Pienaar, says that they are delighted to have achieved the GBCSA 5-Star certification for this development, especially considering its scale and complexity.

“The new Discovery head office is now among the most environmentally sustainable and efficient buildings in South Africa.

Green building plays a key role in providing spaces in which businesses can thrive,” said Pienaar.

“Our collaboration with Growthpoint over the years has helped us reimagine what can be achieved when sustainability, wellness and community are the golden thread throughout each design decision. It’s been a privilege to be involved in the project and I would like to congratulate Growthpoint, Zenprop and Discovery on creating such an iconic green precinct in the heart of Gauteng’s economic hub,” concludes Smith.

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ADVERTORIAL

INSOURCING

– CUTTING OFF YOUR NOSE TO SPITE YOUR FACE?

Universities in the Western Cape continue to face pressure from lobby groups and unions to dispense with the practice of outsourcing in favour of insourcing services.

T

hese lobby groups argue that being employed by the universities means a higher minimum salary scale and in some cases the offer of free education for employee’s children.

Counter arguments dictate that institutions have a duty to ensure that service providers operate within the law in terms of regulated salaries and that these service providers meet all Health and Safety requirements as a minimum. These issues can be managed through an effective Service Level Agreement (SLA).

the Vice- Chancellor, Max Price, “…there is no doubt that the insourcing project has added to the university’s challenge of financial sustainability. We have budgeted for a once-off capital expenditure of R40m from our reserves and an annual recurrent operational cost of approximately R68m”.

A further question now that UCT have capitulated to the pressure of insourcing, is whether it will have the appetite to exploit the strategic benefits that outsourcing can provide in the future. Furthermore, the sustainability of university funding is brought into sharp focus…

Spitting into the wind?

Data optimization offers further benefits

Worldwide the trend of outsourcing in both private and public sectors have resulted in improved service levels and cost reductions.

This is because these services have become professionalized through the application of technology and the development of staff expertise.

Outsourcing’s win-win Outsourcing of services not only improves the quality of the service while reducing the cost, but a further benefit is that it brings private sector expertise into the organization.

As a client, you have the opportunity to invite your service providers to present to your internal FM team on a range of subjects such as trends in cleaning, water use, security, air-conditioning, energy management and a host of others. The service providers can then become a dynamic partner to the FM team and a symbiotic relationship develops because large campuses provide an opportunity for service providers to also pilot new ideas and products.

Insourcing’s lose, lose The downside to insourcing is illustrated in the UCT example, where according to

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A recent Frost & Sullivan report highlighted the need for FM data to be integrated into IT systems. By using facility analytics to achieve performance optimization through better networking of physical systems and predictive management, reduces the total cost of ownership. Achieving this on a university campus requires that vendors no longer work in silos but come together in a collaborative forum.

Working closely with FM’s in dayto-day use of dashboards, analytics, advanced diagnostics and trending, industry technology leaders are already demonstrating that the challenge is more notional or perception-oriented than deeprooted.

Robots to the rescue!

Recently a company in Sweden introduced a cleaning robot at the Uppsala University Hospital in Sweden where it covers a daily routine in this 8 000 m² facility and all the information is stored in its memory. If it is unable to access an area, it will return later to clean the spot. According to the company who developed this product,

Edward Hector has completed an MBA at Stellenbosch University with his research focusing on performance management in FM outsourcing. He also holds an MSc Real Estate from the University of Pretoria.

He is a member of various industry bodies including SAFMA, BIFM and SAIRAC.

“the technology is now so mature, that it can fulfill our high standards of cleaning; we are continually developing our cleaning services to make our work ever more ergonomic and economical.

We assess how new technologies can contribute to those improvements. This is an example where robotics change traditional occupations and provides opportunities for staff to be upskilled and trained in this new technology.

The politics of education in South Africa cannot be ignored. While the private sector has embraced outsourcing for the past 20 years as a strategic tool for business competitiveness, universities are highly politicized environments. What we need is more private sector engagement with those who advocate insourcing. It needs to be understood that all costs saving are diverted to the core mission of the institution – that of educating students. n

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FM BUILDING

FLOORING Tile, carpet, wood, rubber, vinyl and concrete are some of the flooring options available for flooring. New designs and changing technologies provide facilities managers and property owners with a wide range of options to choose from. However, from all the available options to choose from, is the right flooring material for your facility?

By Masentle Siwela

W

hether renovating or constructing a new building, flooring is an aspect of interior and exterior design that needs much consideration because it is the most over used part of a building (although it is usually taken for granted).

Finding the most suitable flooring, one needs to know the various types that are available in the market as well determine what exactly works for their space. The industry has vastly improved and there are more options how than ever, which are becoming more efficient and smarter for consumers.

According to SmartStone Port Elizabeth and Stone etc. by Sapphire Street, commercial flooring of any type needs to combine durability, practicality and cost-efficiency, whilst maintaining a visual appeal. For this reason, whether

Nov / Dec 2017 FM

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natural or cast stone, tiles are usually a great choice for commercial buildings.

There are multiple types of flooring.

Their differences offer choice for various interior and exterior functionality’s, thus it is important to choose flooring based on the functionality of the room.

Although a facilities manager’s choice needs to be a well-informed one, certain decisions will be based on common knowledge. For example, it does not make sense to install carpet flooring in your garden and in the bathroom, but it makes financial and aesthetical sense to use carpets in the boardroom because of the atmosphere it creates and the foot traffic it will endure.

Wooden floor would look good in the bathroom, it would not be suitable to install them because of the high moisture from the shower steam. The kind of aesthetic feel they want to go

“

Although a facilities manager’s choice needs to be a well-informed one, certain decisions will be based on common knowledge. For example, it does not make sense to install carpet flooring in your garden and in the bathroom.

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FM BUILDING

for with the building’s interior design, as well as the activities the floor type would have to withstand on a daily.

It is important to get it right and getting it right means considering, underfoot comfort durability, easy cleaning, maintenance and the floors lifespan. Choosing the most suitable may be a bit tricky because most of these materials have similar characteristics.

In some cases, the climate of a region may be important when choosing commercial flooring. If it is an environment that is particularly wet such as swimming pool areas, shower rooms or just outside a building, then facilities need to consider moisture control because moisture problems don’t reveal themselves for months after an Regarding safety concerns, flooring materials that require buffering to maintain their appearance present a danger for slippage, especially in high traffic areas. It is important to act quickly before it becomes a safety problem.

Ask yourself, what kind of mood you wish the flooring to set in a room? If you are looking to provide a certain ambience to make people feel warm, comfortable and relaxed, then carpets are the best flooring option. A website offering practical, real-life tips and inspiration to assist with creating the best living conditions, www.thespruce.com, states that in places where you want to impress, such as retail showrooms, you may see marble, slate, or mosaic porcelain tiles used in flooring. The choice of colour also helps with setting the mood.

The maintenance required by the flooring material is also something that needs to be taken into consideration because it involves

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some costs. Carpeting can simply be vacuumed on a regular basis and flooring material such as stained concrete or epoxy treated floors are quiet easy to keep clean.

To maintain the appearance of natural stone and vinyl requires more intensive cleaning and buffing. In areas where fast and easy clean-up is important hard surfaces are pivotal. In wet environments, you need impenetrable surfaces in order to avoid cracking and the growth of mould.

Keeping either of these flooring surfaces clean does to some extent, depend on the amount of foot traffic and activity the area experiences. The heavier the traffic, the higher the maintenance.

Regarding the installation, When hiring a supplier to install, you should request a few samples, and view them in the area where the flooring will be installed. Not forgetting to enquire how long the process will take as it may disrupt productivity in the workplace and much the installation will disturb the buildings occupants.

Types of flooring • Hardwood – This flooring material has a natural look to it and is it is also very durable. The wood gives any room warmth and comfort. A discouraging aspect about this particular material is that it has the potential of being worn out by scratches, its high maintenance. An artificial substitute to hardwood, such as luxury vinyl tile, porcelain, and vinyl sheets are choices a facilities manager can consider when a budget is tight and high maintenance is an issue.

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ONE SOLUTION FOR ALL YOUR FACILITIES Nov / Dec 2017 FM

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FM BUILDING

• Tile – The most traditional flooring type is tile. They provide a beautiful finish because of their glaze and variety of colours. Tiles tend to become a safety concern because of how slippery they are, especially when they are wet. For this reason, it is important to make sure that the health and safety aspect of having this flooring material is up-to-date (having “slippery when wet” signage’s deployed where people can see them, especially in high traffic areas).

“Often used in reception areas and throughout malls, floor tiles are not only easy to maintain, but the wide choice of patterns and colours can give architects a way of creating a beautiful masterpiece, and companies a way of creating a bold welcome to any visitor,” informs Sapphire Street.

Sapphire Street, further informs that the following are points that should be thought of before choosing tile flooring in the commercial space.

Floor tiles suitable for commercial properties need to have a blend of safe functionality, mixed with look and appeal. Commercial floor tiles must be anti-slip, so when choosing the tiles there are certain aspects that need consideration. Anti-slip floor tiles are a necessity to prevent injuries that are caused by slips, trips and falls. Think about the footfall, if it is generally going to be rather high, tiles need to be extremely durable.

• Carpet – Carpet tiles are most dominant in the commercial carpeting marketing place, for interior spaces. A great advantage of using carpet tiles, especially in office spaces is that it is wonderful for reducing noise levels and offers design flexibility (should they require to be replaced). This type of flooring comes in an ever changing

Nov / Dec 2017 FM

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variety of styles, colours, shapes and patterns. There have also been many developments in the manufacturing of carpets; some of the new fibre formulas include recycled material, which provide softness, comfort and most importantly, durability with better stain resistance.

For high foot traffic areas, carpets will not be a suitable choice to go for because it will increase the cleaning maintenance required. A disadvantage of carpets floors is that the material is highly flammable and prone to stains.

• Brick – This type of flooring is most suitable for exterior spaces. It is one of the oldest types of flooring materials. For neat pavements, drive ways and walk ways and car parking lots, brick flooring is a fantastic flooring method that has worked over the years. The material used is fire resistant and reduces slippery.

Resilient Flooring is a category of flooring material that includes rubber, vinyl LVT and linoleum. Whether in the trade or commercial industry, many consumers choose to go for resilient flooring because of qualities such as easy maintenance, colour, and sustainability. Below are the various materials that fall under the resilient flooring category: • Vinyl – The most advanced technology is used to produce vinyl flooring. It is also the most versatile material. The material is mould, moisture and mildew resentence. That said, it also hygienic because it is has resistance to pathogens.

• Rubber – Where colour is concerned, rubber flooring provides the most

“

The right flooring provides design flexibility, boosts energy efficiency and indoor air quality, and aids in wayfinding. It increases acoustic performance, leading to more satisfied occupants, and provides facility managers cost savings through low or easy maintenance and long life cycle.

choice. It is also durable and has an easy-to-clean surface. It provides soft comfort underfoot hence it is popular at children playgrounds and gym facilities.

What makes it even more versatile is that it is also water resistant, which makes it ideal for either indoors or outdoors. Unlike tiles and wood, the floor will not become a safety hazard when it is wet. It is also a noiseless material. Its surface is most suitable for environments where there is constant foot traffic and placement of heavy equipment’s, such as gyms, basements, recreation rooms, playrooms, plus laundry and utility areas. It is also eco-friendly.

• Concrete – This is the simplest and most common flooring type. It is used throughout the world for every single type of building and activity. However, it is not appropriate to use for every site.

The reason why it is so popular is because of its ability to withstand pressure from very heavy equipment such as cars, trucks, forklifts, and stacked crates. The fact that it is tough and it increases its durability also means that the material is difficult to damage.

• Stone – “Stone tiles are fast becoming the flooring material of choice. Having been used for thousands of years already, stone is a dynamic and versatile product that can be used in both traditional and contemporary buildings.

Whether you choose ceramic tiles, porcelain tiles, or natural or cast stone, stone tiles are one of the easiest types of flooring to keep clean, as the stain or liquid will sit on the top of the tile making it easy to wipe away. The tiles are also extremely resilient to heavy duty cleaners, therefore, difficult stains can be easily removed.

There are also options for facilities/ facilities managers who are looking at more environmentally friendly floors. They may choose from materials such as cork, bamboo, linoleum, as well as concrete, also great eco-friendly options. However, not all suppliers are as environmentally friendly as they might claim to be, so facilities managers need to be careful with clients choose for your commercial projects Natural materials or those which mimic nature, can using warm colours and a multitude of textures, are the best products to give a welcoming, comfortable feel,” advices Sapphire Street.

They further state that instead of using carpet tile, floor tiles will have a bigger initial cost outlay, but the longevity that you

will have with tiles, will far out way that of carpet. “By using tiling rather than carpet for floors, they attract less dust and are less likely to hold onto pollen etc., so they’re an excellent choice to keep the air free of particle that can cause discomfort to allergy suffers. And creatively, due to the vast array of tiles available, you do have the option of creating an extremely eye catching pattern that you wouldn’t be able to achieve with other flooring options.

If real stone is out of your budget, cast stone looks as feels just as good as the genuine stone, and it opens up so many design possibilities; colours, textures and patterns can be created to compliment your brand or architecture,” Private property’s website suggests that should you wish to change your decor scheme in the near future or if you know your needs are going to change, opt for laminate flooring, which is easier to replace. The reasoning behind this is because laminate flooring is a ‘floating’ floor system and is therefore not nailed to the subfloor. Solid wood flooring is a long-term investment and is a permanent fixture.

“The right flooring provides design flexibility, boosts energy efficiency and indoor air quality, and aids in wayfinding.

It increases acoustic performance, leading to more satisfied occupants, and provides facility managers cost savings through low or easy maintenance and long life cycle,” states facilityexecutive.com.

It is not always the best way forward to select what is trendy and available in the market, but to make good choices and consider carefully all the options. It’s up to facility managers to make wise choices at the end of the day. n

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HEALTH &SAFETY

KEEP IT SAFE

“The Occupational Health and Safety Act is intended to provide for the health and safety of persons at work and for the health and safety of persons in connection with the use of plant and machinery; the protection of persons other than persons at work against hazards to health and safety arising out of or in connection with the activities of persons at work; to establish an advisory council for occupational health and safety; and to provide for matters connected therewith….”

By Masentle Siwela

A

facilities manager’s goal when it comes to occupational health and safety (OHS) is to foster a safe and healthy work environment and take care of the welfare of people at work, as it is their responsibility to do so. Regulations in the amended Occupational Health and Safety act states that general duties of employers to their employees include providing and maintaining, as far as is reasonably practicable, a working environment that is safe and without risk to the health of his employees,” Health and safety of workers involves understanding regulations that need to be complied with and identifying potential sources of harm or adverse health effects on a person or persons’. These potential risks pertain to pest management, fire safety, safety and security, hygiene, engineering safety, ergonomics, psychology and a lot more.

In order for effective programmes to be

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developed to management safety, there first needs to be an understanding of health and safety regulations and how to correctly go about implementing those regulations.

A Safety Health and Environment (SHE) strategy assists facilities managers and/ or organisations to tactically come up with a working method that will ensure that the activities undertaken in the workplace to do not expose workers to danger, or at least minimize potential accidents and exposure to harmful situations and substances, whilst ensuring that regulatory requirements are meet.

Health and safety manager of The South African Labour Guide, Tinus Boshoff informs on labourguide.co.za that the important aspects regarding health and safety are written policy documents, displayed and signed by the CEO and a review date.

Furthermore, a SHE strategy should include training of personnel in accident prevention,

emergency preparedness, accident response and use of protective clothing and equipment.

According to Wikipedia, SHE from an environmental perspective, involves creating a systematic approach to complying with environmental regulations, such as managing waste or air emissions all the way to helping site’s reduce the company’s carbon footprint.

As long as a building is occupied by residents or a production space is still open for business, there are changes that will occur to level up with the growth/changes a building will go through, which will affect the relationship occupants have with the building. It is therefore important for facility managers or SHE managers to ensure that the strategies corresponding to your facility are up-to-date at all times.

The World Health Organisation informs on their website, that the health of

employee’s have several determinants; from various risk factors at the workplace leading to cancers, accidents, musculoskeletal diseases, respiratory diseases, hearing loss, circulatory diseases, stress related disorders and communicable diseases and many more.

Employment and working conditions in the formal or informal economy embrace other important determinants including working hours, salary, workplace policies concerning maternity leave, health promotion and protection provisions, etc.

One of the best way to ensure that facilities managers comply with regulations is to employ a company that specialises in SHE to recommend the most suitable strategies that are aligned with the organisation’s policies as well as the results of the risk assessments conducted for the facility.

“

A Safety Health and Environment (SHE) strategy assists facilities managers and/or organisations to tactically come up with a working method that will ensure that the activities undertaken in the workplace to do not expose workers to danger, or at least minimize potential accidents and exposure to harmful situations and substances.

Aspects of Safety Health and Environment • First aid and first aid Boxes – According to regulations, employees are responsible for taking all necessary steps required to make sure that employees receive prompt first aid treatment in case of injury or emergency. The regulation also states that it is a compulsory legal requirement to have at least one first aider for every 100 employees.

The assigned first aider should be readily available during normal working hours to attend to situations that required their trained knowledge in attending to medical/emergency situations in the workplace and must be in possession of a valid certificate of competency, issued by either the SA Red Cross Society; the St. John Ambulance; the SA First Aid League; or a person or organisation approved by the chief inspector.

The number of first aid boxes should be determined after establishing the nature of the activities performed that have the potential to lead to injuries likely to occur and the number employed the particular workplace.

• Emergency Procedures – In workplaces where high risk toxic substances are processed, handled or manufactured, the first aid worker should be trained in the first aid procedures that are necessary for the treatment of injuries that may result from such activities and in the emergency procedures which are necessary in the case of accidental leakage or dumping of such substances.

Emergency procedures put in place to

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HEALTH &SAFETY

effectively manage emergencies or just putting in place precautionary measures should cover events such as gas leaks, explosions, pressure vessel rupture, building collapse, chemical leaks and spillage and bomb threats.

• Emergency Evacuation – The general principle of an emergency evacuation provided by South African Bureau of Standard (SABS), highlights that when evacuation is necessary, people often try to leave the way they entered and if that is not possible (perhaps because of the location of the fire or smoke), they need to be able to turn away from the fire and find an alternative route to a place of safety.

SABS further states that people could underestimate the risk or be reluctant to use exits they are unfamiliar with. Director

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of Facilities Management Solutions, Lydia Hendricks, suggests that facility managers follow this plan to demonstrate their commitment to peoples safety: plan the worst case scenario upfront with your venue coordinator and ensure that the coordinating staff and security are aware of their responsibility in the event of an evacuation; provide a written evacuation process in the registration pack and lastly, have a safety moment/announcement at strategic times and guide patrons to exit signs that should be visible • Fire Precautions – Apart from actively making efforts to prevent fires, facility managers should also outsource or employ a company that focuses on fire detection and evacuation systems. A company that provides maintenance and products that immediately alert facility managers when there are system/ equipment failures is ideal. One such company is MeyCom, which provides real-time remote products that monitor the operational state of a facility’s equipment, plant and systems.

Andrew Briton from MeyCom says: “It remains of paramount importance not to neglect any fire detection requirement or existing detection system installed into a building. As much as one cannot predict the likelihood of a fire, they unfortunately occur with regularity. Should a fire detection system be a legal requirement in a building, it is also a legal requirement to ensure for the ongoing servicing and maintaining of same, in a fully functional condition.”

• Pest management – Health and hygiene audits audited by a regulatory body account for up to 20% of the total

audit score. Hence it was advised in our September/October issue of Facilities Management Magazine, that to deal with the annoyance of pests, facilities manages should employ a company that provides a complete environmentally sensitive broad-based solution – Integrated Pest Management (IPM), also known as Integrated Pest Control.

• Risk assessment – Facilities Managers should determine whether or not they have taken enough precautions or need to do more to prevent occupational illnesses by assessing possible threats.

The National Institute for Occupational Health (NIOH) defines risk assessment as a careful examination of what could cause harm in the workplace. NIOH further states that it is a legal obligation to assess the health risks in any workplace.

The following five steps to assess risk in the workplace are provided on their website, nioh.ac.za: Step 1: Look for the hazards.

Step 2: Decide who might be harmed and how.

Step 3: Evaluate the risks and decide whether the existing precautions are adequate or whether more should be done.

Step 4: Record your finding.

Step 5: Review your assessment and revise it if necessary for seeing it is adequately done.

• Training – In section 8 of the legislation, of the Occupational Health and Safety Act, all employees have the right to be trained - according to prescription, the

employer must provide the necessary information, instructions and training to employees.

As stated above, an assigned first aider must be in possession of a valid certificate of competency in first aid. To obtain those certificates, the selected aider needs to be provided with training.

• Workplace inspections – The Department of Labour provides checklists that inspectors carry when visiting workplaces to check whether Health and Safety Representatives were appointed and whether Health and Safety Committees are functioning in terms of the Occupational Health and Safety Act, 1993.

The checklist may be used as a way for facilities managers to determine whether or not they comply with the requirements, and if not then necessary service providers can be outsourced to assist.

Inspectors of the Department of Labour also visit workplaces to check the level of compliance with labour legislation.

The following are some of the aspects the inspectors will be checking, if the answer is ‘No’ to any of these questions then the situation needs to be rectified straightaway: 1. Are you registered with the Compensation Fund?

2. Are you registered with the Unemployment Insurance Fund?

3. Do you have a copy of the Occupational Health and Safety Act and the relevant regulations on the premises and is the Act and the Regulations

available to the workers if they want to read it?

4. Do you display the Summary of the Basic Conditions of Employment Act? 5. Do you display the Summary of the Employment Equity Act? 6. Have you appointed Health and Safety Representatives?

7. Have you established Health and Safety Committees in your workplace?

8. Are you and your workers trained to recognise health and safety problems?

• Are moving parts like drive belts and chains guarded?

• Are chemicals used safely and stored in a safe place?

• Are emergency exits clearly marked and easily accessible?

• Are fire extinguishers accessible and serviced regularly?

• Are flammable material stored and used correctly, for instance not near fires?

9. Do you have fully equipped first aid boxes on the premises?

10. Are all electrical wires insulated and proper plugs used in your workplace?

11. Do you report injuries at work to the Department of Labour?

12. Do you have clean and hygienic toilets and washing facilities provided for males and females?

13. Do you have an attendance register at your workplace?

Ramifications In the workplace there is always a risk of having accidents. Incidents can be anything from an employee catching a disease, getting hospitalised and extreme cases, such as of loss of life, and they would all be due to malpractice.

To minimize these threats it is advised that organisations simply comply with regulations. They have been set to keep employees safe and not to jeopardize organisations/employees.

Should an organisation fail to comply with the above this is considered a criminal offence and employees have the right to report unsafe or unhealthy conditions to their employer and/or the health and safety representative.

To make an active attempt to avoid malpractices, Occupational Health and Safety (OHS) internal and external audits need to be carried out. Audits are an effective method for ensuring compliance and improving the performance of prevention systems. It is your responsibility to keep all those who use your building safe.

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OrbitX

-Direct Drive LED LightsAt long last - an LED light that lasts and lasts and lasts...

The short lifespan of fluorescent lamps and ballasts, and the inability of many LED lights to provide longer lifespans (despite now infamous promises to the contrary), cost companies and their suppliers a fortune in replacement and maintenance.

Frans Rossouw, co-founder and co-owner of OrbitX, is an electrical-and electronic engineer who extensively researched these lifespans. Media reports that drivers cause 85% of LED lamp failures were confirmed. Heat generated by driver components and the lamps themselves dry out electrolytic capacitors, causing premature failure in fluorescent ballasts and LED drivers a like. The sheer number of components required for quality LED drivers further affects reliability.

OrbitX was born in the battle for a robust long-life LED light in 2015. The unique design of OrbitX Direct Drive LED lights utilises a locally developed integrated circuit to minimise component count and places high quality electrolytic capacitors far from heat sources.

The unique design of OrbitX LED lights surpasses current LED technology by combining longevity, economically viability, quality of light and safety in a single product. OrbitX LED lamps utilise a high-quality locally developed IC (Integrated Circuit) driver, which replaces the traditional LED drivers or ballasts.

OrbitX research extends beyond longevity and robustness, Our unique Neptune IP65 light is moisture, vapor and dust proof, extremely robust and can withstand extreme temperatures which makes it ideal for cold stores, warehouses, store rooms and pack stores. It is also available with Integrated Radar Motion sensor with optional battery backup available and is easily installed, also available in the retrofit option The robust OrbitX design relies on minimal components for utmost reliability and achieves a near-unity power factor with a very low flicker index it has an extra- large MOV that absorbs electricity spikes up to 1500V. The tubes itself are manufactured of 1mm thick Polycarbonate for extreme robustness and complies to food safety Fire safety is standards without the need for extra covers. Fire- safety is addressed with an industryleading UL94 V0 rating, which eliminates flaming droplets and prevents fire spread to escape routes.

Direct Drive IC replaces traditional LED driver

No modification to existing luminaire: simply connect the OrbitX Direct Drive LED tube lamp lead directly to the AC supply

The unique OrbitX offers more advantages for retailers, industrial and commercial industry: • 8 year operational guarantee • 45-65% electricity savings • Maintenance free – install and forget • Excellent light quality: Type A Retail Lighting* • Mimics sun light – increases productivity • Designed for commercial / industrial / retail use • Extremely robust • Unique retrofit options – fitting not modified • No WiFi /radio / scanner interference • Best lifecycle cost in class • No mercury or harmful components • Fire safety: no flaming droplets (UL94 V0) • Genuine power saving: PF > 0.97 • Efficacy > 100 lumen/Watt • CRI=83, GAI=96 • IP65 available • Retrofit models SABS passed OrbitX LED lighting products includes an Orbitx Retrofit Direct Drive LED light which is connected directly to the AC supply, leaving SABS and other certification of the existing luminaire unaffected. The OrbitX retrofit has been SABS tested and passed OrbitX lights complies with Type A Retail Lighting The leading authority on LED lighting, the Lighting Research Centre, defined Type A Retail Lighting as the ideal combination of Colour Rendering Index and Gamut Area Index to accurately reflect product colour, enhancing the customer’s shopping experience.

Our 8- year guarantee makes OrbitX Direct Drive LED lights a case of “install and forget”. We are locally based with an engineering team that not only offers specialised services assisting clients with expert advice and lighting designs but can also provide costing and saving business cases to proof the electricity savings OrbitX lights generates for your business. *Type A Retail Lighting is the ideal combination of Colour Rendering Index and Gamut Area Index recommended by The Lighting Research Centre - The international leading authority on LED lighting For more information and orders please contact: loisvds@orbitx.co.za 0829006093 www.orbitx.co.za

Neptune: Integrated IP65 fitting Vapour, moisture dust proof

Capacitor life is three times longer than the life of the lamp

Surge arrestor and fuse protects against 1500V surges and short circuits

FM MANAGEMENT

MAKING THE RIGHT DECISIONS Facility managers mulling over the thought of whether or not to outsource or hire in-house to gear towards achieving the strategic objectives of their organisation; hence the question of whether to outsource or employ in house will always remain relevant and debatable. This article distinguishes the two to help you make the right choice – for your company.

By Masentle Siwela

A

company’s workflow is continuously evolving. Some adjustments need to be made to adapt to rising workload and/or shift in business focus. When production demand grows, the first thought that would come to mind would be: “Is it time to recruit more staff?”

However, that may not be the best solution as there are various factors that need to be taken into consideration before making a final, informed, decision – one that won ’t be too time consuming and costly for the organisation in the long run.

Choosing between insourcing and outsourcing experts to assist is a choice many in the facilities management industry seem to find challenging to answer. However, that main objective should be to finding the right skillset and not achieving short-term cost savings…

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Choosing between insourcing and outsourcing experts to assist is a choice many in the facilities management industry seem to find challenging to answer.

Outsourcing Outsourcing is about allocating an external service provider to carry out tasks and maintain an organisation and its assets.

The reason why a number of organisations opt to outsource is often because of these three reasons: some parts of the business process lack staff or expert skills, reducing costs and the need to concentrate on other business priorities.

Outsourcing also entails employing a specialist, once that expert completes the tasks they were hired to perform, they leave because they are not permanently contracted, which assists organisations in reducing fixed costs; Advantages: • Focus on core business – Outsourcing is a great way to gain an advantage in today’s highly competitive facilities management market. Hiring an expert to focus on certain aspects of the business while facilities managers shift, or rather, concentrate on the core business largely improves productivity. When

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FM MANAGEMENT

organisations seek outside expertise, the outsourced provider will bring benefits that the facilities manager may not have knowledge of, specialists bring special knowledge.

• Long Term Cost Efficiency – This is the most enticing advantage of outsourcing.

When temporarily hiring an outside expert to an organisation, it is generally more cost effective than hiring someone permanently. Costs such as health insurance and vacation pay are all things that the hiring company does not need to be concerned with.

• Experience Service Providers – Outsourcing provides organisations with exceptional standards. Cliff Hocking of Wilcom Facilities Management Services says: “Outsourcing to a facilities management specialist means that facilities managers can be confident they the job will get done to the highest standard.”

He warns however, that the facilities managers have to be wary of the possibility of unfortunate situations where outsourced employees over promising and under deliver.

He advises facilities managers and organisations to correctly team up with an

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effective outsourcing company. Facilities managers should get services from a company that can bring in the latest technology and take ownership.

• Time Management – When there is a set time to get things done, hiring an outsourced expert may the best way to tackle time sensitive tasks. Outsourced vendors focus on a specific task and get it done on the deadline set for them because they are more equipped with technical expertise and equipment required to effectively and speedily get the job done. This can be a great benefit to increase productivity.

Disadvantages: • Time Management – Although there are advantages to outsourcing, there are also some disadvantages. Because an outsourced expert is not your company’s employee, their loyalty is not to your company or business, but to the company the work for. The fact that they are not hired to work on regular 9-5 working hours may become problematic, for instance when you need their services at short notice, they may happen to be on the job elsewhere. This however, can be resolved by giving the outsourced

employee deadlines and communicating, or rather, negotiating with them effectively on a service level agreement.

• Cultural Clashes – Third party companies and employees need to work well with existing employees. Experts tend to use terminology and jargon that maybe in-house workers struggle to comprehend, this may cause communication barriers. The human element of inferiority and/or superiority will surface causing possible problems in employee relations.

• Privacy – Bringing in someone from outside involves sharing confidential information about the company such as payroll, recruitment services, accounting and other administrative functions. If a company’s contracts and confidentiality clauses are non-existent then private company information would be at risk to being shared to third-parties by the outsourcing service provider.

• Commitment – Outsourced employees priorities are not solely focused on one organisation. They offer their services and expertise to multiple organizations simultaneously and such workers are likely to lack undivided focus on an organisation’s tasks, which can possibly derail progress.

Enterprise applications are the engine room of the organisation. They drive agility, responsiveness, flexibility and fast decision making.

Mid-sized organisations face the same challenges as large organisations, no matter what industry they’re in. These companies have all made considerable investments in fixed assets and working capital. They need to conserve and efficiently manage those assets, and reap the greatest benefit from those investments in order to achieve success.

The difference is that mid-sized companies and organisations do not have the same resources as their larger counterparts to implement sophisticated IT solutions.

The oversimplified, generic systems many opt for, implemented using a one-size fits all approach, do not allow them to compete effectively in today’s dynamic marketplace.

Give us a call today As strategic technology partners, we’ll cut through the clutter of technology-speak, and help you find ways to improve your facility management operations, drive growth, and quickly adapt to changes in business demands.

info@softworx.co.za

t: +27 11 607 8299

“

Although there are advantages to outsourcing, there are also some disadvantages. Because an outsourced expert is not your company’s employee, their loyalty is not to your company or business, but to the company the work for.

The fact that they are not hired to work on regular 9-5 working hours may become problematic, for instance when you need their services at short notice, they may happen to be on the job elsewhere.

FM MANAGEMENT

Insourcing In-house hiring is also referred to as insourcing. It involves directly employing a dedicated member within an organisation to conduct particular activities, instead of hiring an outside specialist.

Organisations usually opt for insourcing because they want to keep costs under their control as well as more direct management of particular tasks.

Outsourcing involves hiring an expert, who will be bringing in their personel, equipment and additional travel costs, which all equate to additional expenses that could be avoided through in-house employment.

Advantages: • Harness in-house employee potential – hiring in-house staff gives an organisation the opportunity to benefit directly from an employee’s skills.

When employees are skilful, they can be seen as an investment for the organisation. Long term career training strengthens organisations and improves staff retention, which is beneficial for an organisation holistically. Unlike outsourced employees working by proxy,

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in-house employees usually have the organisations best interests at heart and in turn, employees remain loyal to an organisation.

• Competency – facility management is considered, by many in the industry, to be a core competency. In-house staff fully understand the organisation they work for, its cultures, policy’s and mission, and for that reason they are the most competent. Also, they provide better services to the organisation at lower cost. Another aspect to consider with regards to hiring in-house is that it maintains customer service and the credibility of the facility organisation.

Disadvantages: • Lack of expert knowledge and equipment – when the aim of a facilities manager is to focus on the core of business, hiring an employee from the organisation would be a set back because they will still require some training because they are able to complete some tasks. Which will cost money and derail an organisations processes and progress when in-house employees do not have the precise knowledge and experience required to do the job.

Facilities Management Expert Opinion “As technology has developed and improved, it’s now easier and more efficient to outsource services. But is it really?”

Hocking asks.

“With an abundance of devices like smartphones and tablets, as well as mobile apps it means that these services can be operated and the information accessed anywhere, anytime – whether you are working in the office, at home or on the move. However, instant access is just one of the benefits you can experience,” says Hocking.

Hocking attest that Wilcom Facilities Management employs both outsourced and in-house services, depending on what is required from the company. He adds that a typical outsourced service providers will argue on the major benefits of outsourcing, however facilities managers always need to question if they are indeed beneficial.

When it comes to choosing between outsourcing and hiring in-house for facilities management functions, CEO of Bidvest Facilities Management Dr David Leslie informs Facilities Management Magazine that two critical factors need to be taken into consideration. “When choosing between managing your own departments or services, the strategic nature of the function needs to be analysed and the level of impact it has on the success of a company’s core business should be assessed.”

“The same functions do not always have the same weighted effect in each business. For example, if IT (Information Technology) services are fundamental to the success of your business, then perhaps only one aspect of the service, such as the management of the printers, could be outsourced. If the needs under review are non-strategic and not core contributors to your business strategy, such as the management of buildings, then it would be best to outsource these services to experts in the relevant field.”

Dr Leslie continues to say: “The validation for utilising specialists in the instance of out-sourcing is justified by the ability to measure deliverables through service level agreements, which in most cases motivate quality workmanship of a superior nature. The benefit of economies of scale is also another factor that promotes the outsourcing of certain business areas.

In the case of an outsourced facilities management company, this is realised through the leverage of purchasing power, allowing a greater saving to be passed on to the client as the services rendered are of a cost efficient nature,” “Instead of a single company bearing the costs, they are divided among all the clients. An outsourced call centre is a prime example of this. In addition to this, specialist facilities management companies have advanced technology and sophisticated systems, which contribute to the smooth management of a facility,” he says.

According to an online blog, http:// recruitloop.com, when a facilities manager or an organisation is not certain that the work will continue after a project or that there is enough work to justify an ongoing position then outsourcing as an option that should be considered.

Verdict Before making the final decision, consider every aspect of your business, however, Dr Leslie says the main facet that should be considered by facilities managers is to take into account the degree to which it is necessary to control the function at an in-house level.

“When outsourcing is considered, a thorough evaluation of the facilities management company needs to be carried out. Key attributes that contribute toward their eligibility include: their ability to ensure continuity of services; the provision of contingency plans Health, Safety and Environmental compliance, the necessary set of skills to perform tasks and the degree

“

When outsourcing is considered, a thorough evaluation of the facilities management company needs to be carried out. Key attributes that contribute toward their eligibility include: their ability to ensure continuity of services; the provision of contingency plans Health, Safety and Environmental compliance, the necessary set of skills to perform tasks and the degree to which a full turnkey service can be provided.

to which a full turnkey service can be provided,” he says.

“Another important aspect to consider is the cost implication of permanently employing in-house facilities management staff due to minimum wage mandates stipulated by the other industries. An example of this might be paying cleaning staff in a banking environment the same wage as a teller, which would make the in-house proposition too costly and unsustainable,” he says Both insourcing and outsourcing have their advantages and disadvantages, the answer depends on the kind of task the company requires assistance to complete, the time required to complete it and the budget a company is working on. At times it is necessary for an organizations to utilise both outsourced services as well as in-source simultaneously; it all depends on the organisations demands and resources to supply demands. n

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FM MANAGEMENT

ACSA OFFICE UPGRADE GEARS THE COMPANY FOR FUTURE SUCCESS

S

outh Africa’s airports: the first official point of welcome for many local and international tourists and travellers. From baggage collection to airport cleanliness, facilities and staff friendliness, it is here that critical – and lasting – impressions are created. As the company responsible for managing the country’s airports, and ultimately “owning” this experience, Airports Company South Africa’s (ACSA) team is under pressure to deliver 24/7 365 days a year. They need to be geared for success from the outset – hence their recent head office upgrade.

Formed in 1993, Airports Company South Africa (ACSA) was mandated to transform what was then a fragmented parastatal into a customer-driven, efficient, focused and commercially successful business. “Given that ACSA manages nine airports (including South Africa’s three international airports) which support up to 40 million passengers per annum, the importance of the team behind the brand cannot be under-estimated,” explains the tenant installation spokesperson at Growthpoint

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Properties. “This is why we were only too happy to help ACSA redesign and expand its head office facilities as part of its long-term vision for success.”

As long-standing tenants of a wellestablished Growthpoint office park in Bedfordview, ACSA benefitted from the appointment of a team of experts to conceptualise and execute the office redesign.

The team included interior designers Projects 4 Design and tenant installation specialists TSK Interiors, who were appointed main contractors on the upgrade.

With the two-phase project under tight delivery deadlines from the outset, TSK Interiors director Thuso Koboyatau explains that, once completed, ACSA’s total office space will have almost doubled – from 6 000m² to 10 000m².

“This expansion is about far more than planning for future growth, however. It’s about positioning the company as an industry leader – and creating flagship offices where it can host local and international clients in a dynamic, efficient space that boasts the latest workplace trends.”

Executing on ACSA’s vision has seen Projects 4 Design leverage the large volumes of natural light already available in the existing buildings, and open up spaces to create places where staff can collaborate and share; strategise and plan; and also retreat for personal conversations and necessary thinking space. “We wanted to design a space that ACSA would thrive in and grow into comfortably and seamlessly,” notes Gladys Bitumba, interior designer: Projects 4 Design. “This was especially important as the company had ‘inherited’ its previous offices and adapted itself to the layout that was already in place in the building at the time.”

For Growthpoint Properties, managing the upgrade efficiently required all players to collaborate and remain focused on the end goal. “A project of this scale and value – R75m in total – requires absolute commitment from the outset. Because we’re also working in and around the client’s team, it means that contractors need to be especially sensitive to dayto-day work requirements, and flexible to accommodate ACSA’s working hours.”

With phase 1 recently completed, one of the project’s long-term successes is arguably ACSA’s support of newer entrepreneurial SMEs – including TSK Interiors. “It’s great to be able to give sizeable and challenging opportunities to next-generation players who are able to execute and deliver. Growthpoint has worked with TSK on numerous high-value client refurbishments, and we’ve been impressed with their efficiency and execution. As corporates, we need to actively commit to supporting and enabling new market players like these – creating space for them to prove and establish themselves sustainably.” n

FM INSIGHT

THE CHANGING FACES OF FM The face of Facilities Management has changed many times over its relatively short life. We have seen FM models evolve and die but recently the Integrator model has received much attention in the UK. At face value, this appears to be a new FM business model innovation, but is there less to the Integrator than meets the eye?

By Andrew Mason workplacefundi.com

T

he 2015 James Bond offering, Spectre sees actor Christopher Waltz playing Ernst Stavro Blofeld the evil head of a villainous global empire. This is not a new character in this spy genre. The original Blofeld with his hallmarked scarred face was played by Donald Pleasence in ‘You Only Live Twice’ in 1967. In the the most recent movie, Waltz’s incarnation of the character is only disfigured in the last scenes when his operations centre blows up before being captured after his helicopter crashes on Westminster bridge in London.

The chronology of these two movies leaves us with a Star Wars’esque impression that the movies have been released out of sequence with the later rendition being the prequel to the earlier

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version. This cleverly leaves the audience knowing that Blofeld will survive and appear in the movies to come, thus creating intrigue, expectation, and desire that will keep the franchise alive.

What has this to do with Facilities Management? Well according to UK based FM company KBR, there is a new twist on an old theme when it comes to the latest incarnation of FM models. KBR have called their creation the Integrator Model.

The Integrator Model seems to have it roots in the evolution of FM but one that KBR believe may yet bridge the seemingly intransigent divide between Outsourced and In-House delivery. It promises much and expectations are high, but is it hype or hyperbole?

Well much like FM models there have been many incarnations of Blofeld over

the years. Actors such as Telly Savalas (on her Majesty Secret Service), Charles Gray (Diamonds are Forever), Max von Sydow (Never Say Never Again)* and Anthony Dawson (from Russia with Love) have all played the head of SPECTRE. Similarly over the past two decades, the FM market has also developed in many guises. From typical in-house delivery of FM services to a Total Integrated outsourced model.

Twenty years ago the conventional wisdom had been that organisations get the most competitive solutions by spreading the sourcing of their Real Estate, Facilities Management and project services across either their in-house team or a range of single outsourced service providers based on vertical functionality. Now, more forward thinking organisations are taking it a step further by bringing FM together under one supplier.

The Evolution of FM Models 1. In-House FM This is where facilities are delivered by an in-house delivery team who remain on the payroll of the receiving Client. However where organisations got bigger and their facilities became more complex and the servicing requirements more technical a proportion of these services needed to be delivered by outside specialist suppliers.

In the first instance, this was often the cleaning service or the handyman, where outside contractors were better equipped and able to undertake the service more efficiently and cost effectively.

2. Single Service FM As the organisation grew, in-house FM management started to rely more and more on some specialist providers to deliver services such as cleaning, catering waste management, etc. This, however, came with an increasing burden of in-house resources needed to manage a plethora of external providers not only from a service delivery perspective but increasing levels of financial and performance management.

3. Managing Agent With the growing complexity of service provision and the increasing need for companies to focus on their core business instead of committing valuable management time to non-core activities, companies began to employ an intermediary to manage

the service delivery on their behalf.

This model survived intact for some years. However, service providers became more mature, agile and had access to improving technology which enabled them to adequately take on the management and reporting of multiple services thus making the role of Managing Agent largely redundant.

One of the constraints of the Managing Agent model was that in most cases the Client still contracted directly with the service providers themselves. Unscrupulous suppliers used this to their advantage to drive a wedge between the managing agents and the Client who remained and legally liable for the commercial terms and performance intervention.

The managing agent model died out in most forms due to these issues as well as the perception of the additional layer of cost introduced for very little value add. Also, the increasing level of sophistication and management capability of service providers provided the last nail in the coffin of the managing agent.

4. Bundled FM With the growing number of external vendors and consequent complexity and management time required, service providers started to conglomerate and

deliver multiple service lines by bundling these into portfolios of similar functions.

Typically these would be divided along the hard and soft services lines. The benefit of this approach was the reduction of cost by removing the multiple layers of management required to manage single service lines.

5. Integrated FM Services Combining services was a natural progression of the bundled FM model whereby services were grouped together and delivered by a single organisation under one management lead. Thus avoiding the need to employ a separate Managing Agent by the Client. Also, reductions of in-house management capacity could be achieved by outsourcing these staff to the provider.

6. Total Integrated Facilities Management Decades of outsourcing in-incremental functional and geographic silos led to fragmentation in service providers and technologies. Now the C-Suite, procurement professionals and corporate real estate executives are demanding a more integrated process together with analytics, management information, real time reporting, greater collaboration and innovation.

Total Integrated Facilities Management as a function includes the integration,

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FM INSIGHT

“

The best-outsourced providers act as an extension of the Client’s strategic guidance providing service delivery and technology platforms that enable a personal and customised approach that only an expert provider can deliver.

administration and delivery of all support services for a facility and so by definition it is ‘Total’. The different outsourcing models refer either to the amount of FM that is outsourced or to the method by which the contractor delivers the service and this provides one point of responsibility for all the outsourced services.

The Total Integrated Facilities Management model is where the entire sphere of service delivery is outsourced to a single provider under a single contract. In turn, the provider may subcontract, or self-deliver some or all of the services. Together with all of the professional management associated with the multiplicity of service lines.

Next Generation FM? In their paper “An emerging FM delivery model” KBR emphasise the pressures within the UK economy of Brexit and ever decreasing the levels of government spending having given rise to the flexible nature of the Integrator model.

The paper alludes to the fact that the Integrator model is an adapted version of the managing agent model. From my perspective, the changes appear to be remarkably nuanced with the only real change to the more traditional version being that the Integrator can and does in some instances perform some of the services themselves.

In other cases whether due to capacity, complexity or otherwise these are outsourced to specialist providers. While this may appear to be a more flexible rendition of the managing agent model this is no different to how a totally integrated outsourcing provider operates, and probably why the evolution of FM has seen the rise of the integrated service provider over that of the other variants.

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Another benefit claimed by the Integrator model is that the service contracts can be forged directly between the supplier and the Client. The only seeming control this may give the Customer is to retain the contractual relationship between the Customer and supplier should they wish to terminate the arrangement with the Integrator. What is not stated and thus remains unclear, is under what circumstances this would be desirable?

While continuity of service is undoubtedly required, who within the Client organisation would manage this or would a new incumbent be expected to step in to what seems to be a prescribed model.

While there is nothing new about outsourcing, it undoubtedly needs to evolve. It would be true to say that there is much more focus today on value and the ability to free up in-house teams from the nuts and bolts of FM delivery than previously. This allows FM teams to deliver greater degrees of strategic value, but nobody outsources facilities with the intention of it costing the more.

A reputable outsourced provider will make significant investment in systems, processes and technology and is better able to absorb the management costs of these investments by rationalising them across a multitude of service lines and contracts. Better I would suggest than a standalone Integrator.

With an integrated service provider, the ability to increase productivity and efficiency is embedded in the processes and does not rely on an external party looking in from the outside to try and streamline the organisation, processes and performance.

There are significant advantages to a Total Integrated FM outsourcing approach.

Consider the number of areas the average facilities executive has to be across from the cost of least space, the lifetime of plant and equipment, Energy consumption, technical maintenance, the user experience, Business plans and HR. For under resourced and under capitalised in-house teams it can be a challenge to be anything other than reactive.

For businesses today looking for FM expertise and support that avoid the overheads and complexity of employing an in-house team, the right outsourcing ‘partner’ will deliver a local highly bespoke service backed by the resources of an expert service provider. The best-outsourced providers act as an extension of the Client’s strategic guidance providing service delivery and technology platforms that enable a personal and customised approach that only an expert provider can deliver.

For complex property portfolios, Total Integrated FM outsourcing can offer rigour

and new ways to drive efficiency. Internal procurement and real estate teams benefit from integrated services through a centralised operation that can be easily explained to their business partners. Consistent standards and evidence of cost competitiveness will come as standard. A reputable integrated FM partner will bring stable service delivery benchmarked at the best possible value ensuring the optimum outcome.

Increasingly outsourcing is moving up the value chain regarding what it can deliver.

The top echelon of service providers can provide Total Facilities Management, business integration and management information to enable and enhance strategic decisionmaking in respect of a Client’s facilities.

This all allows the in-house teams of procurement, HR, finance and operations to focus on what they are good at while the service provider delivers both critical maintenance as well as things like health and safety management, hard, soft and business services as well as energy and utility management. Integrated service providers are delivering what some might call ‘business function outsourcing.’

The evolution of outsourcing isn’t limited to just the management of facilities. To activate these services and to quality manage them from inception to completion the outsourced FM provider will run the help desk call centre operations, providing total coordinated catch, match and dispatch functionality together with quality management, Business continuity, management information, Customer relationship management procurement administration and workplace planning to boot.

This collaborative approach requires a degree of maturity in both parties, but the benefits are extensive with an expert service provider in control of your non-core services but ensuring that the support your core business by taking a more active role within the organisation and delivering greater levels of value and competitive advantage for the Client.

The integrator model remains a new concept and should be allowed to prove itself, and as such, I do not wish to write it off before it has had a chance to prove itself, but I remain sceptical as to the causation of savings and the inferred additional flexibility for all the reasons mentioned. * Yes I know some of you 007 Fundi’s will differ with me, saying that Never Say Never Again was not a genuine Bond movie as it does not come out of Cubby Broccoli stable, but it did star the orignal and best JB ever in Sean Connery! n

FM MANAGEMENT

BIMMING GREAT LEADERS

“Leadership and learning are indispensable to each other,” John F. Kennedy

L

eadership is what is needed at this stage of the African BIM (Building Information Modelling) rollout.

Leaders in every discipline, in every 3D modelled project, every day.

These leaders are being equipped with the tools and information needed to not only win BIM compliant tenders, but run BIM projects and transition their companies into digital construction with all its efficiencies and cost benefits through the BIM 4 Professionals course from the BIM Academy.

“This is not a software course,” explains Vaughan Harris, who you may recognise from the BIM Institute and is the driving force behind the BIM Academy. “BIM is not about buying software, and although the software plays a role in the greater scheme of things, BIM is fundamentally a process, a way to communicate and a way of working.”

The course outlines the roles of each player (and discipline) in a BIM project, from designers and architects to contractors, engineers, quantity surveyors and the client, often a Facilities Manager who uses the information modelled to optimise the lifecycle of the facility. It drives home the best practices and explains the very real pitfalls that exist in African BIM adoption. It guides delegates to where to find the best templates, team assessment tools, case studies and equips them with the terms and overview needed to address the questions

that are inevitable in a BIM project.

“There is another magic ingredient in these courses,” smiles Harris, “and that is the delegates themselves. We work hard to ensure that there is representation from all the stakeholders in a building project, players that are so often at odds with each other, who need different information at different times from each other, but are often reluctant to share this information.

It is great to see the debates that rage, the solutions that are hammered out and I watch for that moment when each sees it from the other perspective. That is the moment when BIM Leaders are born, when they see the necessity of open communication and realise that each project is a collaboration, not a battle of wills.”

The course runs over two days and bookings fill up fast. In the past month alone Harris and his team has run the course in Ethiopia, Mauritius, Johannesburg and most recently in Cape Town.

“We have bookings that extend to March 2018, and are in discussion with firms that have asked for companywide training as a part of their BIM transition.

This strong uptake shows the desperate need for this kind of support and the need for BIM leaders.” http://bimacademyafrica.co.za/ n

“

BIM is not about buying software, and although the software plays a role in the greater scheme of things, BIM is fundamentally a process, a way to communicate and a way of working.

Nov / Dec 2017 FM

31

FM MANAGEMENT

ACCENTUATE THE POSITIVE

By John Bowen

A

call asking for some free advice is a fact of life in my line of work and rarely does a week go by without one.

Whether the caller gets the advice they are seeking depends on how well I know them and last week’s call was from someone I have known for a while so I was at least prepared to listen.

The caller wanted me to cast an eye over some interview questions that they had prepared so we met for coffee to have a catch up. Looking at the questions one old staple was, I felt, worthy of comment; “What is your greatest weakness?” I asked why it was on the list and my friend told me that it was a common interview question and one that he had always hated to be asked when he was younger. So I asked him how he had dealt with it himself and what did he think his best answer was.

He said that he couldn’t remember specifics, but that he had usually tried to find something innocuous that would not impact too much on the job that he was applying for. He had just lied I suggested and he agreed so I suggested that it was a

real waste of a question if he firstly couldn’t answer it himself and secondly was expecting the candidate to not answer truthfully.

The focus on weaknesses is something that always puzzled me in team building. I accept that it can be helpful to work with a team member to help them improve in an area that they are weak in, but I would much rather focus on people’s strengths.

Every team is made up from a collection of individuals who are all different. It is the sum of those parts that is important and I prefer to, in the words of the song, accentuate the positive. It drives up overall confidence and that, in turn, will help to fire the team up. A confident team will also be a lot more ready to work for each other; they will watch each other’s backs and cover for weak areas in their colleagues work.

Over the years I have many times taken on someone who has been seen to be a problem or a failure in another part of the business. The vast majority of those people did very well working for me simply because I exploited what they were good at. They were happier and so was I because my team’s results made me look good.

“

The focus on weaknesses is something that always puzzled me in team building.

I accept that it can be helpful to work with a team member to help them improve in an area that they are weak in, but I would much rather focus on people’s strengths.

So my acquaintance got his free advice; firstly don’t ask interview questions that you can’t answer well yourself and then to work on the positives more than the negatives when building and developing his team. It’s free advice for you too. n

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Nov / Dec 2017 FM

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KEEP AHEAD OF THE PACK...

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