Facility Management: December | January 2017

SOLUTIONS FOR THE BUILT ENVIRONMENT

DECEMBER | JANUARY 2017

FACILITY MANAGEMENT

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From motorcycles to maintenance and beyond:

MARTY CRAGGILL DECEMBER | JANUARY 2017

Is workplace strategy an FM discipline?

Mobile apps shape healthcare future Innovative opening solutions for BIM Modernising elevator systems

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AUSTRALIA’S ONLY DEDICATED FM EXHIBITION Uniting the nation’s largest community of FM minds for discussion and discovery of real solutions to enhance our living-working environments and drive business performance.

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Contents OPENING FEATURE

16 Growth of co-working spaces continues Australia is building a strong network of co-working spaces around the country with new locations recently opening.

FEATURE

20 Workplace strategy evolves into an FM discipline Does workplace strategy define a new future for those managing the relationship of work and where and how it gets done?

PROFILE

22 Maz Maintenance….

When he was a superbike champion, Marty Craggill had one aim: to be the best. Now that his company Maz Maintenance is expanding into FM, he has exactly the same desire…

CONTENT PARTNER FEATURES

24 Innovative opening solutions for BIM Ben Montgomery discusses how BIM has been accepted across the building life cycle and where FM fits in the process.

26 Modernisation project provide a competitive edge Peter Foster reveals why it is important for owners of existing buildings to consider an elevator modernisation project.

FEATURE

FEATURE

30

40

Putting an end to the boys’ club

Managing building refurbishment waste

As the number of women involved in FM slowly grows, the boys’ club is beginning to be broken up.

ANNUAL SOFTWARE GUIDE

32 Software solution Facility Management is proud to present, once again, the most comprehensive overview of software products and suppliers in Australasia’s FM sector.

WASTE MANAGEMENT

28

38

Mobile apps shape the future of healthcare facilities

Say goodbye to bin day

Glen Scott explains why it is vital for healthcare facilities to join the trend of incorporating mobile applications into their operation.

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Blake Lindley discusses how facility managers can improve their approach to refurbishment waste and significantly boost their recycling.

TOTAL FACILITIES

42 Doors open at ICC Sydney Sydney’s new convention centre has a strong schedule of upcoming events, including Total Facilities 2017.

Queensland’s Maroochydore is set to develop an automated waste system, which will transport the city’s rubbish through underground vacuum pipes.

DECEMBER | JANUARY 2017 FM

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Contents FM REGULARS

BUILDING MANAGEMENT

10 12 14 66

Editor’s comment News New FM products Events

44 Asbestos awareness high on the agenda Despite asbestos no longer being used in building materials, it is still a major consideration when replacing roofs.

GREEN ZONE

48 How will buildings adapt to climate change?

David McEwen discusses the impact climate change will have on commercial buildings in the future.

WORKPLACE HEALTH

ENERGY WATCH

SPONSORED CONTENT

50

56

62

Mind over tension

Refrigeration – surreptitious profit eater

Viega systems speed Barangaroo construction

Colin Kinsey discusses the extensive energy costs that can be incurred by refrigeration systems and the ways to curb them.

Viega is playing a key role in the development of the new commercial district at Barangaroo in Sydney.

PROPERTY WATCH

SOFTWARE

Five visual indicators of a suboptimal culture

58

64

A relic of the past?

Marie-Claire Ross discusses the visual signs that reveal workplace culture is not up to the standard it should be.

Rodney Timm explains how integrated services outsourcing models are evolving to better satisfy clients in the property industry.

How automated systems maximise ROI

FM INDUSTRY

TECHNOLOGY

54

60

Connections

Reducing costs and alleviating security concerns

Allison Van Ommen discusses the many causes of tension in the workplace and how to manage its impact.

WORKPLACE CULTURE

52

FM consultant Graham Constable takes another novel, yet real-life look at how a practical and durable solution can be developed to approach a facility management challenge.

FM DECEMBER | JANUARY 2017

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Leslie Tarnacki discusses the benefits that facility managers can see when automated systems are introduced into workplaces.

James Valentine reveals how facility management can better manage cloud services to achieve cost and operational efficiencies.

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10 | EDITOR'S COMMENT

The importance of software, and its supporting technologies, has become well-established in the facility management profession.

Facility managers are increasingly expected to have a broad understanding of how to manage the software that is now integrating the many different areas of a building into one seamless system.

With this movement, more and more software vendors are distributing solutions that are enhancing the operation of buildings, as well as the day-to-day activities of facility managers and the building’s inhabitants.

In this edition of Facility Management , we feature our Annual Software Guide – a comprehensive overview of the latest software products and suppliers in Australasia’s facilities management sector.

The Guide features the most relevant solutions currently in the market, which have been designed to enhance the built environment and improve work processes for all inhabitants.

Meanwhile, our content partner program this issue includes a thought leadership piece from Schneider Electric outlining how mobile applications are positively influencing the operation of healthcare facilities.

ASSA ABLOY looks at how building information modelling (BIM) is being utilised by the security industry and facility managers in the built environment.

Schindler Lifts explains how existing commercial buildings can become more attractive to tenants by undertaking an elevator modernisation project where its systems are upgraded to the latest technologies.

And finally, this is my last edition as editor of Facility Management . It has been an interesting journey and I have enjoyed covering the evolution of the FM sector in Australia and internationally.

I hope our readers enjoy this issue and wish them all the best for the future!

Associate publisher Lachlan Oakley lachlan.oakley @ niche.com.au (03) 9948 4952

Editorial Editor Ben Creagh ben.creagh @ niche.com.au Subeditor Madeleine Swain Assistant online editor Sara Kirby

Advertising Business development manager Nirma Ledford nirma.ledford@niche.com.au (03) 9948 4992

Production Art director Keely Atkins Production manager Jamuna Raj jamuna.raj@niche.com.au Design and digital prepress Nikita Bansal

Publishing Chairman Nicholas Dower Managing director Paul Lidgerwood Publisher and commercial director Joanne Davies Content director Chris Rennie Financial controller Sonia Jurista

Subscriptions Subscription enquiries Call 1800 804 160 or email subscriptions@niche.com.au

BEN CREAGH Printing Graphic Impressions

CONTENT PARTNER CONTRIBUTIONS A Facility Management content partner is an organisation with which we’ve entered into a partnership to collaborate on content for the magazine. In this issue, thought leaders from respective organisations are:

ASSA ABLOY’S BEN MONTGOMERY Interim national sales manager, Specification at ASSA ABLOY, Ben Montgomery is a BIM champion, driving the awareness and uptake of ASSA ABLOY’s BIM software suite plug-in, Openings Studio.

FM DECEMBER | JANUARY 2017

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SCHINDLER LIFTS’ PETER FOSTER

SCHNEIDER ELECTRIC’S GLEN SCOTT

Peter Foster is national sales manager – Modernisation at Schindler Lifts Australia. Peter has vast experience in the vertical transportation industry, having worked for a number of the sector’s major players in Australia.

Glen Scott is healthcare segment manager at Schneider Electric in Australia. An expert in building services, automation and energy management, Glen has been employed

by Schneider Electric since 2001.

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PRIVACY POLICY This issue of FM magazine may contain offers, competitions, surveys, subscription offers and premiums that, if you choose to participate, require you to provide information about yourself.

If you provide information about yourself to HH & M Media (the publishers of FM magazine), HH & M Media and Niche Group will use the information to provide you with the products or services you have requested (such as subscriptions). We may also provide this information to contractors who provide the products and services on our behalf (such as mail houses and suppliers of subscriber premiums and promotional prizes). We do not sell your information to third parties under any circumstances, however the suppliers of some of these products and services may retain the information we provide for future activities of their own, including direct marketing.

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FM ISSN 1320-3975 Advertisers and contributors of editorial to FM Magazine acknowledge they are aware of the provisions of the Anti-Discrimination Act 1977 and the Trade Practices Act 1974 in relation to false and misleading advertising or statements and other unfair practices and of the penalties for breach of provisions of those acts. The publisher accepts no responsibility for such breaches. FM Magazine is published bi-monthly. Opinions expressed by contributors are their own and not necessarily endorsed by the publisher. © 2016 HH & M Media Pty Ltd

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12 | NEWS

Sydney Town Hall powers up with trigeneration A low-carbon trigeneration plant is now powering, heating and cooling Sydney Town Hall and neighbouring Town Hall House, where 1500 City of Sydney employees work.

Trigeneration is a low-carbon form of energy production, with less than half the carbon emissions of the coal-fired plants that generate around 80 percent of Sydney’s electricity. The plant has been gradually phased in over recent months and is now fully supplying the City’s civic buildings on working weekdays from 7am to 10pm.

Sydney Lord Mayor Clover Moore says the 1400-kilowatt system is expected to cut carbon emissions by more than 40,000 tonnes over its 30-year lifetime, equivalent to 1500 small cars.

“Installing trigeneration power at Town Hall is already helping us reduce our reliance on coal-generated energy hauled in from the Hunter Valley and allows us to power, heat and cool our buildings from a clean, local supply,” explains Moore. “Decentralised plants like this one offer the grid more reliability.”

Moore continues, “As well as meeting the weekday energy needs of Sydney Town Hall and Town Hall House, the rooftop generation plant is ready to export significant amounts of electricity to the grid. This could help manage peak power demands and defer costly investment in electricity network upgrades.

“Trigeneration is part of our practical portfolio of sustainability programs to cut carbon emissions by 70 percent based on 2006 levels, along with building retrofits for energy efficiency, installing solar panels on the buildings we own and offsetting carbon emissions.”

Trigeneration already operates in many properties across Sydney, including commercial buildings like Qantas Flight Services, Google, 1 Bligh Street, 133 Castlereagh Street, 20 Bond Street; leading community clubs like Rooty Hill RSL and Castle Hill RSL; and multiple local governments like Hornsby, Leichhardt, North Sydney, Willoughby and Wagga Wagga Councils.

The City of Sydney received a grant of $3.05 million from the Federal Government’s Community Energy Efficiency Program for the trigeneration project. The system was designed and installed by leading national building services contractor AE Smith.

The plant uses seven 200-kilowatt capstone micro-turbines that can each turn down to a tenth of their total power output, meaning they can follow the electrical demand in the building during both summer and winter months.

Trigeneration is an extremely efficient decentralised energy technology where electricity is made near where it is used, avoiding the need to bring electricity over long distances. It replaces coal-fired electricity and reduces emissions from connected buildings.

Producing energy locally helps avoid expensive upgrades to the NSW electricity grid of poles and wires, which have pushed up power prices. Consumers are forced to pay for upgrades to an ageing and inefficient network that moves coal-fired electricity from the Hunter Valley to Sydney. ●

IT HAPPENS. From muddy footprints in your reception to spills and mud in your warehouse or food splatters in your dining room; accidents are inevitable. And when unsightly mess is created, it’s important that you respond quickly to prevent staining and preserve the appearance of your premises. Kärcher’s range of professional cleaning machines help you clean up after an accident – whenever and wherever it happens.

For more information on how Kärcher can make a difference, call 1800 675 714, email sales-enquiries@karcher.com.au or visit www.karcher.com.au.

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FS 41703_

Chris Collins – City of Sydney manager, green infrastructure implementation; Sydney Lord Mayor Clover Moore; Bani Tachril – trigeneration project engineer.

single user to enterprise scalability cross platform mobile applications onsite or fully hosted accessible anywhere Concept Evolution™ Facilities Management Software and FSI GO workforce mobility from FSI.

Let us help change your world. +61 (0) 7 3264 5163 info@fsifm.com.au www.fsifm.com.au

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14 | NEW FM PRODUCTS

Monitored AED and integrated response system Australian Defibrillators provides monitored automated external defibrillator (AED) and integrated response systems, giving you peace of mind that your system is fully operational in a cardiac emergency, delivering real-time communication to you and emergency responders. The solutions include: real-time emergency SMS and email notifications to on-site responders, rapid access to a fully operational defibrillator, secure cabinets and 24/7 monitoring to reduce theft and vandalism, all-weather public access emergency towers and cabinets, tailored response protocol to support bystanders until emergency services arrive, compatibility with all major AED brands and climate control to AED manufacturer’s specifications. Call 1300 333 427 to find out more. www.aeds.com.au

Introducing the new pbLobbyTrac Pitney Bowes’ new pbLobbyTrac is your all-inone, self-service security solution. pbLobbyTrac provides a seamless solution for managing visitor and employee traffic for any building. Its intuitive, step-by-step instructions simplify the sign-in/ sign-out process by capturing and storing all of the pertinent information to a secure database.

This enables real-time reporting and greatly enhances existing security processes. www.pitneybowes.com/au

Keep your floors safe You know the impact liquid drips, spills, heavy traffic, rolling chairs and other finish-eroding events can have on your floors and surfaces, not to mention the slip hazards associated. With the 3M Anti-Slip Surface Protection Film, you can now prevent that damage and keep your floors safe even in heavy traffic areas. The 3M Anti-Slip and Surface Protection Film is a thin, almost invisible film that protects surfaces from everyday wear and tear. It has been certified to a P4 slip rating. The product comes in a 1.2-metre by 15-metre mini roll and an 80-millimetre by 15-metre roll, which is ideal for staircases. www.3M.com/au/facilities

FM DECEMBER | JANUARY 2017

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Viega introduces under-counter concealed cisterns Viega’s new Eco Plus 2L has a height of just 830 millimetres to suit under-counter installations, and is designed for wall mount pans. All Viega concealed cisterns include WELS four-star rated dual-flush technology and accept the full range of Viega Visign flushing plates, which have been designed around short-stroke low-force activation. Models include push button rocker action, Bowden cable or electronic touchless technology, all hidden behind a choice of beautifully crafted flushing plates offering unique design and materials combinations. All Viega cisterns provide quality German design, engineering, manufacture and reliability, in-built insulation to prevent condensation and a single piece flush valve for easy maintenance. Viega. Connected in quality. about-us.viega.com.au

Paperless management system Designed for facility or property managers, service technicians and maintenance companies, Pervidi’s facility maintenance management system (FMMS) solution offers automation of field activities, inspections and work orders using a combination of mobile devices and web portals. Key features of the FMMS include: asset tracking and management, automatic data capture and population of asset components. The system includes customisable maintenance and inspection templates, forms and checklists, trigger and email alerts, camera and editing functionalities, while also sending images, documents and manuals to mobile devices, and much more. www.pervidi.com.au

Advances in BMS technology Konex Automation is a building management system (BMS) contracting service that offers advances in BMS technology.

Konex incorporates the KNX open protocol as its controller platform while utilising the power of the Niagara Framework to integrate services other than HVAC (heating, ventilation and air-conditioning) alone. This enables Konex to integrate across multiple platforms including BACnet, Modbus, DALI and LonWorks, to name a few. Konex caters for upgrades of an existing or a new BMS during the construction phase. Call for more information on 1300 979 728 or email info@konex.net.au. www.konex.net.au

www.fmmagazine.com.au

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16 | WORKPLACE STRATEGY

CO-WORKING GROWTH IN SYDNEY AND MELBOURNE CONTINUES Australia is building a strong network of co-working spaces around the country with new locations recently opening.

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OCTOBER | NOVEMBER 2016 FM

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18 | WORKPLACE STRATEGY

T

he rapid rise of co-working spaces continues in Australia. In the same week during October, co-working pioneers, Hub Australia and WeWork, opened new spaces that have significantly expanded the presence of the

innovative workplace strategy in Australia.

Hub Australia opened Victoria’s largest co-working space, Hub Southern Cross, in Melbourne, while New York-based WeWork launched its fi rst Australian site in Sydney.

The latest expansion of co-working spaces in Australia

follows research earlier this year from commercial real estate company JLL, which identified co-working had grown from 75 spaces globally in 2007 to 7800 spaces in 2015.

According to Hub Australia, the HASSELL-designed Southern Cross co-working space leverages years of learning, combined with design driven facilities that have traditionally been the domain of large corporates.

Hub Australia chief executive officer and founder, Brad Krauskopf, says that since the company’s launch in 2011 the co-working industry has rapidly evolved.

“From origins supporting freelancers, co-working spaces are now attracting small- and medium-sized businesses that are flocking to enjoy the business benefits of being part of a co-working community, and the flexibility to choose a space that suits the stage of their business growth,” Krauskopf says.

With space for up to 700 members, Hub Southern Cross has a variety of areas for one to 20-person teams, including private offices, open plan dedicated and flexible seating and, for larger company members, bespoke spaces that can be customised to suit.

There will also be more than 20 differently styled bookable meeting spaces. Other on-site features include fast internet, a 50-plus-seat café, a gym, bike parking, relaxation space, media room, hundreds of plants, a member gallery and an event space for up to 100 people.

HASSELL principal Sean Bett says the design celebrates the Heritage building and features curated pieces to create a

JLL notes that four core models of co-working are emerging and can be applied by organisations seeking to take advantage of the benefits of co-working.

These are internal collaboration (internal co-working space for employees only), co-working memberships (external co-working memberships for employees), external co-working space (collaboration space for employees shared with external organisations/individuals in an external co-working environment) and internal co-working space (internal co-working space open to external organisations/ individuals).

comforting sense of belonging and a home-like feel.

“It’s a home where businesses can grow. The space is vibrant and varied to appeal to a wide range of Hub Australia members, who can choose from a range of working spaces, including communal kitchen tables and enclosed studios,” Bett says.

By the end of 2016, Hub Australia plans to support 1000 workers in Melbourne, Sydney and Adelaide to grow their businesses through its co-working spaces.

Meanwhile, WeWork has opened its first location in Australia at 5 Martin Place in Sydney’s CBD. WeWork, which has more than 100 physical locations in 12 countries, provides more than 70,000 members around the world with space, community and services through physical and virtual offerings.

WeWork’s fi rst Australian space is in Sydney’s iconic ‘Moneybox Building’. The design takes cues from the

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building’s banking history, including the hot desks on the

co-working environment provides with respect to flexibility,

main floor being inspired by old bank teller desks.

collaboration and inspiration.

The co-working space is expected to home more than 700 new WeWork members, who will also gain access to the 100-

for space ‘just in time’ to increase flexibility and reduce

plus other locations around the world. WeWork Martin Place

CRE (corporate real estate) costs, and by expanding social

features Wi-Fi throughout the space, coffee, water and beer

networks and reinforcing community to drive increased staff

from local breweries.

engagement. Co-working is becoming increasingly accepted

“WeWork encourages collaboration through the design

and sought after by a diverse pool of businesses and is no

of its locations (ample common space, glass throughout),

longer a practice deemed exclusive or only applicable for start-

the community team, programming and events, and the

ups,” Acharya said in the report.

digital network. We see that more than 70 percent of WeWork

“It is important for organisations to assess the suitability

members collaborate with other members,” the company

of a co-working environment for their business model and

states.

monitor the risks this type of environment could pose,

WeWork plans to open a second location, with the capacity

as part of a strategic corporate real estate and portfolio

for at least 1800 members, at Pyrmont in Sydney by the end of

strategy. However, with an estimate of one million people to

the year.

be co-working globally by 2018, this is a testament to how

Earlier this year, JLL workplace strategy director Dinesh

far the practice has evolved since its beginnings. We expect

Acharya said in a report that an increasing number of

its prominence and success in the Australian market to

companies across the world were realising the value that a

continue growing in the near and medium-term future.” ●

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“Companies can realise additional benefits by paying

DECEMBER | JANUARY 2017 FM

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20 | FEATURE: LEAD FEATURE WORKPLACE STRATEGY

THE EVOLUTION OF WORKPLACE STRATEGY INTO A DISCIPLINE OF FM Does workplace strategy define a new future for those managing the relationship of work and where and how it gets done? GRAHAM LAUREN investigates.

T

he aphorism attributed to the late Canadian

It will be packaged and taught, probably as ‘workplace

philosopher Marshall McLuhan*, “We shape

strategy’, and threatens ultimately to evolve into a truly data-

our tools and afterwards our tools shape us”,

backed, sensor-driven workplace science.

sums up neatly the implication of advancing technological change for current workspaces.

Where office design once proved the living manifestation

The workplace is no longer passive No longer is the relationship of property to the business it

of the organisational chart, the influence of software industry

contains inert, but increasingly strategic, and new thinking is

start-ups and their collaborative workplace technologies means

increasing the array of choices open to businesses that occupy it.

work is now something that can be done from anywhere.

Rewriting not just space requirements, but the

It is becoming acknowledged that as the discipline of ‘workplace strategy’ evolves, the prospects for owners and

necessary thinking and communications processes of

their representative agents get worse, as companies building

businesses is in turn creating an opening for a new

these new managerial capabilities tend to take less, and

workplace management discipline.

different kinds of space. Most companies can, for one, pare

It is one with perhaps profound implications for the

back on their unused meeting space. The fact that work can

property professionals of the future, not least facility

be performed anywhere and that there are many more new

managers.

moving parts emerging to challenge the status quo, gives

Currently, this space comprises a few lone operators describing themselves as ‘workplace strategists’, on the back of their success in managing a corporate relocation.

smart occupiers much new negotiating leverage.

One part gaining traction in deals between landlords and occupiers is the growing presence of tenant representatives,

And they are by no means necessarily facilities managers.

now estimated by one major Sydney CBD property institution

But, precisely because it is where building design, modern

to be a factor in 70 percent of all leasing transactions.

technology and new ways of working come together to deliver

Tom Pullinen of Pullinen Property Group is one such

the very future of work, a new profession is waiting be built,

tenant representative, clued in to what is emerging in

broadened, documented and deepened.

workplace strategy.

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He too banks on continued disruption, attributing it to

business adapts to its constantly changing skills and human

technology increasingly allowing organisations to employ

resource requirements.

fewer people.

“I always assume that people within organisations are thinking about the effects of workplace strategy, and the

This changes the ways in which businesses drive briefi ngs for space, and their requirements of its providers.

David Waldren, head of culture and innovation at

biggest concern is that we know that they are not,” Pullinen

office owner-developer Grocon Group, says, “The property

says. “People just aren’t thinking about the law of diminishing

industry’s history has been very much prescribed: I need X

staff returns. It is such a logical thing, because IT doesn’t cost

square metres of space. The industry’s response didn’t need to

that much any more, so if you get rid of a person and replace

be particularly sophisticated. [But now], if we as the proposer

them with technology, then after one year you don’t have to

know that we are going to be compared against two other

pay for another staff member.

apples, that is a lot more comfortable and less risky as a front

“Yet everyone could probably get rid of one percent of their

end strategy than if I am going to pitch an apple and someone

staff tomorrow.”

else might pitch an orange.

Disruption at work

‘have I even got the right fruit?’, let alone ‘have I got the right

In current parlance, precisely the internet-influenced thinking

commercial structure associated with that?’”

“So now there is a complexity to that front end process, in

that is disrupting other industries is also forcing greater agility in the responses of property’s players. Workplace

FM’s new scope for advancement

strategy is moving down the food chain to affect even those

The possible scope of works for property managers

whose workplace occupation would never previously have

is changing. Martin Leitch, of facilities management

been described as ‘strategic’.

consultancy FM Scope, says, “I see the emergence of a new

Into this unfolding world, Dexus is launching its temporary workplace offer Dexus Place, and GPT Group is already in league with US shared-space provider LiquidSpace,

discipline of workplace manager, a senior person with the various disciplines reporting into them, in FM, IT and HR. “To me there is an opportunity for FMs who have that real

and presents in Australia with its own Space&Co co-working

strategic view of workplace management to step into that

set-up. Agency JLL predicts the number of co-working spaces

role,” Leitch says.

will reach one million globally by 2018.

Increasingly, workplace is becoming a service rather than

Preeti Bajaj, vice president, strategy and transformation at building controls provider Schneider Electric, sees yet another

a commitment, and that is just the way Stuart Brown, chief

pressure for change in which business buildings are planned

executive officer at listed investor-developer BlackWall (which

technology-fi rst, as, “The right technology model won’t

owns the collaborative workspace offering WotSo) wants it.

require developers to spend silly money, but will enable them

Brown believes the demand for more flexible working has been unleashed primarily by the data storage capacities of cloud computing meeting the long-touted possibilities of paperless working.

He says, “In this, the cloud has had the biggest impact, as it

to attract tenants and get them in [through future] forms of smart, Internet of Things-enabled structures.”

Grocon’s Waldren says the increasing complexity and sophistication of the technology of buildings and work changes the game for facility managers. “Workplaces in the new buildings

means I am carrying the fi ling cabinet with me, and perhaps

are being delivered on the basis they are Ferraris, yet we are

the whole fi ling cabinet of the business, wherever I go.”

sending that to the local garage and saying, ‘make that work’.”

Office owner Investa’s group executive, capital

Briefing is evolving

transactions, commercial developments and leasing, Michael

That workspaces are being designed to optimise the

Cook puts it succinctly. “Facility managers have to become

interactions of humans and mobile technologies is not news,

more knowledgeable about how space is being used,” he says.

but the thinking behind them may be.

Business leaders now recognise that if they are to enable

“If they want to survive they have got to have more initiative, get on the front foot and to justify their own

collaboration regimes that drive faster innovation, they need

position. They have to manage, and not be reactive, they have

‘knowledge architectures’ that can stimulate new knowledge

to start thinking.”

flows. Thus, in the hands of forward-looking businesses,

The only certainty is that as the scope for change in

property is becoming absolutely strategic in its application, a

knowledgeable workplace strategy evolves, facility managers

vehicle through which explicitly to pursue an organisation’s

are going to have to make their own strategic choices about

higher goals.

how they adapt to it. ●

As the wrapper around their activities, by defi nition, a workplace either enables or disables the strategic exercise of

* The phrase’s exact provenance is subject to some debate.

their business.

Second, the realisation of better space utilisation results in reduced costs of accommodation, freeing up cash, as a

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43406_20-21_F co working.indd 21

Graham Lauren is a director of Shiro Architects and is building specialist knowledge of architecture briefing practice.

DECEMBER | JANUARY 2017 FM

22/11/16 12:51 PM

22 | FEATURE: LEAD FEATURE PROFILE

TO BE THE BEST When Marty Craggill stepped away from the high-pressure world of racing superbikes for a living, he found a whole new career was waiting for him…

FM DECEMBER | JANUARY 2017

43406_22-23_profile.indd 22

www.fmmagazine.com.au

22/11/16 12:56 PM

M

arty Craggill was one of Australia’s top

“Communication and working with a team up and down the

professional motorcyclists, winning the

line,” he stresses. “And listening to people that you need to

country’s Superbike Championship twice

listen to. I had to listen to engineers about what was going on

in a storied career, and riding in the US for

with the bike, because if you’re trying to improve a bike, if you

a decade, before the GFC hit in 2008 and

go two-tenths of a second a lap quicker, you’re going to win a

the sport took a defi nite body blow. “Motorcycling is a luxury,

race, but if you don’t listen to the engineers and your team…

so that sort of stopped,” he recalls. “Sponsorship stopped.” He

well, it just doesn’t work.”

had a contract to go back, but unlike many in his position he found himself with a more enticing option.

Living near Melbourne Airport, Craggill, who’s a boilermaker/ship maker by trade, wanted to keep busy in the off-season and began doing some welding for an electrician.

Craggill is also well-known for transparency and saying what he thinks. “Anyone can say they’re honest, but once I get a client and they actually see that I say what I do and do what I say – which most people don’t – that is a huge strength.”

And the fact that he won the Superbikes Championship not

This brought him into contact with the head of facilities, who

once, but twice, means you tend to believe him when he says:

was struggling with an unreliable maintenance company.

“I don’t want to be the biggest company, I want to be the best.

“He was having problems getting a local guy to turn up to fi x

“I don’t want to be national, I only really want to be based

a door, and I said to him, ‘I can probably help you out with

in Victoria,” he explains. “That’s why I was so driven with

that.’ So I fi xed the door and then he had a problem with a

motorcycle racing, to become one of the best in the world –

window. I said, ‘I could probably help you with that too’,”

I just want to be the best at what I do. And I’ll do whatever

recalls Craggill.

it takes.”

Flash forward to 2016 and Craggill’s company Maz Maintenance has serviced multi-site child care centres, corporate and commercial offices and facilities, and gone from to Lufthansa Teknik Qantas (LTQ) to servicing Virgin Australia, and now handles all the trades for the airline at its Melbourne Terminal 3 and jet base – electrical, plumbing, painting, carpentry, flooring… you name it.

He has a staff of nine and a regular crew of about 40 subcontractors, mostly men he has met through his racing career, as motorbikes and tradesmen frequently go hand in hand. The business has been very successful, surprisingly quickly, and he believes much of that success is due to the

“If on a job, something goes wrong and I’ve got to stay up through the night until four o’clock in the morning to make sure it’s right to go the next day, I do that.”

strong relationship he has with his workers. “They’re very reliable because there’s mutual respect there. We’ve all got something in common. And if somebody works for us, they

To make sure of this, he’s the one that’s still at work in the

get paid before I get paid. And they love that. So when I call on

early hours. “If on a job, something goes wrong and I’ve got to

people, they’re there for me.”

stay up through the night until four o’clock in the morning to

Now he’s looking to expand his operations and move into the FM arena.

“I just think it’s a natural progression,” he says. “I’ve

make sure it’s right to go the next day, I do that. We get that stuff done, that’s why we’ve had a lot of success at the airport.”

It also means that safety is always top of mind. “A lot

worked with so many big FM companies and I know I do a

of it comes back down to bike racing,” says Craggill.

really good job.” There are a raft of things he has to offer, not

“When you do that for a living, it’s highly dangerous and

the least of which is an ability to “get rid of the layers”.

you get a really good eye for things not being right. We’ve

“There are too many layers of people involved in getting

got our ISO accreditation for safety, and for the environment

something done,” he explains. “We have to have systems in

and for quality.”

place where we can log what the guys are doing, we can track

Of course, like any rider worth his salt, it didn’t always go

them via GPS, we can track their time, we can make sure that

to plan on the racetrack and his career has left him with about

they’re doing the job in the way we expect.”

30 metal pins in his body. Does this mean he sets off all the

What other invaluable skills has he been able to transfer from his motorcycling experience to his current career?

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43406_22-23_profile.indd 23

alarms every time he goes to work at the airport? “Yes!” he laughs, “but they know me by now…” ●

DECEMBER | JANUARY 2017 FM

22/11/16 12:56 PM

24 | CONTENT PARTNER: ASSA ABLOY

Content partner: ASSA ABLOY Innovative opening solutions for BIM BENJAMIN MONTGOMERY, Specification sales manager, ASSA ABLOY Australia discusses how building information modelling (BIM) has been accepted across the building life cycle and where facility management fits in the process.

B

uilding information modelling

end users are part of the process too. The demand

(BIM) is a typical example of an

for information and BIM ‘deliverables’ on new

innovation or technology that has

construction projects is being exhibited in the

taken time to be accepted. Today,

bidder qualification criteria and guidelines

many distributors still wonder

published by government agencies, universities

how they can bring value to BIM. For a comparison, go back to when the ‘green’

and healthcare organisations.

Contract language clearly demonstrates an

movement in the built environment began a few

owner’s desire for product data to be housed,

years ago. Both manufacturers and distribution

updated and exportable from BIM fi les for use in

also tempered acceptance of this trend with

facility management.

scepticism.

However, sustainable products and practices

BIM is not software

are now commonly reflected in building codes

The term BIM refers to fi les containing digital

and increasingly demanded to be included in

representations of the physical and functional

facilities by owners.

characteristics of a facility. Structural, MEP

Arguably, BIM is the fuel behind the growth

(mechanical, electrical and plumbing) and

of many worldwide construction trends.

architectural trades can all be represented in

Visualisation, information and collaboration

BIM, and the combined fi les can be very large.

bring greater clarity and efficiency to integrated

Ben Montgomery, interim national sales manager, ASSA ABLOY Australia.

Within BIM are objects, basically repositories

project delivery (IPD), high-performance

holding detailed information about a product

benchmarking, and lean methodology and

and the 2D/3D geometry used for visualisation.

waste reducing practices.

Door and frame openings are one example of a

and end users all contribute and benefit from

BIM object.

the flow of information.

The concept behind BIM is not new – 3D modelling goes back 30 years or more with

For distribution purposes, BIM can be best

On the other hand, software is the enabling

the now common acronym fi nding broad

described as a collaborative process where

tool used to facilitate the BIM process. There are

acceptance in the 1980s.

intelligent 3D objects are used to communicate

numerous varieties of BIM software applications

product and project data and decision-making.

developed to meet the specific needs of an

BIM gained popularity as a design term in the mid-2000s, coinciding with advancements

Product information is shared across the

architect, contractor or facility manager.

in 3D technology and computer processing.

‘building life cycle process’ from design and

Today, nearly 70 percent of design and

specification on to procurement, construction

Reducing complexity

engineering practices are using some form of

and installation, facility management and

The complexity of gathering all of the relevant

BIM design software.

fi nishing with disposal and aftermarket

information when working with BIM on a

replacement. Architects, contractors, suppliers

building project has led to the development of

BIM is not just for architects, owner and

FM DECEMBER | JANUARY 2017

43406_24-25_Content Partners.indd 24

www.fmmagazine.com.au

23/11/16 10:44 AM

software specifically to allow the addition of

The accuracy of the data and details inside of

A unique configuration engine produces

further information into the building model,

models is allowing suppliers to prefabricate

complete openings with doors, frames,

including time, cost, manufacturers’ details,

off-site and avoid in-the-field assembly and

hardware and specifications. Users can

sustainability and maintenance information.

modifications.

integrate directly with Autodesk Revit, via a

Revit is one example of a software

Information from the BIM feeds the

downloadable plugin. While door and hardware

application and one of the most frequently used

construction applications used for site planning

objects are already available to download from a

by Australian architects. An experienced Revit

and analysis, material take-offs, resource

variety of internet sites and vendors. Openings

user can create realistic and accurate families,

allocation, scheduling and phasing, spatial

Studio allows an architectural practice to

as well as import existing models from other

coordination, material tracking and field

use the sophisticated software applications

programs, ranging from furniture and lighting

communication.

to create, visualise and modify 3D door and

fi xtures to doors, windows and hardware.

Requests for information (RFIs), deliveries,

hardware openings along with embedded

Autodesk Revit is an example of a 3D BIM

installation and punch-out issues are tracked

product data to facilitate the entire process from

authoring software tool.

and updated via handheld devices and uploaded

design to plan to scheduling.

Regardless of where and how BIM software

to the cloud. It’s an interconnected world built

Based around seamless flow, Openings

programs are developed and used, they all have

around information exchange and collaboration.

Studios, fi les can be exported for use

one critical requirement – information.

BIM is delivering a positive ROI.

in estimating, scheduling and project

Show me the information

Change is the only constant

replacing paper-based owner specification and

In a BIM environment, there are both creators

Construction is a very inefficient and wasteful

construction guidelines.

and consumers of information content. Creators

business. Up to 40 percent of project cost can

add product data into the model for the

be attributed to construction waste. Traditional

to harness and deliver information being

consumers to extract and use in applications.

2D document-based workflow used for years in

created and consumed in a BIM environment

the door and hardware industry contributes to

will defi ne their value-add for future business.

the inefficiency.

Those unable or unwilling to move forward

management, and virtual ‘door libraries’ are

The creators can be architects and specification writers working in the project

The manner in which architects are able

Specifications, estimates, schedules and

with acceptance may indeed be left behind as

phases. Content refers to many types of product

submittals that are reliant upon disconnected

innovative leaders transform the industry for

information including: quantities and sizes,

text documents, spreadsheets and technical

the next generation.

construction materials, manufacturer names

drawings have errors and inaccuracies inherent

and descriptions, types and profi les, technical

within them. A different approach has been

building projects the door and window

attributes, fi nishes, sustainability data,

needed for some time.

hardware and furniture does not represent a

planning, design, and contract documentation

It’s important to understand that on

Change has come in the form of integrated

significant proportion of the total cost, but it is,

3D, 4D (time), 5D (costing), 6D (product life cycle

nevertheless, critical to the security and egress

are the content consumers. These are the

management) systems and tools. Eventually,

of that facility.

contractors and end users who want to

evolving building codes, owner protocols and

leverage the information as a means to improve

government mandates will follow in support

specification writing and scheduling into the

construction efficiency, reduce waste and better

of BIM delivery methods. BIM is becoming the

users’ hands through the software, making it

manage installed products after occupancy.

next version of the green movement.

easier and less time consuming to complete

installation instructions and more.

At the other end of the information flow

Openings Studio extends support for

what can otherwise be a complex job.

Distributors, and subcontractors, are right in the middle. As consumers, they need to

BIM innovation

extract data from BIM fi les to streamline

Openings and access control system suppliers

Openings Studio suite of software tools and

estimating and bid proposals. They can

need to look no further than fellow structural

how they can increase productivity and reduce

also be creators when performing the role

and MEP (mechanical, electrical, plumbing)

inefficiencies in the design and specification

of specification writer for an architect or

trades to see where their BIM journey is

of openings, visit: www.assaabloy.com.au/en/

contractor, or by updating the BIM with their

leading. Introduced to Australia over a year

local/au/assa-abloy-openings-studio. ●

‘as-supplied’ project and product details.

ago, Openings Studio is a suite of BIM software

If you would like to learn more about the

tools for creating, visualising, modifying and

Joining ASSA ABLOY Australia as an

Old things. New ways.

exporting complete door, frame and hardware

architectural sales cadet, Ben Montgomery

In a digital world it’s all about being fast,

schedules for use in design, construction and

has worked directly in the Specification

accurate, seamless and mobile.

facility management.

segment for more than eight years. As interim

Most project sites are now outfitted with

Supplied free of charge, Openings Studios

national sales manager, Specification at

hot spots that connect to portable kiosks and

generates reports in multiple fi le formats for the

ASSA ABLOY, Ben is a BIM champion and

handheld tablets. Virtual design is used to

architect using it, which are readily available for

driving the awareness and uptake of ASSA

identify and correct constructability errors

distributors and builders, helping to disseminate

ABLOY’s BIM software suite plug-in,

before they materialise at the job site.

critical project information to all stakeholders.

Openings Studio.

www.fmmagazine.com.au

43406_24-25_Content Partners.indd 25

DECEMBER | JANUARY 2017 FM

23/11/16 10:44 AM

26 | CONTENT PARTNER: SCHINDLER LIFTS AUSTRALIA

Content partner: Schindler Lifts Australia Modernisation projects provide buildings with a competitive edge PETER FOSTER discusses why it is important for owners of existing buildings to consider an elevator modernisation project as a way to compete against new building developments.

A

ustralia has experienced

to the investment or not, the first step to take

significant growth in the

is to consult their service provider about the

number of new commercial

process and the possible outcomes.

office buildings in our cities in recent years. As part of these

Your service provider will undertake an assessment on how your building currently

developments, the latest state-of-the-art elevator

performs under Property Council of Australia

systems have been installed. These systems are

(PCA) guidelines, and then outline how it will

moving people more efficiently than ever before

perform if a next generation system is installed.

and providing building owners with a vastly improved environmental footprint.

The elevators are also providing new

By undertaking this assessment, property owners may fi nd that their building is capable of moving up to a higher building grade under PCA

buildings with a point of difference over existing

guidelines, enhancing the structure’s ability to

buildings that haven’t yet upgraded their

attract and retain tenants.

systems through a modernisation project.

Building owners need to be aware that when

The assessment will also highlight if it is possible for the building to lift its NABERS

retaining and attracting tenants, a modern,

(National Australian Built Environment Rating

state-of-the-art elevator system may be a

System) or Green Star rating by improving how

deciding factor in a leasing decision.

it uses energy. For example, the implementation

To compete with new buildings that are

Peter Foster, national sales manager – Modernisation, Schindler Lifts Australia.

of a modern power drive system will improve

entering the market, it is crucial that existing

energy usage substantially, and potentially

buildings keep pace with the latest vertical

enhance its performance under these reputable

transportation solutions that are being offered.

ratings systems.

Typically, the major objective for commercial

Implementation and commissioning are

buildings is to attract and retain tenants.

Investing in modernisation

critical parts of the project life cycle. They

Implementing the latest vertical transportation

If an investment decision is made, owners

set the foundation for the system’s future

solutions is a key way to reposition an existing

should then ensure that their service provider

sustainability and reliability, as well as its

building to achieve this.

is taking a complete life cycle approach to

ability to operate optimally over the long term

the modernisation project. This means that

and to a client’s satisfaction.

Assess your equipment

the service provider is involved in every

For building owners considering a modernisation

step of the process, from design through to

is fundamental to a successful transition from

project, but unsure whether they should commit

commissioning.

modernisation through to commissioning,

FM DECEMBER | JANUARY 2017

43406_26-29_Content Partners.indd 26

A correctly resourced implementation plan

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23/11/16 1:39 PM

peak times, meaning they will do many trips to transport few passengers.

Modern elevator technology avoids this low-efficiency outcome by allowing for average acceptable waiting times to be defi ned for specific buildings.

Modern AC drives are now available with technology that delivers significant energy savings. During light elevator loads on ascent or heavy loads on descent, the latest drive systems even regenerate the energy back into the building’s electric system, where it can be used to power the lighting, air-conditioning or other equipment.

Since the drives generate less heat, additional energy savings are achieved through reductions in machine room cooling requirements.

Today, it is standard for manufacturers to design all new products with a better ecological performance than their predecessors. By applying innovative energy-saving technology as part of a modernisation project, a building owner can markedly reduce the energy costs of a tenant occupancy and defects liability. It is

enable the service to become more personalised

imperative that the service provider and key

and play a greater role in controlling access

stakeholders develop an implementation plan

within buildings.

building’s elevator system.

Introducing PORT Technology

Behind the latest solutions there will be a

Elevator systems for commercial buildings

powerful software system that uses information

are being taken to the next level with their

to guide and transport people quickly and safely

Personal Occupant Requirement Terminal

subdivided into separate individual steps

to their individual destinations, communicating

(PORT) Technology.

with clear boundaries. This allows building

with them via the device.

that ensures the systems are operating as expected and that users are trained in their use.

A basic modernisation concept is

owners to plan the scope of the modernisation

These systems, such as Schindler Lifts’ PORT

The PORT Technology is an intelligent transit management elevator system, which

phases and their chronological sequence in

Technology, serve as a portal to communicate

features energy-saving ‘smart transport’

advance, which suits project scheduling and

with building occupants. They provide a range

capabilities and can be programmed to

fi nancial planning.

of command and communication functions that

analyse, predict or meet individual

provide continuous service.

passenger needs.

The phases may involve replacing elements, such as the old control system

A console to control the system will usually

It can be installed in any new or existing

with a new conventional or state-of-the-art

be mounted to the wall or installed with a

building, be it a high-rise skyscraper, office

destination-dispatch system, the obsolete drive

freestanding pedestal to provide easy access for

tower, hotel or education building. PORT

system with the latest ecological technology, or

users and facility managers.

Technology offers the following benefits:

the direct current motor with a more efficient AC motor.

The key stakeholders involved in the process

● mobility solutions: from predictive call entry

Sustainable solutions Improved environmental performance

include: building/facility manager, occupants,

is another key benefit of an elevator

visitors, security and the concierge/reception.

modernisation project.

New technologies aim to meet today’s

to touch-less operation ● personalised service: PORT Technology

allows for individual profi les, which provide flexibility and a unique personal service, and ● access control: PORT Technology plays a

Enhanced user control

environmental challenges by better managing

significant role in managing and controlling

Once a building owner makes the decision to

trips made by elevators, so that passengers are

technology.

modernise its elevator systems the benefits are

transported in the most efficient way possible.

generally numerous.

The latest destination control systems now being implemented have developed significantly over past generations. In particular, they have enhanced the mobility of building inhabitants,

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43406_26-29_Content Partners.indd 27

The latest equipment is also designed to use a reduced level of power consistent with the

For more information about PORT Technology, contact Schindler Lifts Australia’s call centre on 131 874. ●

features they can now offer.

For example, all of the elevators in a building have traditionally been in operation during off-

Peter Foster is national sales manager – Modernisation at Schindler Lifts Australia.

DECEMBER | JANUARY 2017 FM

22/11/16 1:02 PM

28 | CONTENT PARTNER: SCHNEIDER ELECTRIC

Content partner: Schneider Electric Mobile apps shape the future of healthcare facilities GLEN SCOTT explains why it is vital for healthcare facilities to join the trend of incorporating mobile applications into their operation.

A

ustralia’s population is rapidly

and most patients are allowed to use their own

ageing. By 2031, there will be

mobile devices, patients must still push the call

close to six million Australians

button on their beds to request help with several

aged 65 and over, according to

mundane tasks.

Australian Bureau of Statistics

(ABS) projections1.

The ageing population will place

The result could lead to frustration for the patient, who cannot immediately meet his or her basic needs, and additional work for

unprecedented demands on healthcare facilities.

already overwhelmed nurses. This can have a

Disease and chronic illnesses that are more

severe domino effect that starts with patient

prevalent among older age groups, such as

and staff discontent and leads to lower hospital

cardiovascular disease and cancer, require more

satisfaction and higher staff turnover.

care and are more costly to treat.

At the same time, healthcare costs are

Similarly, facility managers need immediate access to information to ensure the safety of

rising, while facilities struggle to serve more

patients, staff and visitors. As hospital building

patients with limited resources, putting

systems are more complex than other facilities,

consumer satisfaction at risk. In Australia,

maintenance personnel are often not aware of a

primary healthcare, Medicare rebates and

system issue until someone enters a work order.

private health insurance fees have all been

Mobile apps, as part of an intelligent

reviewed this year, leading to increasing cost

hospital infrastructure, enable staff to stay in

pressures on consumers.

constant contact with patients and colleagues.

Healthcare facilities have an opportunity to

Glen Scott is healthcare segment manager at Schneider Electric in Australia.

Intelligent infrastructure integrates separate

improve patient satisfaction by enabling them

systems so that they can ‘talk’ to one another,

to stay connected to and in control of their

leading to better decision-making and improved

experience via mobile apps.

staff efficiency.

Consumers are increasingly using mobile

Although mobile apps for healthcare facilities are still considered a novelty, Ernst & Young

apps to give them more control over their

Mobile is the new normal

predicts they will become mainstream within

healthcare decisions at home, and they expect

Today’s healthcare consumers are mobile

the next five years.

the same level of control when they are patients

technology users immersed in the world

in a hospital. Unfortunately, many healthcare

of integrated, interconnected networks

those tailored to provide automatic and

facilities are in the digital slow lane when it

characterised as the Internet of Things (IoT).

on-demand information to the right user at

comes to adopting mobile connectivity between

Portio Research estimates that 1.2 billion people

the right time – are designed specifically for a

staff and hospital in-patients.

worldwide were using mobile apps by the end

hospital’s unique needs to close the gap between

of 2012, a number it forecasts will grow to 4.4

clinical activity and the environment in which

billion by the end of 2017.

patient care is provided.

Although it’s common to see physicians with a tablet in-hand at a patient’s bedside,

FM DECEMBER | JANUARY 2017

43406_26-29_Content Partners.indd 28

Adaptable mobile apps in particular –

www.fmmagazine.com.au

22/11/16 1:18 PM

Mobile apps for healthcare facilities Many healthcare facilities have implemented

changing and it had no measurable effect on

malfunctions as they happen, resulting in faster

patient satisfaction.

response times.

Staff can generate and monitor service calls

By allowing the patient to not only control

standard mobile applications for patient

their room temperature, but also see it change

and check the status of incidents anywhere,

administration. However, these apps are usually

on a bedside device, facilities give patients a

at any time. As a result, the FM team works

restricted to admissions, drug administration

greater sense of satisfaction by meeting their

more efficiently and the need for paperwork is

management, patient safety initiatives and

needs. The patient mobile app can also include

reduced, resulting in operational savings and

other processes.

a nurse call widget, as well as similar request

improved job satisfaction.

The missing element for healthcare

buttons for cleaning and food services. This

facilities is the availability of mobile apps that

allows the patient to direct their request to the

Hospital executives/administrators

connect staff, patients and the environment

appropriate person, greatly improving patient

With mobile apps, administrators can keep tabs

itself, while providing more visibility and

satisfaction and staff productivity.

on aggregate statistics, such as room and bed availability, and performance data in areas like

control over infrastructure. Implementing adaptable mobile applications is the simplest

Nurses and physicians

energy. The immediate access to information

and most effective way to improve patient

Adaptable mobile apps reduce the number

ensures that executives/administrators always

satisfaction and staff efficiency.

of tedious non-medical or ‘nuisance’ tasks

make informed decisions and helps address any

nurses are required to do, resulting in improved

problems that arise.

Adaptable mobile apps get their name from their flexibility to adapt to each individual

workflow, increased productivity, efficiency and

healthcare facility. Simplified and immediate

job satisfaction.

access to information enables workflow

By removing non-medical responsibilities,

Administrators looking to increase staff efficiency, reduce turnover and attract more patients can choose the widgets that fit

efficiency gains, and adaptable mobile apps

nurses can focus on what matters most – patient

the needs of their facility staff and patient

allow personalised access to that information

care. Apps deployed on nurse workstations,

demographic, improving the patient and

based on the end-user’s role.

devices and patient bedside terminals can be

caregiving experience. Additionally, the

designed to receive alerts from patient rooms,

previously discussed visible benefits of

are non-technical. Adaptable mobile apps aim to

report conditions or include hospital-wide

adaptable mobile app usage help administrators

allow access to information not readily available

specific communication.

achieve high industry ratings for low staff

In healthcare facilities, 80 percent of users

to other users who aren’t engineers. They seek

Rather than focusing on administrative or

turnover and patient safety and satisfaction.

to illustrate important information about the

support tasks, nurses can spend more time

environment of care, in a simple way that non-

at the patient’s bedside or otherwise directly

A mobile future

technical users can utilise.

caring for the patient.

Adaptable mobile apps tailored to the needs

How mobile apps benefit various stakeholders

the use of mobile applications for storing

drive the next generation of patient care. The

sensitive patient information, such as medical

time to adopt this technology is now, especially

The deployment of adaptable mobile apps

charts. However, mobile app developers are

in light of escalating healthcare costs, the

delivers tangible benefits to all stakeholders

becoming better at data encryption and

surge in app usage, and the growing trend of

– patients, medical staff, facility staff and

security, meaning information should stay

patients wanting more control. Providers who

administrators.

secure, and physicians and administrators can

remain behind the curve in this area risk losing

meet regulations.

prospective patients to other facilities that have

There are some concerns accompanying

and environment of healthcare facilities will

joined the mobile environment.

Patients Thanks in part to the rise of healthcare

Facility managers

mobile apps, consumers are more proactively

The integration of an adaptable mobile app

seamless extension of sharing information

involved in their own healthcare decisions.

within an intelligent infrastructure can

across multiple systems. Healthcare facilities

When integrated with intelligent systems

improve the communication and connectivity

have the opportunity to take their technology

for managing hospital infrastructure, an

between FM and staff by providing virtual

infrastructure to the next level, while also

adaptable mobile app gives patients the ability

access to monitor and control the intelligent

becoming leaders in mobile health and patient/

to immediately view and change their room

infrastructure.

staff satisfaction.

environment. Various widgets allow patients

Adaptable mobile apps are the natural,

Whether on a desktop, tablet or

In the long run, providers who adopt

to adjust temperature, humidity, lighting,

smartphone, FM can receive alerts and

these applications will fi nd themselves better

entertainment systems and more, without

notifications related to the widgets within the

equipped to deal with the new challenges

calling a nurse.

app, as well as access electrical, hydraulic and

waiting on the horizons of the health world. ●

In the past, hospitals have tried to give patients the ability to control their own room

mechanical dashboards.

An adaptable app tailored to a facility

1

www.abs.gov.au/ausstats/abs@.nsf/

temperature with a pillow remote. However,

manager’s needs increases efficiency by alerting

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the patient had no proof the temperature was

facility staff to infrastructure events and

(base)%20to%202101

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43406_26-29_Content Partners.indd 29

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30 | FEATURE LEAD FEATURE

PUTTING AN END TO THE BOYS’ CLUB: WOMEN IN FM For years, facility management has been a male-dominated industry. As the number of women involved slowly grows, however, the boys’ club is beginning to be broken up. But just how far has the industry come, and how far has it still got to go? SARA KIRBY reports.

J

ust like many other industries such as utilities,

which provides women with the ability to manage multiple

construction, mining and various trades, facility

things in an organised way, an opportunity to shine,” she

management is a male-dominated industry. Women

says. Since setting up WiFM, Smith notes that the rising

in Facility Management (WiFM) is a not-for-profit

importance of service has assisted in positioning women as

organisation that works to build a support network

a key part of the ‘glue’ that helps the industry provide better

for women in the industry. It estimates that women only make

outcomes for clients.

up around 20 to 30 percent of the facility management field.

“In my experience, numbers of women are growing in

FM is slowly changing to accommodate more women; yet, it

all areas though,” she says. “From the highly technical and

still has quite a way to go.

operational to multidisciplinary projects across all property

Kirsten Smith is the co-founder and chair of WiFM. “The

industries. I have found that women in particular have a

amount of female employees also depends on which sector

skill for connecting with others fi rst before getting down

you are looking at,” she says. “Operational, I would say has

to business. Women are also often more flexible and will

around 10 percent women, managerial is at approximately

collaborate with others to ensure their buy-in to an outcome.”

20 percent, and strategic has the most – I would estimate at about 40 percent of those in strategy are female.

“When we started WiFM 15 years ago, I really noticed the

While the numbers of men and women in the field are slowly creeping towards equality, there are reasons for the remaining disparity. “Like most professional fields, males

predominance of men in the industry,” Smith says. Despite

have always dominated,” Louisa Keleher, WiFM’s Melbourne

spending much of her career in construction, a field where she

event organiser, says. “I would say the lack of flexibility in

was always the ‘token woman’, the lean towards men in FM

some workplaces, heavy workloads and shortage of female

was still obvious to her.

mentors also contribute.”

“Nowadays I do see many more women in the industry – we have moved into a ‘service’ and relationship orientation,

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People generally employ people who are like themselves, so men tend to employ men. With most senior positions in the

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43467_

industry occupied by males, this only breeds the subconscious

essential in the quest for helping women to excel in the industry.

hiring of one gender over the other. “People also tend to lean

“Because FM services businesses, it’s still not easy to work

towards employing men as the ‘primary’ breadwinner,” Smith

part-time in a client-facing role,” Smith explains, “Like

explains. “There is much research showing that diverse world

many companies, within FM organisations, management

views and gender parity in pay and decision-making makes

is becoming more comfortable with managing people

for better decisions, and companies doing this are making

by outcome than line of sight and, coupled with mobile

more money.”

technology, more flexibility can be experienced. But there is

An awareness and conscious alteration of the tendency to lean towards the hiring of men is one thing that can help to

still a long way to go.

“The FM industry is all about building better workplaces

minimise gender disparity in FM, alongside the acceptance

for people – workplaces that are agile and mobile. We need

that employees, particularly women, have both their careers

to drive flexible work practice policy and tools for everyone,

and families as priorities in life.

not just women, and model for our clients how it works,”

Many women in demanding industries such as facility management fi nd difficulty in continuing their career once they begin to have children, due to a lack of flexibility in the

she says.

Diversity has been proven to lead to better decisions and outcomes for companies, including financial ones.

workplace. And many workplaces still cater to traditional

Furthermore, employees who are given flexibility and choice

gender roles and an office full of men – men who were

are more engaged and likely to stay in a job longer. It’s just up

historically the ‘breadwinners’ and took a back seat when it

to the industry to embrace this and enact change.

came to the rearing of children.

So what tips can be offered to women starting out in

Nowadays, however, women are an essential part of the

FM? “Find a good FM and ask them to be your mentor,”

workforce and these gender roles have altered, meaning men

Smith says. “Call on your peers for help, know that there

often need the same flexibility as they take a more active

is support and don’t be afraid to ask questions,” adds

parenting role as well. Flexibility in the corporate environment

Keleher. “Find a support group where you can discuss

– allowing women to go part-time after they have a baby, the

concerns with others, and aim high – reach the top and

ability to work from home and the flexibility of hours – is

help change gender inequality.” ●

PARTNER

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32 | ANNUAL SOFTWARE GUIDE 2017 BUILDING AND FACILITIES MANAGEMENT SYSTEMS

Annual

Software Guide 2017 BUILDING AND FACILITIES MANAGEMENT SYSTEMS

Building management systems (BMS) and Building Automation Systems (BAS) are maintenance management applications for operating building systems. BMS is a computer-based control system installed in buildings that controls and monitors the building’s mechanical and electrical equipment, such as ventilation, heating, elevators, lighting, power systems, fire systems and security systems.

COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS (CMMS)

Used to monitor equipment performance and enhance the efficiency of maintenance operations, computerised maintenance management systems (CMMSs) typically feature preventive maintenance tools and work order tracking.

DATA COLLECTION AND LIFE CYCLE PLANNING SOFTWARE

Data collection and life cycle planning software encompass systems used to collect, analyse and validate data to help build comprehensive data for asset portfolios and maximise visibility and returns for building managers and owners. These include life cycle Building Information Management (BIM) and life cycle asset management systems, as well as Common Data Environments (CDEs) often driven by BIM models and allowing integration across IWMS, CMMS, BMS and project planning, capital planning and estimating platforms.

INTEGRATED WORKPLACE MANAGEMENT SYSTEMS (IWMS)

Integrated workplace management systems (IWMSs) support both the tactical tools found in computer-aided facilities management (CAFM) solutions and strategic planning, management, utilisation and real estate property assets. Business process management is a core component.

KONEX COMPANY: Konex Automation Pty. Ltd. PHONE: 1300 97 97 28 EMAIL: info@konex.net.au WEBSITE: www.konex.net.au Konex Automation has a combined experience of over 20 years in building automation. Our approach is simple – to bring to life a building or campus whether it be commercial offices, educational facilities, hospitality, medical institutions, high density residential or government sectors.

This can be achieved by implementing an easy to understand and manageable solution that contributes to the Green Star and NABERS rating target utilising KNX (www.knx.org), an international royalty-free open protocol, offering an energy efficient and managed system. The delivered project will be a building that can be controlled and monitored at different locations or remotely using the Niagara Framework. We can also implement a system that can manage and monitor multiple buildings from a single site.

Konex Automation takes pride in designing and implementing a Building Management System (BMS) to suit the client’s requirements for new constructions or upgrading of an existing BMS. Konex Automation can manage and monitor different systems, including the following: O heating/cooling O ventilation O hydraulic O lighting control (including emergency lighting) O security and intercoms O lifts O audiovisual O shutter control/blinds O fire, and O energy metering and management (electrical, solar, gas and water).

JOB MANAGEMENT SOFTWARE

Job or contractor management is a category of software products that help companies manage off-site workers and the resources they require to do their jobs efficiently. Companies are using job management software to improve communication with the field, increase productivity, provide real-time analysis of mobile work status, preserve e-audit trails and streamline work processes.

PROCUREMENT SOFTWARE SOLUTIONS

Designed to improve procurement outcomes – generally through improved time/cost efficiencies, task standardisation, probity and transparency – procurement software solutions automate the processes of purchasing materials and maintaining an inventory of goods. Procurement software can generate purchase orders, execute the ordering process online, match invoices to materials received and pay all bills electronically.

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BUILDING AND FACILITIES MANAGEMENT SYSTEMS

COMPUTERISED MAINTENANCE MANAGEMENT SYSTEMS (CMMS)

PITNEY BOWES

PERVIDI (TECHS4BIZ AUSTRALIA)

COMPANY: Pitney Bowes PHONE: 13 23 63 EMAIL: marketing.au@pb.com WEBSITE: www.pitneybowes.com/au

COMPANY: Pervidi (Techs4biz Australia) PHONE: +61 3 8862 6485 EMAIL: australia@pervidi.com WEBSITE: www.pervidi.com.au

Pitney Bowes (NYSE: PBI) is a global technology company powering billions of transactions – physical and digital – in the connected and borderless world of commerce. Clients around the world, including 90 percent of the Fortune 500, rely on products, solutions and services from Pitney Bowes in the areas of customer information management, location intelligence, customer engagement, shipping, mailing and global ecommerce. And with the innovative Pitney Bowes Commerce Cloud, clients can access the broad range of Pitney Bowes solutions, analytics and APIs to drive commerce.

The company Specifically designed for property managers, maintenance companies, facility managers and service technicians, Pervidi automates activities, tasks, inspections and work orders using a combination of software, mobile devices (tablets/smartphones) and web portals. Combining facilities, asset and maintenance management as well as a computerised maintenance management system (CMMS), Pervidi improves operational efficiencies and shifts the focus from paper-based activities to better utilisation of resources and technical expertise.

Software solutions for facility managers: O pbLobbyTrac™ digital lobby and electronic visitor management – enhance your workplace, safety and compliance.

O Confirm® – desktop, mobile and cloud asset management solution for managing infrastructure assets.

O SendSuite® Tracking – enterprise inbound package management for chain of custody and asset tracking.

Pervidi comprises O A powerful yet easy-to-use software component installed on your server, or on Pervidi’s hosted cloud-based solution (SaaS), O a mobile component that operates on any tablet or smartphone and incorporates all aspects of field work, asset management, enterprise asset management (EAM), inspections and work order management among others, O a web portal enabling unlimited users to record, edit, print and complete work requests using any web and/or mobile browser, O automated filter and trigger mechanisms that email reports and alerts based on dynamic customisable criteria, and O over 150 built-in reports.

For additional information visit Pitney Bowes, the Craftsmen of Commerce, at www.pitneybowes.com/au.

Key features O Incorporates comprehensive facilities maintenance, inspection and asset management functionalities, O supports a variety of barcode formats and RFID tags, O enhances asset tracking and management, including automatic data capture and automatic population of components related to assets or areas, O enables picture taking and photo editing in the field, O customisable maintenance and inspection templates, forms and checklists, O easily attach images, documents and manuals, O speech to text capabilities, O GPS, Google Maps and routing capabilities, O incorporates rollover of repeatable activities, O can interface with existing enterprise resource planning (ERP) systems, and O mobile solution supports multiple devices, including iOS and Android.

Our solutions are focused on three key aspects: simplicity and ease of use, seamlessly fitting with your business model and a fully tailored solution.

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34 | ANNUAL SOFTWARE GUIDE 2017 DATA COLLECTION AND LIFE CYCLE PLANNING

ASTON INDUSTRIES COMPANY: Aston Industries TEL: 0401 093 083 EMAIL: info@astonindustries.com.au WEBSITE: www.astonindustries.com.au The Aston team have over 50 years’ experience in data collection, asset registers, condition assessments and life cycle costing. Since foundation in 2011, we have revolutionised data collection and analysis processes in the built environment. Through the development of cutting edge software, our solutions have transformed old-fashioned, labour-intensive and error-riddled practices.

Aston Industries has created a software system to collect, analyse and easily update facility data in a consistent, efficient and in-depth way, providing the very best quality of data to help manage asset portfolios and maximise returns. Over the years, our data collection methodology has been refined and applied across an extensive portfolio of projects across the built environment achieving greater results for our clients.

Aston Industries’ clients include owners, consultants, service providers and property managers and they have been successfully using our solutions across extensive sectors of the built environment including residential, commercial, industrial, educational, aged care, government, health, mining and infrastructure portfolios. We provide successful, cost-effective solutions to the built environment, via highly effective data knowledge.

Aston Industries software is the new standard in software and technology in the built environment and boasts data collection speeds at least three times greater than anything commercially available and more than five times faster than conventional methods.

Key features include: O fast data collection O improved data quality O industry cost and life cycle database O life cycle plans O maintenance schedules O compatible with most existing software systems O user friendly system O cloud-based, and O iPad app works without internet connectivity.

For a free, no obligation demonstration, please contact us using the details above or by visiting our website.

INTEGRATED WORKPLACE MANAGEMENT SYSTEMS (IWMS)

ADVANCED SPATIAL TECHNOLOGIES COMPANY: Advanced Spatial technologies Pty Ltd TEL: +618 9367 2888 CONTACT: Don Hitchcock EMAIL: don@advancedspatial.com.au WEBSITE: www.fmsystem.com.au Product description FM:lnteract is an integrated suite of powerful web-based workplace management modules that enables organisations to share facilities information and manage processes. FM:lnteract runs on your organisation’s intranet, or can be hosted and accessed by all employees using standard web browsers.

The flexibility and configurability of FM:lnteract can be leveraged on an ongoing basis to rapidly respond to changing requirements and realise new business value. With its intuitive interface, organisations have quick and easy access to key facilities information by running live reports, viewing floor plans, and searching employee information and critical documents through intelligent workflows.

FM:Interact customers have reported impressive results including: O reduced occupancy costs by 15 percent O reduced churn rate from 225 percent to 60 percent O increasing on-boarding capacity by 60 percent O enterprise productivity savings of $1.5 million per year O increased customer satisfaction rate to 7 percent, and O reducing move and service request lead time by 88 percent.

Key capabilities of FM:Interact include: O cloud-based, using industry standard browsers O space and occupancy management O strategic planning, space forecasting and scenario planning O space reservation and room scheduling O configurable for your workplace, including (ABW) O asset management and tracking O move, add, change management O preventative and ad hoc facilities maintenance O helpdesk and service requests O lease and real estate portfolio management O no-cost mapping interface included O project management O sustainability management O FM functions to customer’s specific requirements O document management – attach, use and manage documents O seamless integration AutoCAD® and Revit® (bi-directional) O view floor plans and BIM in a modern browser O workplace survey application O powerful reporting O mobile facilities management O support for iOS, Android and Windows touch devices.

ASt is an Autodesk preferred industry partner for facility management solutions in ANZ/Asia.

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INTEGRATED WORKPLACE MANAGEMENT SYSTEMS (IWMS)

INTEGRATED WORKPLACE MANAGEMENT SYSTEMS (IWMS)

FSI – CONCEPT EVOLUTION

INTEGRATED FACILITY MANAGEMENT (IFM)

COMPANY: FSI (FM Solutions) PHONE: 0449 234 446 EMAIL: info@fsifm.com.au WEBSITE: www.fsifm.com.au

COMPANY: Integrated Facility Management (IFM) TEL: NSW: 02 9264 1946/WA: 08 9472 6886 EMAIL: sales@integratedfm.com.au WEBSITE: www.integratedfm.com.au

FSI, Microsoft Gold Partners, has been designing, developing and implementing Concept™ Facilities Management Software since 1990. Concept™ is widely regarded as leading the market and noted for innovation within the global facilities management industry.

With headquarters in the UK, offices in Australia and Dubai, and an international partner network, Evolution™ from FSI is a fully web-enabled, complete facilities management solution. Concept Evolution™ is accessible through a standard web browser. Easy and cost-effective to deploy and sustain, Concept Evolution™ is used by major service providers and direct organisations, from a single-property to enterprise basis. Solutions are scalable and can range from single user ‘helpdesk only’ or ‘asset register plus maintenance only’ systems, to large national or multinational full functionality facilities management solutions, including retail and PPP solutions with automated abatement mechanism. FSI GO™ is a cross platform mobile solution supporting BYOD, for Apple IOS (e.g. iPad and iPhone), Android, Windows Phone and Windows 8 devices and a mixed deployment of smart phones and tablets.

IFM offers innovative technology solutions for a joined up world, providing public and private sector organisations with proven innovative spatial and property management IT solutions.

Core functions include: O asset register and planned maintenance O helpdesk O self-service portals O contract management O hazards and warnings O financial control O document management O resource scheduler O reports and statistics O customer satisfaction O task management O authorisation model, and O work permits.

Our mission is to remove duplication of data and duplication of effort in your business, opening up data silos and offering a single source of truth across your organisation. See how we can improve your technology and business processes with complete property and infrastructure life cycle data and management solutions.

Our clients include local and state government, tertiary education, state infrastructure and transport providers, and health providers.

IFM offers its own industry proven solutions, on top of best of breed technologies, and integrates across all systems in the property and infrastructure management space.

IFM products and systems seamlessly integrate your spatial and business information for the effective management of your assets and property.

An example of one innovative IFM product that sits on top of all your business systems, is SISfm Enquiry; please refer to our website for more information on this user friendly 'Spatial Information Solution' that provides access through a secure web portal to all your site and building CAD Plans, data and information and much more.

Join up all your property and site information with integration into all your key systems and access your information anywhere, anytime.

IFM is a leader in facilities management, asset management, GIS and BIM, CAD software for facilities, property, site, building operations, energy management, leasing and space management solutions.

Some modules include:

O RAPID application development for web desktop and mobile

O facilities booking O digital dashboard

O full solutions development and customisation

O O O O

projects workflow automation/integration engine BIM integration, and PPP abatement mechanism.

environments; business solutions design and development O O O O O

full software service and maintenance support spatial – GIS, CAD and BIM consultancy Archibus reseller, support and training EcoDomus distributer, support and training, and Cadcorp ANZ master distributor, support and training.

Standard mobile apps include: task management, including photos and signatures audits and surveys ad hoc task creation asset collection, and supervisors and porters app

O O O O O

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36 | ANNUAL SOFTWARE GUIDE 2017 INTEGRATED WORKPLACE MANAGEMENT SYSTEMS (IWMS)

INTEGRATED WORKPLACE MANAGEMENT SYSTEMS (IWMS)

SERVICE WORKS GLOBAL

VIRTUAL MANAGER

COMPANY: Service Works Global PHONE: 03 8676 0380 EMAIL: info@swg.com WEBSITE: www.swg.com

COMPANY: Virtual Manager PHONE: 1300 559 060 EMAIL: sales@virtualmgr.com.au WEBSITE: virtualmgr.com.au

Service Works Global is a leading CMMS (computerised maintenance management system) provider, offering comprehensive facilities, property and workplace management software to deliver ultimate control for operations, service and delivery environments. Service Works’ flagship application, QFM, ensures rapid return on investment and competitive advantage through: O generating sustainable reductions in operational costs O optimising asset and resource value O improving service quality and availability, and O delivering enterprise-wide visibility of critical performance information.

About Virtual Manager is a software company that develops innovative software platforms for businesses to resolve issues such as employee mismanagement, task delegation, labour inefficiencies and asset theft/ misplacement.

Service Works is committed to supplying quality products and services – investing over 100,000 hours into product development each year to deliver complete and customised technology solutions for clients across all industry sectors. Its flagship application, QFM, is a fully-integrated web and mobile enabled CMMS solution with over 200 in-built reports.

The software operates on Android, iOS and Windows Mobile tablet and smartphone devices, to streamline maintenance management and improve workforce productivity.

QFM modules include: Helpdesk & reactive maintenance Asset management Planned preventative maintenance SLAs and contract management Resource scheduling Space management, offering seamless integration with AutoCAD® Bookings management (including meeting room, visitor, accommodation and hot desk bookings) O Service management O OH&S management O Reporting enterprise dashboard O Property / portfolio management, and O PPP operational service delivery and performance management.

O O O O O O O

QFM can be integrated with a wide range of third-party systems, such as accounting, Human Resources, Building Information Modelling (BIM), Building Management Systems, (BMS) and Enterprise Resource Planning (ERP) applications to deliver a best-in-breed technology solution.

Benefits O Real-time alerts when an asset exits/enters a location O Minimise theft/misplacement of assets and increase utilisation O Uniform system for managing staff and operations O Reduce labour costs and increase staff efficiencies with real-time task completion O Compete for contracts with accurate costings and projections O Reduce manual workload and paper handling O Send/receive high priority tasks to staff and alerts in real-time to avoid complaints Solutions O Daily, pre-scheduled task monitoring of staff O Track location, movement, temperature and floor level of assets O Preventative/scheduled maintenance workflows O Online eLearning and policy modules for staff training O Inventory tracking and supply control O Advanced operational reporting and metrics for management O Simple, easy to use platform with multi-language Case study – University of Rochester Medical Centre O Scheduling methodology saved two hours in travel time per floor per day O One hour/day gained in each staff member’s productivity = 48 hours/day across workforce O $325,000+ year in staff labour savings O 45% decrease in trouble-shooting and customer complaints O ROI in less than four months, including start-up costs Contact us for a free demonstration to learn more about how we can streamline your facility’s operations.

As an industry thought leader, Service Works has published a series of complimentary white papers designed to educate industry professionals on the subjects of technological advancements, best practice strategies and changes in compliance. The white papers provide guidance and recommendations in key topical areas to help organisations achieve their operational goals. For more information on Service Works’ white papers, please email info@swg.com or visit www.swg.com/aus/insight/white-papers.

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JOB MANAGEMENT SOFTWARE

PROCUREMENT SOFTWARE SOLUTIONS

simPRO SOFTWARE GROUP

TENDERLINK

COMPANY: simPRO Software PHONE: 1300 139 467 EMAIL: sales@simpro.com.au WEBSITE: simprogroup.com

COMPANY: TenderLink TEL: (AU) 1800 233 533 (NZ) 0800 698 363 EMAIL: Darrin.Stollznow@tenderlink.com WEBSITE: www.tenderlink.com

The simPRO Software Group is a global leading software company with operations throughout Australia, New Zealand, the United States and the United Kingdom. simPRO provides leading edge job management software for the trade contractor and service industries, with the key objective to enhance the productivity and profitability of our clients’ businesses.

TenderLink is one of Australasia’s pioneers in web-based procurement systems. TenderLink provides eProcurement portals to over 560 clients, including many of Australasia’s leading government, public and private sector organisations.

If your current procurement process relies on a combination of spreadsheets, emails and paper, we guarantee you’ll save time, money and headaches with a specialised online eProcurement portal powered

by TenderLink. Reflecting your branding, your portal will facilitate any public or select/private procurement activities, including RFQs, RFTs, RFPs and EOIs.

Established in 2002, simPRO Software has since grown organically and through customer demand, with more than 2500 clients and 80,000 users worldwide. Clients range from small contracting operations through to corporate enterprises with thousands of staff. Founded by Stephen Bradshaw, at the time managing director of an electrical contracting business, simPRO was designed from the ground up by trade and service contractors for the trade and service industries.

Our flagship product, simPRO Enterprise, is a feature-rich tool which helps identify the who, what, where, when, and how much of any job.

Because we understand the way trade service companies function, we’ve developed Enterprise to cover every aspect of business: from estimating to project management and service delivery. Our field mobility solutions keep office staff connected and up-to-date with real-time on-site reporting, and enable field staff to invoice and collect payments on-site. simPRO is cloud-based, so data can be accessed from anywhere, at any time.

What our customers say…

“The toolset is simple to learn and even organisations that haven’t been exposed to tendering before didn’t have a great deal of difficulty using the tool. TenderLink is efficient, its support is first-class and the technology really helped us ramp up our operations from the ground up.

And because TenderLink has such a massive presence in Australia, we know that any opportunities we publish using their system are going to be sent to the largest base of suppliers across the country, and certainly in our region.”

Danny Lynn, contracts manager, HNECC Primary Health Network “We are now aiming to use TenderLink for more than just works valued at over $100,000. I’ve asked the Projects team to use this as much as possible, because it’s a transparent, comprehensive way of tendering for all parties involved, including us. So we intend to use TenderLink for appropriate projects valued over $20,000 where we are seeking three quotes.”

Floyd de Kruijff, manager projects department, Cairns Airport Benefits O fully integrated tendering and evaluation functionality O save time and money with purpose-built processes O enhanced probity – full audit and reporting capability O ensure better outcomes with our large supplier audience O online supplier response forms mean consistent submissions O preferred supplier panel creation and management O get noticed: your portal – your brand O freephone support for you and your suppliers, and O no lengthy, on-premise installation required.

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38 | WASTE MANAGEMENT

Say goodbye to bin day: Australia’s first high-tech waste system Queensland’s Maroochydore is set to develop an automated waste system, which transports the city’s rubbish through underground vacuum pipes at speeds of up to 70 kilometres per hour.

SARA KIRBY reports.

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A

ustralia’s first high-tech, automated waste system will be installed in Maroochydore’s new ‘clean and green’ city district.

The Envac system will cater to more than 2000 apartments, as well as retail outlets and commercial spaces. Waste streams are sorted into organic, recyclable and general at the inlet. The rubbish is then stored until the bin is full, at which point a vacuum pump is activated and the waste is sucked through a system of underground pipes to a central facility.

Once at the facility, the rubbish is collected by a truck, replacing the traditional model of having multiple trucks making a number of street collections throughout the day.

Waste is sucked through the pipes at speeds of up to 70 kilometres per hour, which also makes the system self-cleaning, while the fact that it is hermetically sealed underground means that users are not exposed to the smell associated with regular bins.

“New urban developments in Stockholm, Seoul, Barcelona, London, Singapore and

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1A The waste is thrown into a waste inlet.

4

Fans create the partial vacuum that sucks the waste through to the reception facility in the terminal station.

The computer-controlled evactuation takes 30 seconds. One fraction at a time.

5

The waste is directed to the correct container.

All waste is sucked out through a network of pipes at a speed of 70km/h.

6

The air is cleaned by filters before it is released.

1B The system can be retrofi tted with additional inlets.

2 3

Beijing have all utilised the Swedish-designed Envac waste collection system, but no Australian city has done so – until now,” says Sunshine Coast Mayor Mark Jamieson.

“The system means that city workers and residents will never have to walk past rows of wheelie bins or be woken early by noisy garbage trucks in the Maroochydore city centre. Common aspects of waste collection such as odours and vermin will be avoided, and the costs of daily street cleaning will be reduced.”

The Envac system provides other positives for a number of stakeholders, Envac Asia president Chun Yong Ha explains.

“From the end user’s perspective, their environment is cleaner and greener as there are never any overfull bins. The reduction of waste collection vehicle movements also cuts the associated carbon emissions by 90 percent, making the area safer and less polluted for those who live and work there,” he says.

“From the developer’s perspective, space traditionally reserved for bin rooms can be reallocated for commercial development, such as car parks or additional apartments. When it comes to the municipality, they can use the system as a tool from which to increase recycling rates and reduce waste being sent to landfill.”

In London’s Wembley City, which features one of the underground waste outfits, the council saw recycling levels increase to twice that of the national UK average since installation.

“This is a common theme in developments where Envac is present,” Ha says. This increase is attributed to the system’s ease of use and the breakdown of waste

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43406_38-39_waste manage.indd 39

The new Maroochydore city is upon a 130-acre site that, up until recently, had been a golf course.

With the help of the Envac fitout, it is planned to be one of Australia’s cleanest and greenest cities. streams at the bin inlet, causing people to make a conscious decision as to where they put their rubbish.

The new Maroochydore city is upon a 130acre site that, up until recently, had been a golf course. With the help of the Envac fitout, it is planned to be one of Australia’s cleanest and greenest cities.

“It’s a very rare opportunity that that piece of land has sat there for so long, and it’s perfectly located for the development of a new smart city,” says Jamieson.

“Forty percent of the area is planned to be retained as open space and waterways, in keeping with our environmental initiatives, while the remainder will consist of high

rises and dense populations – commercial offices, mixed-use retail, hospitality and entertainment, hotels, a council presence, education facilities and a lot of residential apartments.”

Installing the Envac system, just like any infrastructure-led installation, such as electricity, gas and sewage, is much simpler when it comes to new developments, as is the case at Maroochydore. “There are many systems throughout the world where we have retrofitted Envac long after the development has been built, though,” explains Ha. “For example, icy winters and narrow streets made traditional waste collection prohibitive at the city of León in Spain, which is a UNESCO World Heritage Site.

“Following a wide-ranging survey and planning program, we established how the system could be installed while preserving the area’s historical infrastructure and architecture. The system became operational in 1999 and has managed the waste of the area since.”

The Envac program is one of many innovations that will help position Maroochydore as a flagship sustainable city. Other technologies that the city will feature include smart lighting, real time traffic management systems and high-speed fibre connections.

Maroochydore’s waste system will be installed in stages over the coming decade.

It will cost $20 million, 50 percent of which will be fully recovered from occupants of the development over the life of the system, and 50 percent by the developer. The first residents will move in during the latter part of 2018. ●

DECEMBER | JANUARY 2017 FM

22/11/16 4:29 PM

40 | FEATURE: LEAD FEATURE BETTER BUILDING PARTNERSHIP

RECYCLE 60 PERCENT OR MORE – YOUR GUIDE TO MANAGING REFURBISHMENT WASTE BLAKE LINDLEY discusses how facility and building managers can improve their approach to refurbishment waste and significantly boost how much is recycled.

O

ffice stripout waste is a factor of building

could be significantly higher. Tragically, at the end of tenancy,

performance that has been largely missed

standard practice is to return the space to its shell, removing

by many of the established industry rating

all internal fittings and walls and leaving exposed ceilings

tools, and yet it is known to contribute

and concrete floors. Oftentimes, these spaces could have been

over 25,000 tonnes of waste in the Sydney

fitted out as little as a year prior.

CBD every year. Knowing how to utilise the resources

Waste generation from the stripout is in the range of 50

available to building managers and contractors will help

to 90 tonnes per 1000 square metres and is estimated to be

you deliver refurbishment projects with the highest possible

an average of 62 tonnes per 1000 square metres. While we

environmental outcomes and at no extra cost.

have observed recycling rates upwards of 70 percent through

In response to this issue, the Better Buildings Partnership

the application of the BBP Stripout Waste Guidelines, early

(BBP) released its Stripout Waste Guidelines in June 2016 with

research during 2014 demonstrated that recycling rates across

support from Edge Environment and the NSW Environment

the industry may have been as low as 20 percent.

Protection Authority. This handbook to industry provides a

With contributions to fitouts and no ‘make-good’

complete guide to recycling opportunities in refurbishment

incentives common in leasing deals, the property industry

and direction on aligning stakeholder incentives to maximise

typically neglects any consideration of resource recovery

resource recovery.

during stripout. Compounded by the intent of property funds to return spaces to productive use as soon as possible, stripout

The extent of the problem

waste has long been absent from the increasing awareness of

The average commercial lease in Sydney is seven years, which

whole of life building impacts.

results in as much as 400,000 square metres of leased office space being refurbished within the City of Sydney each year.

Incorporating the fringing commercial areas of Parramatta, North Sydney and Chatswood, this number

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43406_40-41_F building.indd 40

Property leaders taking action In response to social and environmental issues affecting the built environment, the BBP provides a forum for major

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22/11/16 1:52 PM

property owners to take a leadership position in the industry.

If the scope of demolition includes the removal of furniture,

Along with commitments to energy efficiency, green leasing

it will invariably go to landfi ll, the most expensive fate for

and the like, this group of Sydney’s 14 largest property owners

any material. In Sydney, this would be more than $300 a

is now implementing the guidelines with the intention of

tonne plus labour. Be under no illusions that this cost is

establishing resource recovery of more than 60 percent as

passed directly to the building manager or tenant paying for

standard in the industry.

the works.

The BBP’s Stripout Waste Guidelines address common

However, there is a financial case to undertake furniture

procurement and contract clauses used in stripout projects

recovery prior to demolition, with the crucial addition of a

and reporting. With the guidelines, a reporting template is

clause triggering a reduction in scope and cost according to

provided that automates resource recovery calculations,

the volume of furniture reused prior to demolition.

and provides an inventory and furniture reuse template,

In recent refurbishments, Edge Environment, operating

a directory of recycling facilities in Sydney and a density

on behalf of building owners, has been able to divert as much

conversion tool.

as 28 tonnes of furniture from single tenancies. In these

From the data collected by BBP members, the average

projects, site inventories have been developed and circulated

composition of stripout waste (by weight) is 40 percent

to interested parties, with local public schools, start-ups,

furniture and fittings, equal parts (15 and 20 percent) glass,

charities and second-hand furniture dealers all fi nding ways

plasterboard and metals, with a smaller residual component

to reuse this furniture at no cost to the building manager

of carpets, ceiling tiles, concrete and general waste.

other than administering the process.

Fortunately, most stripout waste can be recycled (see

In these cases, the cost of rehoming this furniture was less

infographic) and of that which can’t, the majority is furniture

than its cost of removal during demolition, and delivered a far

that happens to have the best prospect for reuse. There

better environmental outcome.

is a perception in the industry that furniture recovery is ineffective and difficult to facilitate; however, trials by the

Where to from here

BBP show otherwise.

The circular economy is here now, and the technology to transform waste plasterboard into agricultural soil amendments, waste plate glass into insulation and

FIVE STEPS TO BEST PRACTICE:

hardfi ll into aggregate is proliferating. Not only do these

Maintain a clear view of tenancy movements in a portfolio and take early action.

Complete a furniture inventory during the make-good estimation of a site.

Itemise the cost of loose furniture removal in make-good estimates, and align incentives for furniture reuse.

Provide consistent expectations for 60 percent (or more) resource recovery through the tender and contracting of works.

Request and review all waste management reporting from contractors at the end of the project.

recycling outlets provide excellent environmental outcomes, but they also charge a lower gate fee than landfi ll in most parts of the country.

The BBP Stripout Waste Guidelines provides a detailed outline of technical and contractual aspects to be considered along with a toolkit for your contractors to deliver improved recycling rates. With simple additions to tender documents and clear communication of expectations to contractors at the procurement stage, building managers can ensure superior environmental outcomes for their facilities. ● Blake Lindley is senior consultant at Edge Environment.

He works primarily in Edge’s resource recovery projects

WHAT CAN BE RECYCLED?

delivering innovation and behavioural change in the

plasterboard metals/e-waste/data cabling hardfill (concrete etc) glass carpet tiles ceiling tiles

property and waste sectors.

MDF/laminate timber broadloom carpet furniture (if not reused)

yes yes yes yes yes yes (at a cost to ship offshore) no no no

Documents referenced in text: BBP Stripout Waste Guidelines: www.betterbuildingspartnership.co m.au/resource/stripoutwaste-guidelines-procurement-systems-and-reporting Governor Macquarie Tower Case Study: http://cdn.sydneybetterbuildings.com.au/assets/2015/12/ Governor-Macquarie-Tower-stripout-trial-report.pdf

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DECEMBER | JANUARY 2017 FM

22/11/16 1:52 PM

42 | FEATURE LEAD FEATURE

DOORS OPEN TO NEW INTERNATIONAL CONVENTION CENTRE IN SYDNEY ICC Sydney plans to become Asia Pacific’s premier integrated convention, exhibition and entertainment precinct.

I

nternational Convention Centre (ICC) Sydney is set to

as director of building services. With more than 30 years’

open in December ahead of a strong schedule of close to

experience, Potter is playing a crucial role in delivering the

400 events, which includes Total Facilities 2017.

operating strategy for building security, housekeeping and

Just minutes from the city’s CBD, ICC Sydney is set among green spaces, restaurants, retail and a public

domain on Darling Harbour.

The development is a $1.5 billion project being delivered

sustainability across the integrated convention, exhibition and entertainment precinct.

Potter came to the role with extensive knowledge of ICC Sydney, having been facilities management project

by the New South Wales Government and Darling Harbour

director at Spotless Group, part of the Darling Harbour Live

Live, which is part of a larger $3.4 billion, 20-hectare

consortium that is responsible for delivering the project

transformation of Darling Harbour.

with the NSW Government.

Facilities at ICC Sydney include a five-star convention and

Working alongside a 100-plus operations team,

exhibition centre, the largest purpose-built grand ballroom

Potter oversees the delivery of the building’s operational

in the region and a 9000-capacity theatre, which houses

sustainability initiatives across the venue.

Australia’s biggest stage.

ICC Sydney, which is operated by venue manager

ICC Sydney will have a strong focus on sustainability. The centre will operate with optimal resource efficiency because

AEG Ogden, also adjoins a new 600-room luxury hotel, a

of its smart design strategies, such as the integration of cost-

new residential and commercial development, and a new

efficient and renewable technologies.

pedestrian boulevard.

Earlier this year, ICC Sydney established the foundation of its facility management team by appointing Martyn Potter

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43406_42-43_F ICC.indd 42

It is home to the fi rst community-funded solar energy project of its kind in Australia, which allowed members of the public to buy shares in a social venture that will own the

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22/11/16 1:54 PM

building’s solar array. Owned by the Sydney Renewable Power Company, the solar array is expected to produce five percent

ICC Sydney – key facilities

of the energy required for the venue.

Convention facilities Convention centre facilities will be capable of holding three fully separated, self-sufficient, concurrent events. It features a 2500-delegate tiered plenary theatre, 1000-delegate tiered plenary theatre and 800-delegate flat floor plenary area.

ICC Sydney has also been developed in accordance with a number of internationally recognised management standards.

Geoff Donaghy, ICC Sydney chief executive officer, says more than 380 events have already been locked in for the venue, ranging from a Hunger Games exhibition to a Keith Urban concert.

“ICC Sydney will be capable of holding multiple large conventions, shows and exhibitions simultaneously, all supported with world-class service, facilities and technology,” says Donaghy.

NSW Minister for Transport and Infrastructure Andrew Constance says the reinvigorated domain will play a significant role in the local economy.

“ICC Sydney will contribute at least $5 billion to New South Wales’ economy over the next 25 years, employing at least 300 full-time staff and a further 1500 casual workers. The venue will support local food and wine industries and launch local producers onto the global stage,” he says.

“ICC Sydney is expected to attract hundreds of thousands of visitors each year to our vibrant city, driving enduring gains including business relationships, knowledge transfer and industry investment.” ●

Grand ballroom Australia’s largest ballroom, located on the top floor, breaks out to spectacular water and city views. The dramatic venue will host 2000 in banquet mode and more than 3500 in cocktail mode.

Ultramodern theatre A premier tiered theatre will have a seated capacity of 8000 suitable for major convention plenary sessions and entertainment acts. It features flexible design allowing rescale to seat 6000, 5000 or 3000 people.

Dining and event services Feeding performance with world-class cuisine, technology and event services.

Exhibition capacity A total internal exhibition capacity of 35,000 square metres.

Meeting room space There will be 8000 square metres of total meeting room space across 70 rooms, providing choice and flexibility.

Technology World’s best practice technology will include high bandwidth, venue wide wireless connectivity, high definition digital signage and elite conferencing facilities.

Public domain A renewed and upgraded public domain with outdoor event space for up to 11,000 people and improved pedestrian access from Chinatown, Central Station, Ultimo, Pyrmont and the city centre.

Event deck An open-air event deck of 5000 square metres, including a bar and lounge area, overlooks Tumbalong Park and features city skyline views.

Sydney Harbour waterfront ICC Sydney sits in the heart of Sydney in a prime waterfront location in Darling Harbour.

Access and parking Eight kilometres from Sydney Airport – public car parking spaces available and a choice of public transport options.

Luxury hotel Adjacent headquarters hotel with circa 600 rooms.

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DECEMBER | JANUARY 2017 FM

22/11/16 1:54 PM

44 | BUILDING MANAGEMENT

Asbestos awareness remains high on the agenda for roofing experts

Christian Wright.

Despite asbestos no longer being used in building materials, facility and property managers need to be aware of its history. CHRISTIAN WRIGHT explains.

A

lthough asbestos is not used in building materials today, asbestos products weren’t banned in Australia until 2003. In the past, asbestos was commonly used for roofs, in particular, due to its fire resistant and durable nature.

Since asbestos-reinforced roofing can last for over three decades, many buildings that were originally constructed with asbestos roofing have the same roofs today.

While asbestos isn’t dangerous unless airborne, property or facility managers should never try to touch or replace asbestoscontaining products on their own. Only asbestos specialists should handle asbestoscontaining materials because they can cause major health risks if not treated properly.

As your roof plays such an important sheltering role, and because it encompasses such as large area, any harmful materials released in the area will have a wide impact.

If you think you may have asbestos in your roof, here are some things you need to know:

HOW DO EXPERTS IDENTIFY ASBESTOS? Many property or facility managers won’t recognise asbestos when they see it. If you think the materials that make up your roof could potentially contain asbestos, such as building materials from the 1980s or earlier, never attempt to touch or remove them.

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43406_44-46_building mnagement.indd 44

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ACR ROOFING CASE STUDY: ORORA, THOMASTOWN – VICTORIA This asbestos replacement project presented ACR Roofing with one its biggest challenges. The large-scale packaging factory in Thomastown, which is owned by 360 Capital and tenanted by manufacturer Orora, required the removal of ageing asbestos from the saw-tooth roof, as well as numerous glass panels.

After efficiently removing the asbestos from the 7500-plus-square metre roof, the Melbournebased roofing company laid an entirely new BlueScope Zincalume steel roof, complete with clear plastic skylights, which dramatically increased the light inside the factory. Added insulation was also installed to the roof space.

With major construction taking place below the entire roofline of the building during the project, ACR Roofing was faced with a restricted timeframe. Despite weather conditions potentially limiting how much of the roof could be removed and replaced each day, the asbestos removal specialists completed the project within the agreed project timeline, satisfying the operations of tenant Orora.

Manufacturing of food packaging, in particular baby formula sealed bags, made the project more sensitive than the usual warehouses ACR Roofing replaces.

However, at no stage was Orora required to shut down its operations, as a small section of the roof was isolated each day to ensure production was maintained below. Working seven days a week provided ACR Roofing with access over the sensitive equipment and an uninterrupted scope of works.

According to ACR Roofing director Christian Wright, the building owner and tenant benefited from engaging a roofing contractor that takes over the entire site and project manages all works.

“Our staff remove and replace the asbestos, with no downtime. In a project of this size, at an operational site that had to remain watertight at the completion of each day, this was a major task and non-negotiable to the client,” Wright explains.

“It is important to note that the ACR personnel who remove the asbestos also replace the roofing. The work method is continuous with a low likelihood of weatherrelated problems and eliminates the risk that comes with hiring subcontractors.”

Given the fragile nature of both building materials, ACR Roofing ensured that all of the usual health and safety standards were implemented. Following the success of the project ACR Roofing is now the preferred roofing contractor for 360 Capital.

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43406_44-46_building mnagement.indd 45

DECEMBER | JANUARY 2017 FM

22/11/16 2:05 PM

46 | BUILDING MANAGEMENT

If you know the manufacturer, it is advisable to contact them to learn which materials make up your roof, but the only way to know for sure if a material contains asbestos is to call an asbestos specialist.

The asbestos specialist will likely send a sample of the potential asbestos-containing materials to the National Association of Testing Authorities. This analytical laboratory will determine if the material contains asbestos. Common roofing materials that may contain asbestos include concrete, asphalt and gypsum.

If the material does contain asbestos, the specialist will assess whether the material should be removed or replaced. Until it is certain that a building does not contain asbestos, do not perform any renovations, demolitions or maintenance.

WHAT SHOULD I DO IF I SUSPECT ASBESTOS? How you should deal with asbestos depends on where you find the asbestos and what condition the asbestos is in. Most buildings aren’t affected by asbestos unless it becomes airborne. If the material is friable, the asbestos could quickly become airborne and cause health risks. Non-friable asbestos won’t pose a health risk unless the material is cut, sanded or sawn.

If a roof is in a solid state, it may not need to be removed at all. Non-damaged asbestos material doesn’t pose a health hazard. However, the materials will need to be monitored for signs of deterioration or damage.

If a material containing asbestos is damaged, call a removal specialist immediately.

Sometimes damaged asbestos materials may not need to be removed, with isolation or repair also considerations. For instance, an asbestos specialist can likely repair a small tear in the flashing or underlayment. However, repairing or isolating asbestos are only temporary solutions.

Natural weathering and ageing will eventually cause damage to asbestos.

If the asbestos specialist determines that the roof poses too great a threat to those inhabiting a building, they will likely recommend removing it. Once the specialist removes the asbestos from your property, he or she should take an air sample to ensure the building doesn’t contain airborne asbestos. The roof can then be replaced with a modern version that doesn’t contain carcinogens. ●

Christian Wright is a director of ACR Roofing, a roof replacement company in Melbourne.

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43406_44-46_building mnagement.indd 46

TEN QUESTIONS BUILDING MANAGERS SHOULD ASK A ROOFING CONTRACTOR With the decision to replace or repair a roof being such a significant investment, it is vital for management to ensure they engage the right roofing company.

Here are 10 questions to ask a roofing company, according to ACR Roofing:

1

Are you licensed and insured?

You need to ensure that anyone undertaking roofing at your property is licensed to perform the work and has all the appropriate insurances to finish the job safely and properly. If they aren’t willing to prove they are licensed and insured, then turn them away.

2

What sort of communication can you offer me?

A good roofing contractor will be happy to hand over a business card or a phone number that you can call whenever you need to. Ideally, they should also supply the name and phone number of the project or company supervisor. WorkSafe, as well as neighbouring properties, must be notified of any asbestos removal of 10 square metres or more.

3

Will you completely remove my old roof or just put the replacement on top?

The easy option for any contractor is just to fix the new roof to the old one.

Obviously, this isn’t how a quality operator will undertake a project. A quality operator will insist on completely removing the old roof to check for structural damage to the frame. It is not advisable to install a new roof over an asbestos roof as drilling into asbestos is forbidden.

4

Are you prepared to give me a detailed quote and honour it?

This goes without saying, but you should never trust anyone that is only prepared to give vague details as to how much the final cost will be. A good roofing contractor will have a depth of experience and be able to come up with a very accurate estimate and quote as to how much everything will cost.

5

What are your contingency plans?

It’s easy for a roofing contractor to finish a job in perfect conditions. But what if a freak rainstorm blows through? You need to be sure that your contractor has the know-how to deal with whatever challenge is thrown at them and be able to work in a way that will limit damage to your home. ACR Roofing removes and replaces sections of asbestos roof at a time to eliminate the potential of damage due to inclement weather.

6

Do you have employees or do you subcontract?

A company that uses subcontractors isn’t necessarily a bad thing, you just have to keep in mind that you need to ask subcontractors the same questions as you asked the initial contractor. All of ACR Roofing’s personnel are full-time employees with many years’ experience with the team.

The company’s plumbers are also asbestos removalists.

7

What post-job care can you offer me?

Any quality contractor will be confident enough in their skills to offer a comprehensive warranty on their work. An excellent contractor will provide you with post-care service including post-completion check-ups and an offer to provide minor repairs. Building owners are entitled to a six-year plumbing warranty; however, ACR Roofing issues an extra four years on top – guaranteeing the roof for 10 years.

8

Do you have a folio?

Contractors should have a sizeable folio demonstrating the quality projects they have completed in the past. It’s even better if they can pass on a sample of what past clients have said about their work.

9

What’s your ABN? If the company doesn’t have an ABN it means they aren’t a registered company, so steer clear of them.

10

What products and suppliers do you use?

A contractor should have a list of quality suppliers with whom they have good relationships. These relationships will allow your contractor to purchase the best products at reduced prices and pass these savings on to you. A tip: always ask for Australian BlueScope products.

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22/11/16 2:05 PM

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20/07/16 11:41 AM

48 | GREEN ZONE

How will commercial buildings adapt to a changing climate?

With commercial buildings typically having a useful lifespan of at least 50 years, today’s new towers will need to accommodate adaptation to a variety of impacts of climate change. Some of the most significant implications of climate change for building owners, however, may actually be related to energy efficiency and greenhouse gas emissions reduction in other sectors.

DAVID McEWEN reports.

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43406_48-49_green watch.indd 48

LET’S GET PHYSICAL While 77 percent of Australians in The Climate Institute's recent 'Climate of the Nation 2016: Australian attitudes on climate change' survey agreed that the climate is changing [http://climateinstitute.org.au/ verve/_resources/COTN_2016_Final_ WEB_260916.pdf], most of the physical impacts are still subtle, but will become more obvious over the next few decades.

The first physical change is temperature, with averages gradually getting warmer. For buildings, this means greater thermal load, with the most significant impact expected to be longer runs of very hot days, putting increased stress on cooling and ventilation systems and encouraging greater efficiency through both active and passive design (and promoting changes in occupant expectations and behaviours). Generally milder winters, on the other hand, may reduce heating energy requirements.

David McEwen.

Sea level rise (SLR) is a growing threat for coastal properties, with the main challenge over the life of most buildings likely to be the magnifying effect that small amounts of SLR have on storm surges associated with big storms. This accelerates coastal erosion and destroys infrastructure in its path.

A less obvious problem is the impact of SLR on stormwater systems, particularly when drains are close to existing sea levels and may be exposed to backflow during very high tide events. Some buildings may need pumping systems added as outflows need to be raised, something that is already occurring in particularly exposed areas such as Miami, Florida.

Related to this is the expectation of increasing frequency and intensity of extreme weather events, including storms featuring very heavy precipitation, hail, wind and/or electrical storms. In this case, stormwater capacity and on-site detention

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becomes a key challenge, as does roof and façade integrity, lightning protection and the ability to defend the building perimeter and entrances to below ground areas from fluvial or flash flooding.

In some areas, bushfire hazards may become more pronounced. For most commercial buildings the main risk will be air filtration to ensure occupant comfort on smoke haze days.

DRIVING BROADER CHANGES Energy efficiency initiatives are not limited to the building sector and a key area that may drive changes in commercial building design is the emergence of autonomous electric vehicles (a technology that promises a host of potential efficiency and other benefits).

No longer drivers, car users will want to be disgorged in the comfort of a portecochère that is protected from the blazing sun or driving rain. The car can then park itself (though the incidence of using a privately owned vehicle for commuting purposes is

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43406_48-49_green watch.indd 49

For most commercial buildings the main risk will be air filtration to ensure occupant comfort on smoke haze days. likely to decline with the advent of relatively inexpensive driverless cabs). Self-parking is likely to become a common feature even for the cars of traditionalists who prefer to drive manually.

Because an autonomous car is much better at negotiating tight parking spots than a human driver and has the added benefi t of not needing to open its doors to let a driver out, parking facilities for AVs (automated vehicles) will be a lot denser, reducing the basement or above ground space that is typically used for parking in commercial buildings. Indeed, there will be little point devoting prime CBD real estate to parking when cars can garage themselves in cheap CBD fringe locations

(equipped with robotic charging points) and be summoned on demand.

Other building trends to watch include local energy generation and large-scale battery storage, with transparent photovoltaic solar cells offering the prospect of turning entire building façades into power stations, allowing many more buildings to potentially become self-sufficient and contribute to emerging micro-grids. ●

David McEwen is a director at Adaptive Capability, providing strategic advice to help businesses create and preserve value in the face of climate change. He is also the author of the new book, Navigating the Adaptive Economy. Visit www.adaptiveeconomybook. com for more information.

DECEMBER | JANUARY 2017 FM

22/11/16 2:11 PM

50 | WORKPLACE HEALTH

Mind over tension Dr Allison Van Ommen.

ALLISON VAN OMMEN discusses the many causes of tension in the workplace and how to manage its impact.

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43406_50-51_workplace health.indd 50

W

e all know that tension is what causes tension headaches, hence the name; but what are the forces that cause tension in the first place? And how do we avoid that dreaded ache in our heads?

Tension can build up in our bodies over time, starting with a bit of tightness in our hamstrings. Perhaps it moves up to the middle back until eventually it creeps into the neck and shoulders. Then you find yourself grinding your teeth at night and waking up with a headache in the morning.

Tension comes from the Latin word tendere and has multiple meanings in different contexts: ● The state of being stretched tight, the strained state of muscles causing strain and discomfort. ● Mental or emotional strain; strained political or social relationships. ● Apply force to something that tends to stretch it.

There are many variations in the meaning of the word ‘tension’, depending on the context in which the word is used. The first meaning is pretty straightforward and to be expected. The second meaning changes the way in which we approach a tension headache and to some extent so does the third.

So how does a mental/emotional/social or political strain affect how we hold ourselves?

It isn’t just the muscles that hold tension – remember the muscles are an extension of the mind and vice versa. Have you ever walked into an office after two colleagues have been fighting and realised you could feel the tension in the air?

Immediately your body responds to what you feel and you automatically tense to guard yourself without conscious thought. The same occurs when you are learning a new language or trying to wrap your head around a new concept. Your body strains to remember something or tightens to hold onto something, even if it is just holding on to a thought and not an object. This can be related back to highly stressful jobs where you are expected to multitask – what tension are you holding in your body trying to remember all the things you need to do in your daily working life?

Relationship/cultural strains within an office can affect how we hold ourselves at work; how do you feel when you walk into your workplace? Is it a relaxing place where you feel safe? Or can you cut the tension with a knife? Is the office so busy and stressed that it feels like everything is bursting at the seams?

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Sometimes the pressure isn’t like pulling a rope or a muscle; sometimes pressure is an external force that we cannot see, like deadline pressures. It is still pressure and every person responds differently to those external forces depending on perception.

Perception is relative to what is going on around you and inside you. Your perception is influenced by not just what happens at work, but at home as well. Tension can build up in different ways as a result of different perceived pressures.

Something that you perceive as pressure may not be perceived this way by a colleague and vice versa. It is important to acknowledge these differences between colleagues within the workplace and have compassion towards your colleagues because you never actually know what pressure someone is under unless you communicate with compassion.

Pressure is not just confined to the external, it can arise internally too from how well you treat yourself by eating the right foods, allowing enough sleep and by

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43406_50-51_workplace health.indd 51

participating in activities to decrease stress levels. If stress does get on top of you at times and you find yourself eating all the wrong foods and not sleeping, this can also add to the pressure you feel.

Another aspect to consider is how kind you are to yourself. Is your internal dialogue hostile or is your internal dialogue kind and nurturing?

A good test of this is to ask yourself if you would speak to a close friend the way in which you speak to yourself?

All of these facets of life add to the ‘perceived pressures’ that we all face in our daily lives and contribute to tensions that we hold in our bodies and minds, which can build up over time and present as a tension headache.

In the workplace, be mindful of your colleagues’ ‘perceived pressures’ and perhaps cut them some slack, because when you offer support within your team then tensions can be eased and perhaps tension headaches can be managed and prevented.

Tension headaches are the most common form of headaches and are characterised by:

● constant tight sensation around the head

near the temporal bones usually felt on both sides of the head and neck ● tightness in upper back and shoulders ● associated with depression and anxiety ● difficulty sleeping, and ● trouble concentrating.

Triggers that are associated with tension headaches are: ● most commonly poor posture ● prolonged computer work ● medication, and ● stress and fatigue.

To manage and prevent tension headaches, make sure that you stretch and exercise regularly, and nourish your body with good food and thoughts. It is the little things that make the biggest difference over time. ●

Dr Allison Van Ommen is an osteopath based in South Melbourne at Without Limits Health and Osteopathy. She is a former elite water polo athlete, having played in the European Professional Water Polo league.

DECEMBER | JANUARY 2017 FM

22/11/16 2:13 PM

52 | WORKPLACE CULTURE

Five visual indicators of a suboptimal culture MARIE-CLAIRE ROSS discusses the visual signs that reveal workplace culture is not up to the standard it should be.

group behaviour in a workplace so that we fit in and become accepted.

The result is that toxic behaviours can run rampant in poorly led environments leading to low performing cultures.

Here are five indicators of a poor culture that signify disengagement:

2. PRONOUN TEST 1. UNTIDY WORKPLACE

Y

ou know the feeling. You walk into a company for a meeting and something feels wrong.

The receptionist is rude, staff appear flustered and the place is a mess.

When you meet your client, you feel an almost palpable detachment and annoyance towards the organisation.

When you walk away, you feel relieved you don’t work there and conclude the culture must be toxic.

Your feeling is actually correct.

Culture is about how work gets done in an organisation. It’s about behaviours and habits employees have learned over time through modelling their peers.

That’s why many people report that they can tell, anecdotally, if a workplace has a great culture, just by walking inside reception and watching employees. According to social psychology, we can be very accurate with our quick behavioural judgements.

Habits and behaviours indicate how workplaces function. What behaviours leaders exhibit or tolerate become part of the company culture. As humans we are designed to want to be part of a tribe. We quickly model

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is spotless and employees truly know that management cares about their safety.

Tidy workplaces are a healthy indicator of a company that cares for its staff and premises.

They also send a subtle message that poor behaviour isn’t tolerated.

In his book, The Tipping Point , Malcolm Gladwell discussed how in New York during the 1980s, removing graffiti magically reduced rampant crime. When there is any sign that there is a lack of care or no one is in charge, it sends a symbolic message that the system has collapsed. All it takes is one broken window, for bad behaviours to take hold.

Untidy kitchens, messy offices and hallways all flag an unhealthy culture. In fact, really messy kitchens show a total disrespect to fellow employees.

Interestingly, they also indicate a poor safety record. You’ll find that safety auditors can accurately gauge the safety record of a site office, just by seeing how tidy the kitchen is or even the state of a factory.

A couple of years ago I went to visit a client of mine that had moved to a midsized manufacturing company. On arrival, I accidentally walked into the factory (mistaking it for the reception). I was appalled at the condition. Equipment was all over the place and it was really filthy. Part of my shock was that I knew how passionately my client had been about safety when he was the CEO of a larger international company. When we met, I had to ask, “How’s your safety record?”

He confided, quite frustrated, that he was appalled by it, especially the disorganised, unsafe workplace.

Fast-forward six months and he’d completely overhauled safety – injuries had dropped remarkably and they were more productive and profitable. All by focusing on tidying the workplace. Now the place

To assess the health of a company, former US Secretary of Labor Robert B Reich developed a simple diagnostic tool. When Reich talked to employees, he listened carefully to the pronouns they used. Did staff refer to their company as ‘we’ or ‘they’?

‘They’ suggests disengagement and, at its worst, alienation. While ‘we’ suggests employees feel as if they are part of something meaningful and significant.

They’re engaged.

At a large manufacturing company I worked for, I was stunned when factory floor workers were constantly talking about ‘them’, even when they spoke about their supervisors. The criticism was pretty intense. Three weeks later they were all on strike.

Listening to the language of staff (including whether they have their own in-terms), as well as watching their body language, provides vital clues for culture.

3. CAR PARK TEST Another visual test, particularly if the organisation has had a merger, undergone bad press or had a bad safety accident, is to have a look at the car park.

This one is easier to do over time, but tracking it regularly or asking staff about the numbers gives you a feel for the absenteeism rate, through visually checking the number of cars in the car park. When companies are experiencing a crisis, have high levels of bullying or even lack an inspiring vision, absenteeism is common.

Of course, if you do notice the number of cars have dropped, you’ll want to ask why,

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in case it’s quite innocent. One company I worked with always had an overflowing car park. One Friday morning I arrived, to find a car spot (a big win for me). When I enquired, it was because of an off-site staff party.

4. MEETING TEST Another important visual clue is how meetings are run. Meetings reflect a company’s culture.

Signs to watch for include: ● people don’t want to attend ● employees pay lip service to new initiatives, but fail to take action – false consensus is merely a tool to change the topic or not talk about it further ● people get shut down in meetings with leaders doing the most talking ● boredom (e.g. checking phones), and ● no actions are taken at the end or a delegation of responsibilities with clear timelines.

Once I was invited to a meeting with the marketing manager in a health organisation.

She had been slightly confusing over the phone about why she wanted to see me.

Since we had conversed while I exhibited at a trade show I trusted she knew what I did.

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So I was a bit shocked when eight different department heads were summoned to our meeting. Each person came in looking like they wanted to be elsewhere.

After a few minutes, it became apparent they didn’t know what they were there for (nor did I). A large argument ensued with everyone questioning her on why she had wasted their time. She took the easy route and blamed me.

That office has now been shut down and the company has a low one-star rating out of five on Glassdoor with employees complaining about a bullying culture.

Meetings need to be purposeful. Time wasting shows a lack of an inspiring vision and poor leadership (and disrespect of other people’s time).

warm manner during a meeting (and value your time).

You also really want to see people acting as if they know what they’re doing and appear super-focused on tasks, rather than gossiping or ignoring the phone (or each other).

THE IMPORTANCE OF GROUP IDENTITY

5. HAPPY TEST

Humans love being part of a group that’s going somewhere. Successful organisations maintain a cohesive group of people who love working with their peers each day and who are clear on the vision. And it shows.

The next time you visit a client or oversee a building, use these five tests to assess the culture. It’s an accurate gauge to assess whether you want to be part of an organisation. ●

OK, this one probably sounds a little bit corny.

But you really can evaluate a workplace culture by visually assessing people’s happiness levels.

The sound of laughter is always a good sign. So is a friendly reception or helpful employees when you enter the grounds.

Oh, and also people who greet you in a

Marie-Claire Ross is chief corporate catalyst at Corporate Culture Creator. She is a workplace sociologist, author, speaker and consultant focused on helping leaders create high-trust work environments.

Marie-Claire can be contacted at: mc@corporateculturecreator.com.

DECEMBER | JANUARY 2017 FM

22/11/16 2:14 PM

54 | FM INDUSTRY

Connections

FM consultant GRAHAM CONSTABLE takes another novel, yet real-life, look at how a practical and durable solution can be developed to approach a facility management challenge.

M

arcus is enjoying the seafront dinner with his wife. It is all too rare an opportunity with three boys to bring up. The summer breeze creates a perfect temperature.

Their wine glasses have just been refilled; he chinks his against his wife’s. “Happy anniversary!”

His wife’s eyes narrow at the mobile vibrating on the table top. The screen flashes ‘Harry’.

“Go on – take it.”

Marcus walks out of the restaurant. “Good evening, Harry.” He checks his watch. “You’re late. What’s up?”

It hasn’t been long since they met previously; there is another month before their next meeting.

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“Marcus… sorry to disturb you in the evening.”

“You’re OK, Harry…” There is a rustling of papers in the background. “Are you in the office still?”

Embarrassed silence.

“Yeah, you know me – committed through and through. Although…” a drawer shuts hard, “…things are definitely improving since we last spoke.”

“Good to hear that.”

“Yeah… look, can we meet up soon? I want to pick your brains again.”

“Sure. Let me check my diary and I’ll come back to you in the morning. That OK?” “Great – thanks Marcus.”

“No worries...”

“By the way I’ve enjoyed researching my client’s business – I never realised the extent to his plans. I’ll tell you when we meet. I also want to show you something.”

“Sounds good – touch base tomorrow. Bye for now.”

Marcus makes a show of turning his mobile off when he rejoins his wife.

Marcus enters the lift; it is only the second time he’s visited Harry’s offices. The reception atrium is very functional, nothing too elaborate. He does notice the striking artwork, however.

When the lift doors reopen, Harry is waiting.

“The artwork downstairs is new, Harry.”

They shake hands.

“Excuse me? Oh yes. That was my idea.”

“Do tell.”

“Well, actually, mine and the client boss’.

I was doing an inventory and found lots of canvases stashed away in storage.

The boss had forgotten about them so I had one of them framed and hung it outside his office.”

“You’re a rebel!”

“Yeah, I got summoned the next day.”

“Summoned?” Marcus makes a mental note.

“Yeah, my little joke! Anyway when I got there he had all the canvases laid out on his office floor.”

“Go on.”

“He and I spent the rest of the afternoon deciding which ones to hang and where.”

Harry smiles. “Did you take a close look?”

“No I didn’t. Why?” “When you leave, take a look!”

“OK… I will.”

They sit around his desk. “A drink, Marcus?”

“No, I’m fine for the moment thanks.” Harry is rummaging around. “So, what part of my brain do you want to pick?”

“Sorry? Oh yes, indeed.” Harry opens up a folder and studies his notes. “I’ve started to understand my client’s goals and objectives as you suggested…”

“Good. Many surprises?”

He nods. “One or two. And I now realise I’ve not been making much impact that would otherwise help him achieve these.”

“Such as?”

“One of his objectives is to make people collaborate more, not just within departments, but between them also.”

“OK… do you know why?” Marcus starts making the connections.

“They reckon the company is losing money because wheels are being reinvented and there’s a lot of duplication across departments.”

“Who told you this?”

“One of my good contacts within the company; he’s helping me with my research.

As a consequence, I understand the executive wants to redesign all the floors in the building.”

“That will be a good project...”

“Yeah, he’s looking to locate people together according to task and not just function.”

“OK, so why the glum face?”

Harry stands and closes his door. “He doesn’t believe we’re, sorry I’m, capable of doing this.”

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Marcus waits. “And are you?”

Harry looks uncomfortable. “If I’m honest, no we’re not. He’s getting in some consultant – sorry Marcus, no offence meant – and agency to do the investigations and design.”

“How well do you know what everyone does in the company?”

“Well, I’m beginning to find this out… remember our last conversation?”

Marcus nods. “I do and what you’re doing will help you exert influence.”

“How? I’m just starting.”

“Given these developments, it’s maybe time to tell your client boss what you’re doing. Let him know what you’ve found out so far and offer to be on the investigations and design team. Tell him you will be his representative to make sure they get their facts right.”

Harry nods. “Good idea.”

“It is – don’t underestimate the fact you have a relationship with him. You are in a unique situation, Harry, believe me. Have they chosen the consultant yet?”

“I don’t think so. Consultants and contractors have underwhelmed the boss in the past, so he’s taking his time. He wants to get it right.”

“Offer to help choose the company. You’re in an influential position you know.”

“Really? You think he’ll agree?”

“Sure. You probably know more about the culture than you realise. Besides, you’ll be responsible for looking after the finished product. You have a vested interest.”

Harry sighs. “That’s for sure.”

“Now, these bad experiences, do you know what they were?”

“Poor performance, poor reporting and a lot of time putting right what they were supposed to be doing.”

Marcus nods. “Sounds familiar, Harry.

There are some key factors behind this.”

“Such as.” He takes out his pen.

“In order of importance, the reasons why the ‘buyer-provider’ contract stumbles are unclear buyer expectations upfront, then misaligned interests over time between both parties, followed by poor governance and closely behind poor communications. Poor performance is low down the scale as an actual factor.”

Marcus waits for Harry to finish writing.

“Another interesting factor I’ve observed is where the buyer-provider relationship no longer supports mutual benefit. I know this is linked with the misalignment in interests factor.”

“How do you fix these?”

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“First thing is to tell your client boss and find ways to correct them at the outset.

Help him write a good brief. Help him try to understand the consultants’ interests upfront and agree how to align them with your client’s. Set up a good management team to manage every facet of the project and get one of the consultant’s team members on board this team.”

“I’m going to need your help with this, Marcus.”

“Fine, but you’re going to have to start paying me now.”

“I’ll sort that out with my own boss.”

“If you think about it, Harry, none of these should be a revelation. They are appropriate to you and follow on from our last conversation.

In supporting your client boss, you are creating good connections.”

“I guess so.”

“For example, you are in a great position where your relationship means more – at the moment – than on performance indicators.”

Harry sighs in relief. “Thank goodness.”

“Also, you are starting to demonstrate you are protecting his trust and his business information. You must continue to show you understand and are living the very reasons why he selected you in the first place and – dare I say it – is keeping you.”

“I’m trying, Marcus, I’m really trying.”

“I know, otherwise I would not be helping you.”

“I wish I knew how to redesign his workplace.”

“Now that’s a soapbox I’ve stood on many times.”

“Oh?” “Long story, but when I first arrived here on secondment, I noticed a number of my employer’s staff bent over building layouts, colouring in spaces. Literally, like one of the modern day colouring books for adults!”

“What do you mean?”

“They were colour matching space by department as a means to measure total space for estimating build and fitout cost. I was stunned.”

“How so?”

“I’d come from a place where we had digitised every space for all our clients.”

“What for?”

“We used to advise our clients on placement of people according to function, strategic business goals and tactical project focus. It led to productivity improvements and also created great working environments. We

were doing this for clients back in the early 90s Harry, before the advent of BIM and AWD.” “Really?”

“Yep. Now bear in mind I had been seconded to create capability in this company, when I tried to introduce the same CADbased approach, they looked at me like I had two heads!”

Harry laughed. “Sounds ridiculous!”

“Well you’re right, but you see it from the benefit of hindsight. I watched, back then, a leading architect here in Australia recognise the opportunity of digitised workspaces to create a new business beyond traditional architectural design. He made a mint in the late 90s and now there are many workplace practitioners.”

“So?” “The point being is that arguably this skill and strategic application should have been part of the FM sphere. Instead it has been outsourced. It is no wonder executives see FM as they do.”

Harry goes quiet.

“While it’s too late to change this situation, you have a chance to be strategic for your client boss by showing you understand his business and can influence the workplace design.”

“With your help, Marcus.”

“Happy to, but I want you to think hard about the other opportunities the FM industry may potentially let slip; how many lost opportunities to innovate are there that could otherwise generate new sources of revenue?”

“You sound like my boss.”

“Maybe I should speak with him?”

Harry’s eyes narrow.

“I’m only kidding, Harry.”

In reception, Harry leads Marcus to the art works hanging on the walls. He smiles as he watches Marcus’ reaction.

“They’re all fountain pens, Harry. All these landscapes and portraits are made up from images of pens! Extraordinary.”

“You can see why I wanted them hung up. I think my client is beginning to realise I understand his business better.”

Marcus shakes Harry’s hand. “Small but effective steps Harry. Well done.” He looks again at the photographs. “I love them.” ●

As an FM consultant Graham Constable offers proven competencies in strategic and operational facilities and asset management and broad business experience gained over many years.

DECEMBER | JANUARY 2017 FM

22/11/16 2:17 PM

56 | ENERGY WATCH

Refrigeration – surreptitious profit eater COLIN KINSEY discusses the extensive energy costs that can be incurred by refrigeration systems and the ways to curb them.

A

three-metre reach-in refrigerator will set you back about $5000 and chew up about $22,500 of electrical energy over its lifetime.

Smart compressor electricity monitoring systems can have a short pay back, and save buckets of electrical energy use, as well as maintenance expenses.

To focus the mind: the cost of a kilo of refrigerant can equal the profits on 1000 litres of milk. Chasing down leaks can therefore pay off. Conserving energy usage for refrigerated cabinets and coolrooms is also smart.

Typical profit margins for supermarkets are around three percent, and energy, much of it electrical, is of the order of one percent of sales. Electricity usage for refrigeration is between 40 and 50 percent of the total bill.

And those refrigerant leaks? They can cause the compressors for the refrigeration systems to work harder – and use up more than the needed kilowatt-hours.

Because of the great range of refrigerated displays and freezers in supermarkets, we pick on a modest size cabinet – the three-metre, reach-in display refrigerator – to illustrate energy and efficiency considerations.

The energy apportions for the refrigerator are the following: compressor 55 percent, lighting 18 percent, anti-sweat heaters 13 percent, fans nine percent, defrost three percent and miscellaneous two percent.

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ENERGY AND MAINTENANCE CAN A MOUNT UP – UNNECESSARILY A ballpark for the annual electrical energy consumption is around 3500 kilowatt-hours per metre, of which the compressor accounts for at least half. Each metre runs out at an annual cost of $500 or thereabouts. So running things efficiently pays off and we’ll flesh that out in a practicable way.

Let’s move on to maintenance. There are emergency repairs, regular maintenance, preventive maintenance, predictive maintenance and there’s a wait for things to break. The cost stats for the supermarket sector are hard to come by – in part because people don’t necessarily break down costs in ways that suit the points we make here. But that doesn’t make them any less valuable.

Maintenance labour hours are expensive.

A lot are wasted because, and it often happens, equipment problems crop up anyway – unexpectedly. Breakdowns during trading hours are the worst. Regular maintenance is better than acting after equipment failure and preventive maintenance sounds like ‘motherhood’, but it is oversold because the factual basis for ‘prevention of problems’ is just not there.

So, a lot of money is actually being wasted either on service that’s not needed or, worse, service that causes problems. Remember that old adage: ‘If it ain’t broke, don’t touch it.’

PREDICTIVE MAINTENANCE REQUIRES A SOLID DATABASE What about predictive maintenance – are we just playing with words? The short answer often enough is ‘yes’. However, it’s ‘no’ if monitoring equipment on your refrigeration machinery is part of the picture. Then there’s a solid basis for predictive maintenance. And it’s efficient – the troops are only sent in when there’s a really good chance of finding problems.

Back to the reach-in display... unless remodelling in the store takes place, and a

smarter looking one is needed, it will stick around for 15 years. Its compressor will be sharing a rack with other like compressors.

In large stores there are often two replacements per year, and many are needlessly replaced. Here’s the rub, management is unlikely to disagree with its maintenance engineering department on technical issues, but if they don’t like the expenses all that happens is that budgets are cut, solving the ‘financial problem’ for a short time.

However, coming back to the opening bars of the profitability tune, the discords are still there – unnecessary dollars continue to be spent on both maintenance and electrical energy use for the long term.

We are not saying here that cleaning evaporator coils, drains, intake screens, condenser coils etc should not be done, but when it comes to the labour intensive stuff (checking compressor bearings, starter panels and controls) and testing the refrigeration charge, the right answer is a monitoring system and, furthermore, one that is an integral part of a big data system.

MONITOR ELECTRICAL ‘PAIN’ The monitoring system is very simply a collection of intelligent electricity panel meters, housed in the compressor stack rooms or nearby switchboards. Where appropriate, these smart meters can be used in conjunction with other stack controllers, which, among other things, control the compressor drive speed, adjust the condenser capacity in accordance with refrigerants requirement of the refrigeration points and increase energy efficiency, for example, by lowering the condenser temperature.

The intelligent meter outputs go to a data collector, and a program basically puts the various measurements (more about this later) into bins, or silos, where each silo is provided with low- and high-level warning levels.

The overall silo monitoring program uses logical combinations to provide

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maintenance management with exception reports, which clamour for attention. The sort of developing conditions that will be flagged are uninsulated or poorly insulated coolant pipework, heat gain through poor seals, insufficiently loaded compressors, condenser fouling and condenser fan malfunctions etc.

In short, what we’re saying is that the features of the electrical power intake by compressors are like your central nervous system. Persistent pain has you going to your doctor who then figures out what’s wrong with you – it’s no different with your refrigerated displays or freezers.

The monitoring system provides detailed energy use information, which forms part of the watching brief such as ‘spike’ problems (loss of a stator winding, bearings packing up etc), but also indicates longer-term problems, including increased energy usage as a result of refrigerant leakage.

The seemingly unavoidable refrigerant leaks from supermarket refrigeration systems – at an average annual rate of 25 percent of total refrigerant charge (these are US figures) – have cost the US supermarket industry dearly for decades, while prompting its Environment Protection Agency to impose regulatory limits on leak rates to curtail their environmental impact.

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AND NOT TO FORGET POWER QUALITY In addition to energy usage, other monitored parameters form a part of ‘power quality’. This is very much an electrical engineering term, but it includes things like over- and undervoltage, and voltage imbalance.

Supermarkets use three-phase power, so there are three voltages to contend with. When these are not equal, bad things happen to compressors; they run hotter than they ought to and, if the condition persists, lifetime is cut very short. Fixing this may require you to call in the distribution network provider. However, the problem can also be at the store side, in which case you could have an expensive cure on your hands.

Quite apart from energy usage – i.e. kilowatt-hours – supermarkets are charged for kVA (kilovolt-amp) demand. The additional charge, which can quite easily add 30 percent or more to electricity bills, covers the additional electric current the distribution network provider has to carry in order to deliver the usable energy.

Oversized compressors and fan motors require additional demand and add to your power bill needlessly. The monitoring system described above is an essential part in flagging this problem.

SO, WHERE TO FROM HERE? Use up some accounting department labour to pore over past maintenance accounts, breaking out the identifiable refrigeration and freezer classifications.

It won’t necessarily provide details of what specific technical services were performed.

Based on a three-metre reach-in display, we will assume a 1.5-kilowatt minimum rating compressor at $600 replaced three times over the display life; i.e. $1800. Energy usage over the display lifetime is $1500 by 15 years, or $22,500. Let’s assume conservatively a 10 percent saving as a result of monitoringbased, predictive service and add that to two avoided compressor replacements, or $3450 in total. Now we have a base for comparing the capital investment per monitoring point at $500 per compressor.

Although a very approximate method, in the absence of specific details for a particular supermarket, the payback per monitoring point is two years. However, combining two reachins reduces the payback to one year.

In conclusion, go and talk to energy and maintenance experts – you have nothing to lose save for unnecessary costs. ●

Colin Kinsey is a system engineer at Intelligent Energy Management Services, Power Parameters Pty Ltd.

DECEMBER | JANUARY 2017 FM

22/11/16 2:18 PM

58 | PROPERTY WATCH

Integrated services outsourcing model – a relic of the past?

RODNEY TIMM explains how integrated services outsourcing models are evolving to better satisfy clients in the property industry.

F

or the past two decades, the property and facilities management industry has promised a consistent, fully integrated service delivery across various disciplines and geography for their clients in the private and public sector.

Too frequently the industry’s clients have been excited about promises made, but underwhelmed by the services actually delivered. As a result, there has seemed to be a constant changing of the guard as contracts have been cancelled or renewed reluctantly because of inertia and the cost of change.

During this period, as communication and information technologies have become more ubiquitous, service solutions have continued to evolve, and with interoperability the norm, outsourcing outcomes have been able to be different.

This is probably the time to move away from integrated service delivery through a single managing contractor to considering ‘best of breed’ solutions, all interlinked through a service integrator.

SERVICE LEVEL INCONSISTENCIES In the past, there has been significant effort invested in structuring integrated service delivery platforms that could provide consistent levels of service standards across a range of related but very different types of service categories, each having their own challenges.

Through experience across many property portfolios serviced in outsourced contracts, it

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has become evident that human behaviours vary across the different facilities trades and skill levels.

Factors that motivate a lease negotiator may be vastly different to those that motivate a plumber. Yet across many integrated service delivery platforms, these differences are not recognised in structuring the performance management frameworks.

This difference is exacerbated when the service delivery is required across a wide geography covering many cultures.

What may work well and be a motivator in one culture may have a different impact on another culture. In addition, the level of skills that may be available in the various locations and cultures continue to vary significantly.

By persisting with integrated service delivery platforms across property, facilities and projects with prescriptive and onerous performance management frameworks, based on similarly structured service performance standards, it is likely that the contracts are being set up to fail. This has been evidenced in a number of contracts.

The reality is that the approach to service performance across disciplines and functions is best measured using methods closely aligned to each. This is also true across geographies. Although it may be an enviable aspiration to have one enterprise, and one standard approach, this neglects cultural and regional differences and capabilities.

BEST OF BREED SPECIALIST CONTRACTORS More and more client organisations are moving to models where it is possible to procure ‘best of breed’ service contractors for specific functions and regions.

Although most management contract models are structured to have the client participate in the procurement process to achieve this kind of outcome, this

Rodney Timm.

seldom provides the level of flexibility and control needed.

The contract governance structure and the performance management framework usually mean that ‘interference’ by the client is not considered ideal.

Once these forms of client input start to occur, the management contractor may take the approach of stepping aside to abdicate decisions and accountability to the client. This is not an ideal way to administer a management contract with a fee attached.

At the same time, service providers are moving to providing significant components of direct delivery for specialist services because of reducing industry margins.

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Direct delivery capacity building in specialist areas within the large service providers is becoming the industry norm. In addition, trade purchases in the industry, with larger companies buying up the smaller specialist service providers, is unlikely to go away soon.

This new trend goes some way to eliminating the ‘margin on margin’ debate around management contractors procuring

and managing a wide range of specialist subcontractors for a fee or additional cost layer. However, with this trend occurring, access to best of breed subcontractors is less likely to be accommodated within integrated service delivery contract structures.

Therefore, access to ‘best of breed’ specialist service providers, both related to particular services and local geographies, will likely need an alternative contract structure.

This is particularly relevant for clients who accept that operational property and facilities management is not part of their core business and the management of multiple service providers, as well as the overlay of the required portfolio data and information, should be outsourced.

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CLIENT IMPLEMENTED PROPERTY AND FACILITIES SYSTEMS In the industry many clients, as occupiers and owners of large portfolios of facilities, are still debating the best approach to manage their property and facilities data and information needs.

Most have come to the realisation that facilities information management is not a core function of their business model, and like to believe that the operational information needs of their accommodation portfolios can be done more effectively and cheaply by industry service providers.

But there is still a reticence by many industry clients to rely on service provider systems and start to consider the option of investing in their own system.

This thinking may be the result of bad past experiences or possibly the fear of losing control of their portfolio data – particularly in future changes to the contracting arrangements – or the complexities related to having multiple ‘best of breed’ service providers undertaking different specialised or local functions across the portfolio.

There are, however, significant challenges in this journey. There are many property and facilities data fields that are required to be interfaced to contribute to the effective operational, tactical and strategic management of a portfolio of accommodation facilities.

Data may relate to multiple lease arrangements, the physical and operational condition of assets, the servicing requirements of the plant and equipment, and the portfolio financial metrics – all aspects that are essential to underpinning all key facilities decisions. In addition, at some level the portfolio systems will be required to interface with corporate-wide financial or resource management systems.

To deal with the complexity of data, the large property and facilities management service providers have invested large amounts of capital to ensure that these integrated systems are part of their core business functions and one of their key aspects of competitive advantage.

These service providers now have highly modified propriety systems that they closely guard and do not sell as ‘stand-alone’ offerings.

For a client organisation, this can represent a major investment in systems, personnel, training and ongoing upgrades, all for an aspect of corporate management that is not core to the business.

This is funding that is unlikely to get the approval from senior leadership, particular in competition with other core business functions with limited corporate funding available.

PROPERTY AND FACILITIES MANAGEMENT INTEGRATOR Is there a better way? Globally, there have been some initiatives to accommodate the key emerging property and facilities management objectives, including: ● non-core operational and tactical property service delivery should be outsourced ● single source of truth for all property and facilities data and information interface, across all functional requirements, is essential ● structures should be in place to ensure that ‘best of breed’ specialist and local service providers can be accessed to ensure service delivery excellence, and ● termination of a major service contractor should not lead to the loss of the system containing the property and facilities data and information.

Portfolio managements integrator contracts have been used in limited global applications for major corporates.

In these arrangements, the key portfolio data and information across all functional services are provided in a management information bureau arrangement, supplemented by key support and governance functions, such as portfolio reporting, performance management, budgeting and variance analysis, procurement and other similar functions, as the portfolio management integrator.

In this structure, the integrator will work closely with the client in understanding portfolio strategy and will translate this into service delivery packages that can be serviced by ‘best of breed’ specialist or local service providers.

The integrator, reporting directly to the client, undertakes all the contract management, reporting and aggregation of data and information.

With this structure in Australia, there will be many challenges to be addressed.

But this may provide the client groups of industry with some confidence that the current integrated management contract can be relegated to a relic of the past that will move into the new world of portfolio management integrator, which has the capacity to manage ever-increasing portfolio ‘big data’ metrics, while still accommodating ‘best of breed’ service delivery in a value-for-money platform. ●

Rodney Timm is a director of Property Beyond Pty Ltd.

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60 | TECHNOLOGY

Reducing costs and alleviating security concerns with the cloud JAMES VALENTINE discusses how facility management can better manage cloud service to achieve cost and operational efficiencies.

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acility managers have embraced cloud-based technology because of the efficiencies it can offer. For example, facility managers can use mobile devices to log reactive jobs as they inspect the facility and, similarly, occupants can send requests to facility managers using the same technology.

This means managers can ensure that maintenance tasks, for example, are ordered according to priorities and efficiencies, rather than undertaken in an ad hoc fashion.

As well as providing operational efficiencies, the cloud has also been touted as a way to reduce costs. Cloud computing marries the ubiquity of internet access with the extremely low cost of computing power, so it stands to reason that organisations look to the cloud as a way to save money. And it is possible to save money by switching workloads to the cloud, but this can be true only if the cloud is managed properly.

Organisations can save money by not having to purchase and maintain as much hardware and infrastructure as in the past.

Software-as-a-Service (SaaS) options make the latest versions of apps available as a simple download, rather than having to spend time and resources on regular upgrades. But these savings can be eaten up by the additional costs of managing public cloud services.

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These costs come in the form of organisations needing to build the capabilities to support and manage cloud platforms within the business, which can be expensive and timeconsuming. Finding employees with the required skillset can be difficult. The latest research from Hays Quarterly suggests these skills are in short supply in the ANZ region1.

In practice, most organisations’ priorities default to hitting product or software delivery milestones, rather than to managing their cloud services. The result is higher platform costs because, instead of managing the cloud proactively, they passively allow it to accumulate unnecessary costs.

Fronde research has found that organisations without specialist skills to manage and optimise cloud platforms spend up to 60 percent more in platform costs and experience 35 percent more security breaches2.

Security risks increase when people managing and using the cloud don’t have the depth of knowledge and experience needed to keep it tightly under control. For example, when developers open firewall ports and forget to close them again, it increases the risk of a security breach. It’s also important to ensure that application stacks are getting patched and repaired. For many organisations, finding and allocating the in-house resources to manage cloud actively is both difficult and low on the priority list.

As a result, facility management organisations must find a balance between putting in place staff with a highly specific

and necessary skillset, and managing budgets effectively. Public cloud services in particular require a specific skillset, which, once in place, can help the organisation to claw back savings in platform costs.

These skills include using specialised tools and DevOps practices. Organisations can also utilise the training offered by cloud providers to help develop valuable platform management skills within the organisation’s IT team.

This can help IT managers find ways to reduce costs by gaining increased visibility into usage costs.

Once they can get a clear view of costs, they can begin to take targeted steps to reduce those costs. This may include shopping around and choosing multiple public cloud providers for different purposes. While this can add complexity, with the right skills in place to manage it, this approach can offer significant financial savings.

DevOps combines agile operations with increased collaboration among development and IT operations staff. A cultural approach rather than a set of tools, DevOps can help organisations extract more value from cloud services by delivering increased business agility, high availability, improved scalability, reliability, security and compliance.

DevOps-based tools help organisations to set up applications sooner, spending fewer cloud computing resources on development and more on production, where the return on investment (ROI) is most likely to be found.

It also increases the portability of apps to be deployed in different environments,

An outsourced partner can help optimise organisational spend, manage security risks and get the full benefits of the cloud. www.fmmagazine.com.au

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for example, reducing the amount of extra development required.

The business agility facilitated by the combination of DevOps and the cloud allows organisations to be more responsive to changing market dynamics, competing more effectively. Importantly, it also improves the way businesses utilise the cloud, leading to fewer wasted resources and vastly increased productivity.

However, these skills remain in high demand with nowhere near enough professionals available in the marketplace. For many facilities management organisations, the cost of employing these skilled professionals would be prohibitive.

Fortunately, businesses can overcome these challenges by outsourcing key aspects of cloud management. Partnering with the right organisation lets facility managers acquire the specialist capabilities

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to proactively manage cloud platform performance, costs and security. Also, to maximise the ROI, these organisations should engage with partners and use the specialist skills of their SaaS and Infrastructure-as-aService (IaaS) cloud architects.

These professionals can help businesses make better use of their cloud services, ensuring apps aren’t left on if they should be turned off, minimising development time versus production time, and providing a clearer view of costs, so they can be managed actively. Skilled professionals can also improve security and data sovereignty.

An outsourced partner can help optimise organisational spend, manage security risks and get the full benefits of the cloud. At a minimum level, organisations can be freed from billing administration and become more informed on the performance of their cloud resources. Managed cloud services providers

can gain flexible add-ons to manage their specific requirements. This has the twin benefits of ensuring a better ROI in cloud services, while freeing up the IT team to innovate and add value where it’s needed most.

For many organisations, achieving maximum ROI is unlikely, given their limited access to in-house skills and resources.

These organisations stand to benefit reduced costs and improved security by outsourcing their cloud platform management to the right partner. ● 1.

2.

www.hays.com.au/report/informationtechnology-16659?ver=d Research findings based on Amazon Web Services (AWS) cloud platform – www. fronde.com/products/aws-managed-services

James Valentine is chief technology officer at cloud computing experts, Fronde.

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62 | SPONSORED CONTENT: CASE STUDIES

Viega’s press-fit plumbing systems speed construction at Barangaroo Viega is playing a key part in the development of the new commercial district at Barangaroo in Sydney.

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n the edge of the famous Sydney Harbour and at the heart of Barangaroo’s new commercial district, there are three high-rise office towers under construction that will become a corporate centre for the Asia-Pacific region.

Developed by Lendlease and designed by internationally acclaimed architects, the three commercial towers at Barangaroo are ready to set new benchmarks for sustainable workplace design.

Called International Towers Sydney, the buildings comprise an impressive 49 floors, 43 floors and 39 floors, respectively. With a 2016 completion date, there were a huge number of contractors working on them. All three mechanical contractors – Axis, Brown and Moodie and Sydmex – plus the hydraulic contractor, used Viega’s Propress technology.

After another approach was initially considered, Viega’s innovative and highly efficient press-fit technology won out.

“Productivity was the main reason for the change from brazing to Viega press-fit as there is a lot of time lost moving oxyacetylene bottles vertically between floors – it is more efficient to use press-fit,” explains Rob Elliot, New South Wales state manager for Axis Plumbing.

“Other reasons included site work and safety requirements and the need to reduce/eliminate hot works on-site due to safety reasons.”

VIEGA THE PREFERRED SOLUTION Brown and Moodie, another contractor working on the project, also supported the use of Viega’s press-fit technology.

“Viega’s Propress was already approved and preferred by the consultants and engineers as a superior product, which made it easier for Brown and Moodie to get it through,” says Brown and Moodie project manager Quentin Brown.

“We were happy that the engineers were also convinced that press-fit was suitable for this project.”

Developer Lendlease secured a number of high profile tenants, including Westpac, KPMG, PwC, HSBC and

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Lendlease itself. The pressure was on all contractors involved to deliver the highest quality work, under tight timeframes, as safely as possible.

“That is the best thing about the Viega Propress system – it offers fast, flexible and safe copper pipework installation that assists with overcoming the challenges of working on such a large-scale project,” says Brown.

“The technology also works with the elimination of fire/ flame/hot work permits.”

TECHNICAL SUPPORT AND TRAINING Viega Propress copper press fittings are being used in all three towers for potable hot/cold water, as well as mechanical services and gas services.

As Barangaroo is a huge project for all involved, contractor Axis is particularly pleased with the technical field support and training Viega provides on-site.

“There is a peace of mind when using a premium product like Viega,” says Elliot. “We know that Viega is a premium product with unique features, the most innovative of which are the patented smart connect feature and leak detection safety feature. The added safety on-site, ease and speed of installation and quality of installation are the icing on the cake.”

Contractor Brown and Moodie also expresses a strong confidence in the quality of Viega’s products and the accompanying warranty. “The product gives us the ability to capture any unpressed joints thanks to their smart connect feature,” explains Brown. “Propress saves us time on installation, minimises the need for hot work permits and provides us with top-notch technical support and training.”

Viega aspires to provide clients with the best on-site support in the industry, as Viega Australia’s Robert Hardgrove attests.

“Viega prides itself on setting the highest standard for safety, product innovation and training for clients,” he says.

“For a large-scale project such as Barangaroo that needs to utilise the quickest, safest and most accurate way of installing a sizeable amount of piping, Viega’s Propress technology is a perfect fit.” ●

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An abatement mechanism that delivers

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he popularity of public authorities adopting a PPP (Public-Private Partnership) abatement mechanism approach to the operation of public services and facilities continues apace in the Asia-Pacific (APAC) region.

This means that there is an ever-growing bank of experience, learning and precedent being accumulated by the organisation intimately involved, day-to-day, in servicing the operations of PPPs. This approach spans education (schools and universities), health services (hospitals and health centres) and national and local government authority operations (civil service offices, government departments, prisons and detention centres), among others.

It is arguable that no business partner’s accumulated experience benefits the provider company carrying out PPP contracts more importantly than the one providing the abatement mechanism (PayMech) function: the computer utility used to calculate the fee due to the provider each month.

This is because it is in the nature of the PPP philosophy that annual/monthly service payment to the provider is the pre-agreed,

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tendered-for sum – minus deductions for under performance (characterised primarily by sub-standard quality issues and the unavailability of facility resources).

This partner’s position can be considered to be strengthened even further if the abatement function is closely integrated with the CAFM data sources recording, and providing to the abatement mechanism, all the relevant aspects of the day-to-day servicing of the contract.

There are inherent benefits, in set-up and day-to-day operation, in working with a supplier that owns the process from end-toend.

A PPP arrangement requires the provider to deliver to the specified agreed service level and no more. There is typically no bonus or incentive element (i.e. profit) in financial terms to be made from over-servicing and performing beyond the call of duty on a contract – only deductions from the contracted fee for events of underperformance.

The reasons for underperformance are multifarious, set out in the hundreds of pages of a PPP contract specification. If they occur in combination, they can invoke a harsh,

compounding, multiplier effect that results in enlarged penalties.

FSI has more than 15 years’ experience in delivering PPP abatement mechanism solutions to clients. This involves the use of our Concept Evolution CAFM range, for performance data gathering and service delivery management, through to the all-important abatement mechanism, which ultimately calculates the bottom line deductions each month in respect of the actual quality and quantity of service performance delivered.

FSI’s experience has been applied to the latest generation Concept Evolution Abatement system. Designed for swift, flexible deployment with considerable, pre-built ‘outof-the-box’ economies, it builds on the existing functionality Concept Evolution offers and adds significant breadth and depth to meet myriad client-specific requirements.

The future-proofed, upgradeable and reconfigurable nature of the techniques used can be considered as having a potential 20- to 50-year life alongside the projected operating periods of some of the PPPs themselves. ● www.fsifm.com.au

| JANUARY DECEMBERFM DECEMBER | JANUARY 2017 FM 2013

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64 | SOFTWARE

How automated systems maximise workforce management ROI LESLIE TARNACKI discusses the benefits that facility managers can see when automated systems are introduced into workplaces.

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mployees represent 70 percent of an average organisation’s total operating costs1. Facility management businesses looking to manage this expense more tightly should turn to automated workforce management systems to strategically manage staff spend and gain a higher return on investment (ROI).

Time and attendance tracking, workforce scheduling, leave management, workforce analytics and fatigue management should all be automated. Even by conservative estimates, a successful workforce management project can save a business millions in annual recurring expenses, freeing up budget for other strategic initiatives. There are six ways automated systems can maximise a facility management business’ return on workforce management investment:

1. CONTROL COSTS Automated systems can capture, combine and analyse data on workforce scheduling and staff activities, and other enterprise systems, such as financial applications. This deep analysis can provide detailed snapshots of business processes and help identify best practices.

Visual reports make it easy for businesses to identify patterns in organisational processes and outputs, and put them into action. This lets companies better assess how current practices need to change to meet business goals.

Real-time visibility into workforce capacity and deployment can help managers identify where they can implement cost-saving measures more quickly. Automated systems can significantly improve labour costs and drive total overtime costs down by 19 percent2.

2. INCREASE EFFICIENCIES Data analytics can help businesses make better informed decisions. Data offers unbiased insights and reduces the influence of human emotion in workforce management. The depth of insights delivered by analytics tools grows as data is continuously captured by automated systems. Businesses should start to implement workforce management analytics as soon as possible to achieve a competitive advantage.

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Eliminating manual processes can reduce errors in pay calculation and data collection, and help organisations to quickly process accurate retroactive calculations. Automated systems with self-service tools let employees manage their own shifts and time off. This helps to reduce administrative task workloads for HR (human resource) teams.

3. BOOST MORALE New research from LinkedIn shows that many Australians who leave their job do so because they are unsatisfied with management3. Workforce management software can improve management processes and help prevent valuable employees from leaving.

Understanding employee preferences and customer demand patterns can also help the business improve scheduling. An automated workforce management system makes it easy to get a clear view of each person’s preferences and managers can make rostering decisions accordingly. Balancing the demands of customers and employees improves satisfaction, which is linked to the bottom line.

Organisations with automated systems can promote work-life balance by giving employees real-time visibility into time-off accruals, and letting them bid for and swap shifts.

When employees feel more in control of their own destiny, it makes them feel as though management is doing a better job.

This leads to less chance of a valuable employee moving on, and can actually increase loyalty and longevity among staff. In an environment where some skills are at a premium, this can provide a competitive edge for many organisations, as well as reducing the costs associated with replacing experienced staff members.

4. SIMPLIFY COMPLIANCE Automated systems manage a full range of national and local wage laws, leave regulations, union rules, corporate policies and regulations specific to an organisation’s industry. This helps to reduce human error in keeping records up-to-date and reduces compliance risks.

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Using an automated workforce management system means businesses have a clear audit trail and proof of how employees have been treated. It also means that businesses are less likely to make mistakes, for example, when ensuring staff have adequate time off and are rostered fairly.

5. EXTEND THE VALUE Organisations that integrate the real-time data from automated workforce systems with existing technologies, such as enterprise resource planning (ERP) and payroll systems, will gain maximum value for their investment.

Sharing workforce management data with other applications can give the organisation deeper insights into workforce trends and help to drive processing efficiencies.

6. SAVE TIME AND MONEY Workforce management technology can free up time and money from human resources departments. When it is delivered as a cloud-based service, it can also reduce organisational overheads relating to hosting and IT maintenance, so it can save a business even more time and money. Cloud-based solutions also ensure organisations remain up-to-date via incremental updates.

To maximise investment in workforce management, facility management businesses should consider the strategic role technology is able to play. Having an automated, cloud-based workforce management system

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in place can significantly reduce costs and increase value for businesses, giving them a competitive edge. ● 1.

2.

3.

Human Capital Management Institute, Managing an Organisation’s Biggest Cost: The Workforce (www. hcminst.com/files/OrgPlus_Total_Cost_Workforce_.pdf) Aberdeen Group. ‘Bottom Line Reasons for a Total Workforce Management Strategy’, December 2014.

LinkedIn study, November, 2015 – http://bit.ly/1lgRhbj

Leslie Tarnacki is vice president and general manager of WFS: A WorkForce Software Company (WFS Australia)

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66 | EVENTS

FACILITY MANAGEMENT IN AIRPORTS WHEN: 7 – 8 December 2016 WHERE: Dusseldorf, Germany CONTACT: www.efmc-conference.com ___

BUSINESS FACILITIES LIVEXCHANGE WHEN: 23 – 25 April 2017 WHERE: Park City, US CONTACT: www.bflivexchange.com ___

SYDNEY BUILD EXPO WHEN: 23 – 24 March 2017 WHERE: Sydney, Australia CONTACT: www.sydneybuildexpo.com ___

TOTAL FACILITIES WHEN: 29 – 30 March 2017 WHERE: Sydney, Australia CONTACT: www.totalfacilities.com.au

DESIGNBUILD WHEN: 3 – 5 May 2017 WHERE: Melbourne, Australia CONTACT: www.designbuildexpo.com.au ___

ELECTRIC POWER AND LIGHTING

AUSTRALASIAN WASTE AND RECYCLING EXPO

WHEN: 7 – 8 July 2017 WHERE: Melbourne, Australia CONTACT: www.electricpower-lighting.com ___

WHEN: 23 – 24 August 2017 WHERE: Melbourne, Australia CONTACT: www.awre.com.au ___

SECURITY EXHIBITION AND CONFERENCE

WASTE EXPO

WHEN: 26 – 28 July 2017 WHERE: Sydney, Australia CONTACT: www.securityexpo.com.au ___

WHEN: 11 – 12 October 2017 WHERE: Melbourne, Australia CONTACT: www.wasteexpo.com.au ___

INTERNATIONAL LIGHTING AND FACILITIES EVENT

INTEGRATE

WORLD WORKPLACE CONFERENCE AND EXPO

WHEN: 31 May – 2 June 2017 WHERE: Sydney, Australia CONTACT: www.sparcfmaevent.org

WHEN: 29 – 31 August 2017 WHERE: Melbourne, Australia CONTACT: www.integrate-expo.com

WHEN: 18 – 20 October 2017 WHERE: Houston, US CONTACT: www.worldworkplace.ifma.org

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