Canadian Facility Management & Design by MediaEdge

AUGUST MONTH 2016 2012

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SENSORED BROOKFIELD GIS TRACKS SPACE UTILIZATION STATS IN NEW INNOVATION CENTRE

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[ contents ]

MONTH 2012 COVER PHOTO BY PHILIP CASTLETON PHOTOGRAPHY INC.

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On the cover: Brookfield GIS’ new Innovation Centre sports branded blues and productivity-promoting white surfaces. Page 18.

XX 18 Inspirational quotes add whimsy to Brookfield GIS’ new Innovation Centre.

18 EXPANDED AND REBRANDED

rookfield GIS, Canada’s largest outsourced provider of facilities management services, B looks to in-house resources to reinvent its image in newly leased space.

22 NEW SAFETY DATA STANDARDS

What you need to know about updated regulations for the labelling of hazardous materials.

32 GUARDING AGAINST OBSOLESCENCE How to integrate the latest innovations in security, based on budget and priorities. 34 FROM OFFICE TO DESTINATION

Five design strategies to encourage employees to make the commute.

36 DETAIL-ORIENTED

Design accents play a supporting role in the latest offerings of benches, chairs and stools.

32 columns

departments

4 OBSERVATIONS 8 FM ERGONOMICS 12 FM EDUCATION 16 MANAGEMENT MEMO 24 TECHNOLOGY 28 REGULATIONS 38 LAST WORD

6 FOUNDATIONS 31 INFOGUIDE

[ observations ] BY MICHELLE ERVIN

SPACE UTILIZATION STATS

uddle rooms. Quiet rooms. Telephone rooms. Whatever you call these closed spaces, they are increasingly replacing the private office on open-concept floorplans. The provision of these breakout areas is designed to give back what organizations take away when they reduce the number of assigned workstations and shrink the footprint of those workstations. The redistribution of space also recognizes that employees need different types of spaces to complete different tasks. Yes, the current consensus is that collaboration is the path to innovation, but the latest thinking acknowledges that concentrated work needs to get done too. If organizations get the equation right, the result is optimized space that supports productivity, both of which affect their bottom line. But how can they determine that they’ve got the equation right? Brookfield Global Integrated Solutions (Brookfield GIS) has turned to sensors to collect space-utilization data in its new Innovation Centre. The technology counts people as they enter a room and, through motion detection, captures how much time they spend there. And it works in tandem with a booking system to free reserved spaces if the sensors indicate that the parties who planned to meet fail to arrive within five minutes. The centre is essentially a living lab, out of which the outsourced facilities management provider’s most mobile workers operate. It’s located on the top floor of the three-storey building that houses the company’s head office. The renovation of Brookfield GIS’ newly leased space, the scope of which dramatically expanded following the company’s divestiture and a major contract win, is the subject of this month’s cover story. Also in this outsourcing and securitythemed issue, you will find articles on the changing nature of guard patrols and trends in technology solutions. Plus, our regular new products round-up features the latest seating offerings, including a few pieces fresh off of NeoCon awards. Much like Airbnb is facilitating the more efficient use of residential properties, there are opportunities for technology to do the same for commercial and institutional properties. And right equation or not, the people I observe daily in my own office building, hiding in hallway corridors, talking in hushed tones on their cells, make a compelling case for breakout spaces such as telephone rooms.

AUGUST 2016 Volume 31, Issue No. 4 PUBLISHERS: Stephanie Philbin stephaniep@mediaedge.ca Sean Foley seanf@mediaedge.ca EDITOR: Michelle Ervin Tel (416) 512-8186 ext 254 michellee@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca DESIGNER: Jennifer Carter jenc@mediaedge.ca WEBDESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca DIGITAL & SALES COORDINATOR: Paula Miyake paulam@mediaedge.ca CIRCULATION: Maria Siassina circulation@mediaedge.ca (416) 512-8186 ext. 246 PRESIDENT: Kevin Brown kevinb@mediaedge.ca GROUP PUBLISHER: Melissa Valentini melissav@mediaedge.ca DIRECTOR OF DIGITAL MEDIA: Steven Chester stevenc@mediaedge.ca EDITORIAL ADVISORY BOARD Barry Brennand, Merlin Consulting Group; Jaan Meri, P.Eng., Consultant; Alex K. Lam, MRAIC, The OCB Network; Janine Reaburn, LoyaltyOne, LEED ® AP

Canadian Facility Management & Design (CFM&D) magazine is published seven times a year by MediaEdge Communications Inc., 5255 Yonge Street., Suite 1000, Toronto ON M2N 6P4; Tel (416) 512-8186; Fax 416-512-8344; email: circulation@mediaedge.ca SUBSCRIPTIONS Canada 1 yr $50* 2 yr $90* USA 1 yr $75* 2 yr $140* Int 1 yr $100* 2 yr $180* * Plus applicable taxes.

MICHELLE ERVIN michellee@mediaedge.ca

Authors: CFM&D magazine accepts unsolicited query letters and article suggestions. Manufacturers: Those wishing to have their products reviewed should contact the publisher or send information to the attention of the editor. Sworn Statement of Circulation: Available from the publisher upon written request. Although Canadian Facility Management & Design makes every effort to ensure the accuracy of the information published, we cannot be held liable for any errors or omissions, however caused. Printed in Canada. Copyright 2016 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505

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» foundations » TORK OFFICE TREND REPORT 2016 BY THE NUMBERS The global professional hygiene brand surveyed 8,000 office workers in 17 cities worldwide, including Ottawa and Toronto, this past spring. Here are some of its vital stats:

39%

The share of respondents who agreed with the statement: “Restrooms in my office are not always properly cleaned;” 35 per cent disagreed, while 26 per cent said neither.

LISA FULFORD-ROY TO LEAD WORKPLACE STRATEGY FOR CBRE In a July 12 press release, CBRE Limited announced that Lisa Fulford-Roy would be joining its team as managing director of workplace strategy in eastern Canada. Fulford-Roy’s more than 20 years of experience include her most recent role supporting clients at HOK, the global design, architecture, engineering and planning firm. “During her time at HOK, Lisa became a strategic partner in the design and development of our three new GTA offices,” said Mark Renzoni, president and CEO of CBRE Canada. “Lisa is well-known and highly regarded in the industry and our ability to provide her services for the exclusive benefit of our clients gives us a real competitive advantage.” Leveraging Fulford-Roy’s expertise and relationships, the new position comes as CBRE advances its Occupier Initiative in the GTA. The initiative brings together its brokerage, workplace strategy, project management, business transition and move management services in a single solution.

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2/3

79%

6 CFM&D August 2016

The share of workers from Ottawa and Toronto who believe they have better hygiene than their peers, which the report gently pointed out was statistically impossible.

The approximate share of workers who said they would complain about unsatisfactory hygiene products to their facility or office manager.

The National Capital Commission has approved plans to convert Ottawa’s circa-1912 train station into a temporary home for the Senate of Canada. The design, done in joint venture by Diamond Schmitt Architects and KWC Architects, will see the building fit out for use by parliamentarians, their staff and the visiting public by 2018. The Senate will operate out of the refreshed facility for the 10 years it will take to complete the renovation of its permanent chamber in Parliament Hill’s Centre Block. Among other things, the interim accommodations will provide committee rooms and offices for parliamentary staff as well as restore public areas such as the general waiting room. An eastern addition, described as a modern intervention inspired by the original Beaux Arts architecture, will resolve an unfinished façade left by earlier demolitions and renovations.

ENGIE SERVICES WINS P3 CONTRACT FOR FM SERVICES AT ETOBICOKE GENERAL With subsidiary ENGIE MultiTech (formerly known as Cofely Adelt), ENGIE Services jointly won a 32-year P3 contract for integrated facility management services at the Phase 1 patient tower at Etobicoke General Hospital of the William Osler Health System. The new four-storey, 250,000-square-foot facility is designed to attain LEED Silver certification and will feature an ambulatory procedures unit, an expanded ICU/CCU, a larger emergency department and larger patient rooms and a maternal newborn unit. Starting this summer, construction is slated to reach completion by mid-2018. As part of the Etobicoke Healthcare Partnership consortium, ENGIE Services will deliver energy management, hard and soft FM services as well as lifecycle, while ENGIE MultiTech will be responsible for mechanical and plumbing construction.

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THIS MONTH’S ONLINE EXCLUSIVES ALL THE BUZZ

Inside CBRE’s latest workplace transformation The opening of CBRE’s new Toronto West office marked the firm’s first of three “workplaces of the future” to debut in the GTA, with its new Downtown Toronto and Toronto North offices slated for move-in before end of year. Ultimately, the program will see 70 per cent of CBRE’s Canadian workplaces transformed.

The Ontario government has boosted funding for the repair and renewal of schools by $1.1 billion.

FROM THE GREEN BIN

Three exemplars of modern workplace design Digital wayfinding for a large tech campus, bungee cords as room dividers in a millennial-centric office and Hollywood style for a London-based entertainment business. These are some of the workplace design features discussed in Modern Examples of Designing a Better Workplace, the latest installment in an AgilQuest webinar series.

Wellness programs down, overtime work up Some employers appear to be scaling back wellness programs at a time when employees are facing rising job demands, according to the second annual Staples Business Advantage Workplace Index. Of the 1,110 Canadians surveyed, 43 per cent reported clocking more than eight hours per day to stay on top of increasing workloads while 55 per cent reported lacking access to health and fitness supports.

Q2-2016 saw an uptick in the number of LEED v4 registrations, tallying four new projects.

EXPERT ADVICE

Cathie Saroka talks advancements in decorative glass technology.

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[ fm ergonomics ]

This page sponsored by

BY MICHELLE ERVIN

First the height-adjustable table rose to the challenge of fighting the negative effects of sedentary work. Now the treadmill desk is adding movement to the mix

ust as the height-adjustable desk rose to the challenge of fighting sitting as the new smoking, due to the negative health effects of sedentary work, the treadmill desk is adding movement to the mix. But is it possible to walk and type at the same time? That’s the question Peter Schenk, president of LifeSpan, hears most often at trade shows. He would say yes, but it can take practice, which is why he recommends starting with simple tasks, such as phone calls. Take, for example, “Cognitive and Typing Outcomes Measured Simultaneously with Slow Treadmill Walking or Sitting: Implications for Treadmill Desks” by Michael J. Laron, James D. LeCheminant, Kyle Hill, Kaylie Carbine, Travis Masterson and Ed Christenson. The study, published

in 2015 in the Public Library of Science’s scientific journal PLOS ONE, reinforced earlier research that found individuals assigned to treadmill workstations typed slower and less accurately than individuals assigned to seated workstations. The study also found that the walking group performed marginally worse than the sitting group in tests designed to evaluate attention, learning, memory and processing speed. However, the authors suggested that the health benefits of using a treadmill desk may be more important than the slight dip in learning and typing outcomes compared to using a seated desk. Plus, they added, their study was limited in that it examined only the short term. “Additional research is especially needed to determine if adaptation to a treadmill workstation occurs and to

� 8 CFM&D August 2016

what extent this influences cognitive and work-related performance,” the authors concluded. Based on anecdotal evidence, including customer feedback and his own personal experience, Schenk affirmed that this does indeed occur. “The positive thing that we’ve seen is that the research has gotten more robust, and maybe more clinically accurate in recent years,” he said. “When we first got it, it was such a novelty that very little training was given to people, and then they would do something like test productivity without anybody having gone through a learning curve, but most of the more recent studies are showing that people are in fact more productive, more creative.” A year-long study, “Treadmill Workstations: The Effects of Walking while Working on Physical Activity and Work Performance,” published in 2014 in PLOS ONE, demonstrated just that. Authors Avner Ben-Ner, Darla J. Hamann, Gabriel Koepp, Chimnay U. Manohar and James Levine

Ottawa’s Carleton University procured two treadmill desks for its new Discovery Centre in MacOdrum Library. The space was created as part of a redesign completed in joint venture by Diamond Schmitt Architects and Edward J. Cuhaci and Associates Architects.

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WALK WHILE YOU WORK

concluded that after an initial decline in work performance, using a treadmill workstation had a positive effect on both work performance and physical activity. Alan Steele, director of the Discovery Centre for Undergraduate Research and Engagement at Carleton University, commented that working while walking puts him in a slightly different state of mind. Steele uses the treadmill desks located within the post-secondary school’s MacOdrum Library for writing. In fact, he was the person who procured the two workstations, which were introduced as part of the larger transformation project that produced the Discovery Centre. “It’s an informal space for students to come, study, work in groups,” said Steele. “We wanted to make it a dynamic space, so in looking around at the range of furniture and thinking about the types of furniture that we were wanting for the space, we came across the treadmill desks.” The literature on the ill effects of prolonged periods of sitting was a factor in the decision to purchase two of those workstations. Their application at Carleton University, which saw them installed side by side, facing a window overlooking the Rideau Canal, is similar to that of other organizations. As Schenk recounted, when his company got into the treadmill desk business four years ago, roughly 70 per cent of its clients had at least a Master’s degree, such as professors, attorneys and CEOs. Since then, the highly educated, health-conscious, sedentary professionals who first adopted these workstations have typically rolled them out to their employees a few at a time in common areas. “Within those group, in terms of how the companies are using them, we definitely get the more sedentary workers — from programmers, to technology [workers], to engineers — but there are also sectors,” he said. “For instance, 911 call centres are one of our bigger customers because they Canadian Facility Management & Design

have workers that are highly sedentary, that are required to stay alert, and they can use walking as a means of staying sharp.” Schenk advised that employees should be given basic orientation before working from treadmill desks, which Carleton ensures happens by requiring users to obtain the keys from staff. Proper posture, for example, mimics a walking posture, meaning the spine needs to be aligned, any screens should be positioned so the user is looking straight ahead and the desk should be set at a height at which arms are not reaching up or down. Prospective buyers or users also express concerns about what level of noise the treadmill workstations will produce. Unlike fitness treadmills, treadmill desks are engineered to sustain a slow pace for long periods of time without overheating the motor and causing premature wear and tear. Schenk observed that the motor is actually fairly quiet, but that if users don’t pay attention to their gait, the noise of their feet dragging may be disruptive. Steele echoed the sentiment that the motors on the Discovery Centre’s treadmill workstations are quiet, although he said that some users may be shy about drawing attention to themselves with the beeping that is generated when they’re adjusting the speed. Given that treadmill desks are not intended for vigourous exercise, they come with max speeds of either two or four miles per hour; an upper limit of two miles per hour is appropriate for most employees. “As a rule of thumb, the more complicated the task, the more people slow down,” Schenk said. As for how much time people should spend using treadmill desks, Schenk offered a few hours a day as a guideline. However, he added that it may be more practical to step onto treadmill desks for particular tasks than to set a timer. For example, Schenk uses his treadmill desk for phone calls (including for the

interview he had with CFM&D for this article, during which time he indicated he was walking at a pace of 1.6 miles per hour). In addition to maximum speeds, safety features can include a mechanism by which the belt automatically stops turning if a user falls or steps off the workstation while it’s moving. Other safety measures can include a marking on the belt to indicate when it’s in motion; Carleton University uses stanchions to prevent passersby from tripping on the desks. Based on his company’s work in the fitness space, Schenk anticipated that, with proper maintenance, treadmill workstations should have a lifespan of five to seven years. His company prescribes a cleaning and inspection schedule of once every three months. Although people aren’t exactly lining up to use the treadmill workstations in Carleton’s Discovery Centre, Steele considers their application a success. “I’m pleased with the level of acceptance that’s gone on with this; it’s not viewed as a white elephant,” he said. “Students use them, we have staff come in and use them, and we’ve had faculty come in and use them.” Some faculty members have even bought treadmill desks for their offices after taking the shared workstations out for a test run — er, walk. When Schenk’s company checked in with a group of its customers at the three-month mark and again at the 15-month mark, customers reported reduced lethargy as an immediate benefit at the first check-in and improved health metrics as a long-term gain at the later follow-up. In some cases, it may truly not be possible to complete a particular task on the treadmill workstation, he acknowledged. “I might be doing a spreadsheet, graphics work, where it’s more difficult to move small distances,” Schenk said. “That’s probably the opposite extreme where you may want to pause it and just use it as a standing desk.” | CFM&D August 2016 CFM&D 9

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BRINGING TECH TO EMERGENCY PREP

It takes communication, coordination, and cooler heads to carry out an effective emergency procedure. Yet as anyone who has experienced an emergency or disaster event first-hand will agree, these can sometimes be in short supply. This is where technologies like WPS Disaster Management Solutions’ Building eVac mobile app are helping to bridge the gap between emergency planning and onthe-scene success.

Developed for WPS’s ePlan Advantage suite of property management software, Building eVac was designed from the ground-up to give users at all levels of a building an all-in-one and easily accessible tool for use in an emergency event.

happens, so we’re confident this app will provide evacuation team members with a resource that will give them the information and the confidence to carry out those procedures effectively, whether they’re experts on the plans or not,” says Doug Araki, President of WPS.

“There’s always been a huge gap in terms of reading emergency plans and being properly prepared once something

Backed by WPS’s 35-plus years in the building fire and life safety planning industry, Building eVac was designed on one simple premise: that

no two buildings are ever the same. That’s why the team built its app to be easily customizable for every user and building in which it is used. “Every property has a different structure and group of people, so it was important from the onset to make sure the app could adapt to specific buildings based on their fire and life safety equipment, who is working or living there, their evacuation plans, and a host of other factors,” explains Araki.

That level of customization also extends to Building eVac’s users. Once registered with the software, the app will remember each user’s role and building the moment they sign in, after which it will present relevant features and information to match. For example, tenant floor wardens who use Building eVac during an event will have instant access to building personnel contacts and evacuation details; whereas building managers, engineers, and security personnel will also have access to detailed floor plans and connections with their suppliers and other essential contacts. Additionally, the app automatically downloads vital building emergency information to one’s phone as soon as they log in. This ensures life-saving data is not compromised by lack of internet or wi-fi problems in a crunch. Surely, this level of access poses security questions when it comes to sharing information on the building and its occupants. However, says Araki, the app comes with the ability for building

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management to restrict its usage amongst staff or tenants who leave the building, thereby ensuring confidential information isn’t literally walking out of the door. “You don’t want everyone to have access to your building app, so we’ve made sure that if an individual leaves the building, the management can deactivate that person from the software so they won’t be able to get into the app next time they go to use it.” The app may still be new to the market, but its development has taken nearly three years to perfect. Now on its ninth version, it includes features that have been added at the request of users – such as more detailed information and resources for occupants with mobility issues – and extra touches that have made it more user-friendly.

More than a standalone product, Building eVac was designed to leverage WPS’s ePlan Advantage family of property management applications, including its online eTraining which helps to provide emergency response training at the user’s convenience. All combined, it’s WPS’s hope that Building eVac will make a key difference in the lives of emergency personnel and the people they are protecting. “We’ve been in the emergency planning business for a long time, so we’ve seen the challenges of not only developing emergency plans, but implementing them,” says Araki, adding, “Now, we’re excited about Building eVac’s potential to address that, giving people the ability to access reliable information when they need it most and, ultimately, saving lives.”

For more information on Building eVac and WPS Disaster Management Solutions ePlan Advantage, visit www.wpsevac.com or call us at 1.800.545.9028.

FEATURES • Custom app developed specifically for your building • Custom app developed for Building Emergency Personnel and Floor Wardens (not generic) • Direct navigation to Emergency Procedures or Main Menu • Easy to follow step by step emergency procedures • Offline accessibility (some features may be disabled without WiFi or data) • Building specific information updates automatically every time you log-in to the app • Fire evacuation map directing you to your recommended assembly area • Assembly area ‘Streetview’ (may not be supported by some cellular phones) • On-demand video training available at your convenience (requires WiFi or data). • Quick access to your building’s critical emergency contact list (updated real time each time you log-in) • Quick and simple evacuation report-in status • Built-in SMS/Voice notification system (for Building Emergency Personnel)

Download eVac to your mobile phone.

[ fm education ]

These pages sponsored by

BOMI

BY GARY MADARAS

C A N A D A

ACOUSTIC PERFORMANCE The rise of open-concept offices has given way to new noise challenges. It’s possible to meet attenuation, reduction and transmission standards with the right design, but it requires an understanding of the respective roles ceilings and walls play in absorbing and blocking sound

�

The absorption rating (NRC) of ceiling panels in conference rooms needs to increase from NRC 0.60 to NRC 0.90 to maintain speech intelligibility when carpeting and wall panels are not used.

s walls have come down in offices to create openconcept spaces, the trend has brought welcome change, such as encouraging collaboration, but it also means that the old ways of managing noise no longer work. Distraction and a lack of privacy are real concerns that must be addressed in the acoustic design of today’s buildings. 12 CFM&D August 2016

With the popularity of open-concept spaces and use of sound-reflective and sustainable materials, facility managers and designers are looking to the ceiling for noise control. However, the notion that dual-purpose or multi-functional panels can both absorb and block sound effectively has raised confusion about the primary role of ceilings. In reality, acoustic ceilings are good at sound absorption because they are porous, and in open spaces, the general

rule is the higher the absorption rating the better. Modular acoustic ceilings do not have enough mass to block sound between private rooms and penetrations for lights and air devices let sound leak through. Walls are more effective at blocking noise transfer between rooms because of their mass and solidity. Controlling noise in today’s open building designs begins with effective noise absorption. Acoustic ceiling panels hold the potential to absorb the lion’s share of noise generated in spaces, preventing widespread disturbances and lack of productivity. This explains why the WELL Building Standard 2016 requires the ceiling in open offices to have an NRC of 0.90 or higher (see “Decoding the acronyms and technical terms” for reference). Enclosed spaces, such as meeting rooms, demand noise absorption too. The maximum permissible reverberation times are decreasing in building standards and guidelines, demanding high-performing ceilings. Where low-performing ceilings are installed, the walls and floor may require additional absorption, which adds avoidable costs. In the past, for example, a conference room with carpeting and acoustic wall panels may have only required an NRC of 0.60 for the ceiling. If the carpeting and wall panels are removed, the ceiling now needs an NRC of 0.90 to maintain the same reverberation time. To achieve successful acoustic experiences, focus on the high absorption ratings of ceiling panels. Dual-purpose or multi-functional ceiling panels that attempt to both absorb and block sound sacrifice absorption performance for higher blocking performance. Increasing density and mass for improved sound blocking capacity decreases the porosity and open pore structure www.cfmd.ca

needed to absorb sound. Yet the higher blocking performance that these panels can provide is not high enough to be effective because the standards are based on the blocking levels of much heavier walls. So, if a product is able to absorb sound effectively, it cannot also block an adequate amount of noise to meet the requirements in the standards. Lights and air distribution devices can also cause serious noise flanking paths or leaks that make the blocking properties of ceiling systems even less effective. This reduction in noise control is enough to make speech from adjoining spaces intelligible — meaning privacy is lost. Consequently, in commercial spaces, a preferred acoustic design approach is to use the ceilings for noise absorption and the walls or other architectural components for isolation or blocking performance. One of the easiest and most cost effective ways to comply with minimum reverberation times and keep noise from spreading through open spaces and down corridors is to use a highly sound-absorptive ceiling. When privacy between rooms is required, fullheight walls or a lightweight plenum barrier will help meet the isolation, or blocking, requirements for minimum Sound Transmission Class (STC) ratings in the acoustic standards, guidelines and building rating systems. Start by selecting the correct sound absorption level for the ceiling panel. Then, if sound blocking is still needed, develop the right system approach to the room design. This can encompass fullheight walls, lightweight plenum barriers and other noise control measures that work in conjunction with the ceiling panels to effectively block sound. CONSIDER:

• What are the expectations for speech intelligibility, privacy and noise control Canadian Facility Management & Design

In commercial spaces, a preferred acoustic design approach is to use the ceilings for noise absorption and the walls or other architectural components for isolation or blocking performance.

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Ceiling panels in open office spaces should be optimized for absorption (NRC). Panels that attempt to both absorb and block sound sacrifice beneficial absorption for unnecessary sound blocking.

DECODING THE ACRONYMS AND TECHNICAL TERMS NRC – Noise Reduction Coefficient – The metric of how much noise gets absorbed by a surface material, such as ceiling panels. In many cases, a higher NRC is better. CAC – Ceiling Attenuation Class – The metric of a ceiling panel’s ability to block noise transfer between two adjacent rooms when the wall stops at the ceiling level. STC – Sound Transmission Class – The metric of a wall’s ability to block noise transfer between two adjacent rooms. STC also can apply to other building elements and assemblies. Flanking path – Openings or “leaks” in the ceilings or walls that permit noise to transfer between two adjacent rooms, thus decreasing the actual amount of blocking. Plenum – The open space above a suspended ceiling. Plenum barriers – Lightweight materials positioned vertically in the plenum to separate rooms acoustically and to achieve acceptable blocking performance.

August 2016 CFM&D 13

[ fm education ] for users of the space (i.e. sensitivity to noise)? • How is the room being used (i.e. How much noise can be expected inside the room and from adjacent rooms)? • Are there any applicable standards or regulations that need to be met?

�

Use full-height walls to block sound between noisy and quiet areas. Ceiling panels do not have enough mass to serve as sound barriers and the ceiling system is often penetrated, allowing noise to leak through.

After defining the requirements of the space, select the levels of absorption and blocking that are required — low, moderate or high. As examples: A waiting room would have a low sensitivity to noise and a low to moderate amount of noise inside the room. As per the chart “NRC – Optimizing Good, Better, Best,” the waiting room would require an absorption level of NRC 0.70. By way of comparison, an emergency room would have a high sensitivity to noise and a high amount of noise inside the room. It would require an absorption level of NRC 0.90. An office next to another office would have a low to medium sensitivity to noise and a low to medium amount of noise in adjacent rooms. As per the chart “STC – Optimizing Good, Better, Best,” the office would require a blocking level of STC 40 to 45. By way of comparison, a classroom next to another classroom would have a high sensitivity to noise and a medium to high amount of noise in adjacent rooms. The classroom would require a blocking level of STC 50. Today’s approach to building acoustics is not a one-size-fits-all solution. To get the best acoustic experience, independently identify the optimal levels of absorption and blocking for a specific space to get exactly what is needed and not pay for any properties that are not. | CFM&D

Gary Madaras, PhD, Assoc. AIA, leads Optimized Acoustics™ at ROCKFON. He helps facility managers and designers select the appropriate acoustical ceiling products and apply them effectively. Learn more at www.OptimizedAcoustics.com.

14 CFM&D August 2016

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A dedication to safety. A passion for service.

As a Property Manager, you’re a professional who understands the commitment it takes to protect your building, its occupants and visitors. At Tyco Integrated Fire & Security, we are just as dedicated to providing you with the latest technology and timely service by experienced technicians. We’ll provide everything you need to maintain a safe environment, while helping you save time, money and resources.

RBQ 3050-7412-83. Tyco © 2016. ALL RIGHTS RESERVED. Tyco is a trade/service mark of Tyco International Services GmbH and is used under licence. All other marks are the property of their respective owners.

[ management memo ] BY KYLE PINTO

GETTING EMPLOYEES CHARGED UP Staffers desperate to combat low battery on their personal cell phone may plug into their work computer without knowing the data-security risk it poses to their company. With policies tough to enforce, new solutions promise to reconcile these power and safety needs

The biggest internal data security threat travels in every employee’s pocket every day. Employee cell phones have the potential to compromise networks and the data on them. Once connected to a company computer, this potential increases. Employees can manually extract files and bring them home, similarly to the way they can extract files from a USB key. Having employees intentionally extract company information is one issue. However, a phone infected with malware poses a larger threat. McAfee and Intel Security have been reporting on increased threats to mobile devices since 2012. Their latest Mobile Threat Report: What’s on the Horizon for 2016, highlights mobile malware threats. New forms of malware, such as a collection of bugs known as “Stagefright,” allow hackers to control phones remotely. The hack requires no more than a target’s phone number, and Wired Magazine reported that it had the potential to affect up to 95 per cent of Android devices. Hackers can use malware such as Stagefright to control a phone while

COLLABORATING FOR SUCCESS

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Some companies have soldered USB ports shut due to repeat violations of bans on plugging phones into computers.

ata security is a vital issue for many organizations. In the digital era, sensitive company and client information can disappear in an instant.

16 CFM&D August 2016

AN OVERLOOKED THREAT

When discussing data security, firewalls and external network security immediately come to mind. Yet a recent Intel Security study found that internal employees account for 43 per cent of data loss.

The threats to data security are constantly evolving as data breaches occur, get discovered and patched. Collaborating with IT is critical to rolling out effective processes and encouraging good behaviour. By reinforcing sound data-security practices with employees, facility managers can help eliminate internal breaches and reduce risks to the organization. In the face of an ongoing threat as large as data security, two heads are always better than one. Maybe facility management will even be able to tap into that large IT budget for some solutions. www.cfmd.ca

it’s connected to a work computer. This would allow the hacker to access company files behind the firewall. These types of attacks are carried out without the employee even knowing what has happened. BATTLING EMPLOYEE BEHAVIOUR

Despite the huge data-security threat presented, plugging a phone into a work computer is common. This is because employees run out of juice on their phones during the day. For employees with limited access to power, computers are a convenient option for phone charging. Even the U.S. military can’t escape the issue. Department of Defense (DoD) rules outlaw plugging phones or other devices into government computers. Yet for the U.S. Army in South Korea, smart phones are their top digitalsecurity headache. In fact, 129 smart phone-related violations were detected in just one week. The biggest issue was users charging their phones on DoD computers.

BETTER CHARGING EXPERIENCES

Employees are happiest when their phones are charged. A ban on plugging phones into computers helps with data security, but can frustrate people who desperately need a charge. Some companies are even soldering USB ports shut on computers because of repeat violations of this policy. To make sure people stick to the data security policy, it’s important to provide charging alternatives. Having power outlets present within an office is one thing. Having the plug locations close enough that employees use them is another. Employees can’t check their phones when a plug is located across the room. This results in the employee using their computer to charge up. Furniture firms are responding by including charging in office design. Many are integrating USB and plug outlets right into desks and boardroom tables. Wireless charging is another solution for facility managers. If employees have desk-side wireless charging available, they won’t be tempted to plug into a computer. | CFM&D

ROLLING OUT WIRELESS SOLUTIONS Four questions to consider before deploying charging stations in the workplace. 1. What is the primary goal of installing wireless charging? For organizations looking to showcase innovation and build brand, it makes sense to install stations in client-facing areas such as boardrooms. However, to truly combat data-security threats from plugging phones into computers, workstations are a great place to start. 2. What is the scale of deployment? Consider whether the roll out will occur in stages after a pilot or in a single sweep. Also consider whether wireless charging should be retrofitted into existing furniture or integrated into new furniture. 3. How will the technology be maintained? Wireless charging stations that don’t work mean that employees revert back to charging through their computer. Consider the vendor’s track record for maintenance to minimize downtime. 4. How much money is available? Funding, or lack thereof, is often the biggest obstacle to adopting new technology in the workplace. When determining budget, it’s important to keep in mind goals, planned scale of deployment and service requirements.

Kyle Pinto is the content marketing manager at ChargeSpot, a manufacturer of wireless charging solutions. The preceding article originally appeared on ChargeSpot’s Workplaces blog: http://www.chargespot.com/workspaces/ Canadian Facility Management & Design

> SOCIAL MEDIA COLUMN Sponsored by MediaEdge

Six dos and don’ts for your social media execution By Steven Chester Now that we’ve discussed finding the right platform, audience acquisition and content strategy, it’s finally time to join the party. Here are some dos and don’ts for your social media execution and brand promotion. • Do join topical groups on LinkedIn, and spread your message across other platforms with hashtags – this is how you expand your reach outside of your followership. • Don’t automate. If you’re automating your messages, you’re speaking without listening. This has been cleverly referred to as “mannequin marketing” – would you send a mannequin of yourself to a networking event, with a bunch of post-it note messages stuck to its head? • Do ask your audience questions! This is a perfect opportunity to be engaging by creating that essential two-way conversation. Also take note during this time of what your audience is interested in – more food for your next content post. • Do share, share, share. Looking to get your posts noticed? Surprise, so is everyone else. Share and credit others for their great work, and they just might one day reciprocate. • Don’t over market yourself. A decent guideline is the 80-20 rule: Dedicate 20 per cent of your content to your brand, and 80 per cent should be content that truly interests and engages your audience. • Don’t be afraid to outsource. Social media can be daunting, and a massive time suck. There are great agencies out there that can build a content and execution strategy for you around your business and audience needs. Steven Chester is the Digital Media Director of MediaEdge Communications. With 15 years’ experience in cross-platform communications, Steven helps companies expand their reach through social media and other digital initiatives. To contact him directly, email gosocial@mediaedge.ca.

August 2016 CFM&D 17

FACILITY DESIGN

EXPANDED AND REBRANDED Brookfield Global Integrated Solutions had outgrown its head office before undergoing a divestiture and winning a major contract. What happened when Canadaâ&#x20AC;&#x2122;s largest outsourced provider of facilities management services looked to in-house resources to reinvent its image in newly leased space BY MICHELLE ERVIN

18 CFM&D August 2016

visitor to Brookfield Global Integrated S o l u t i o n s â&#x20AC;&#x2122; (Brookfield GIS) new Innovation Centre might miss one of its most novel features without the benefit of a tour guide. Meeting rooms are outfitted with two sensors: one counts occupants; another detects motion. Data collected from the sensors show how the rooms are being used, supplementing pre-move surveys and post-move focus groups with hard www.cfmd.ca

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PHOTOS BY PHILIP CASTLETON PHOTOGRAPHY INC.

A multi-purpose space called the Collaboration Café can be used for everything from program launches to team lunches.

D numbers. As Kathy Paul, senior director, strategic workplace solutions, Brookfield GIS, related, they provide valuable insight into space utilization at a time when organizations are confronting the question of: What is their magic formula for the right number, size and types of collaborative and quiet areas? “Even if they’ve gone into a mobile workplace, it doesn’t necessarily mean they’ve done enough,” she said. “They don’t know if they can take on more, or have they gone too far?” The initial impetus for the recently Canadian Facility Management & Design

completed project was to accommodate the outgrowth of Brookfield GIS’ existing head office, which was roughly one kilometre down the street in Markham, Ontario. However, following two important events, the scope of what was ultimately a $4.5-million renovation expanded dramatically from one floor to all three floors of the former IBM operations centre. First, in late 2014, the company landed contracts with Canada’s federal public works department that instantly made it the largest outsourced provider

of facilities management services in the country. Then, in early 2015, Brookfield Asset Management acquired Johnson Controls’ half of the business. “When the divestiture occurred, they gave us an opportunity to turn from the guys-in-the-vans model in culture to a very sophisticated workplace offering that we would be sharing with our clients, and this space was meant to be that,” said Paul. The lease was structured so that the company could take the whole building, which made the change of plans straightforward in that respect. But with renovations already underway, it meant that the building would be constructed in reverse chronology — from top to bottom as opposed to starting with the most public-facing spaces. The third floor would house 170 employees in the 19,500-square-foot Innovation Centre; the first and second floors would house the balance of the 600 employees who work out of head office. Altogether, the freshly fit out spaces span 70,000 square feet. The 1980s-vintage building retained its raised floor, which required grounding, as well as its T-bar ceilings, while LEDs replaced T8 light fixtures. The renovation introduced new architectural, HVAC and electrical systems. One of the biggest challenges for construction manager Flat Iron Building Group emerged when, as the fluid design was crystallized in the final push of the project, it became clear that the electrical room would be inadequate to service the entire building. “Within five days, we had to take all the infrastructure out of that electrical room, build a new electrical room with drywall, make it secure enough for the ESA, and then move all the equipment over,” recalled Bill Lotton, director of construction, Flat Iron. All that occurred while the 24/7 operations centre remained up and running without incident. Moving the operations centre into the renovated August 2016 CFM&D 19

FACILITY DESIGN

space was a feat in and of itself. The carefully orchestrated relocation involved three computer moves, two physical moves and one phone-system move over the course of five weeks. “We are responsible for all of their (clients’) facilities, so being down wasn’t an option,” said Diane Baird, who runs the operations centre. “We had to get generators in; we had temp equipment conduits running everywhere; we had to keep it safe, because people had to work in the middle of it.” Even with sound masking, for an open-concept space in which employees are fielding calls the area is remarkably quiet, Paul pointed out. The behavioural change was supported by the provision of etiquette training and headsets. Closed spaces are delineated by demountable walls instead of drywall, offering not only the flexibility to reconfigure the space literally overnight, but time savings on the tight construction deadline. For example, it meant that the

20 CFM&D August 2016

carpet tile could be installed across the floor in one sweep. The carpet tile, which contains recycled content, was eligible for LEED points, as were all of the finishes that were selected. It was a display of the company’s commitment to sustainability in spite of that fact that the nature of operations and physical building conditions ruled out pursuing the environmental certification. Brookfield GIS is also trying to reduce its impact by transitioning from a paperbased to a digital environment, although only to the extent that its customers are ready to embrace the move. One of its contracts required the company to maintain a secure high-density filing room. If sustainability automatically factors into most design conversations these days, wellness is the new workplace frontier. The palette for the company’s office combines productivity-promoting white surfaces with its branded blues, plus bright accents for energy.

“It wasn’t about the walls, it wasn’t about the floor, it wasn’t about the finishes,” said Paul. “They were all enablers, but the design, and the methodology behind the design, is about the employee productivity.” The design also inserted dashes of whimsy into the workplace, where whiteboards abound, in the form of inspirational quotes and meeting room monikers such as “What’s the plan?” and “Who’s on first?” Other fun features include a foosball table in the multipurpose Collaboration Café that can be used at any time of the day. Imparting trust to employees, by letting them choose when, where and how to complete different tasks, is a key ingredient in facilitating productivity, said Paul. In fact, when Brookfield GIS was acquainting its employees with their new office, it posted ‘nutritional facts’ about each of the different rooms, using percentages to indicate what styles of

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work they were designed to support. Graphics affixed to the glass partitions offer a quick reference, with images such as a telephone receiver and a trio of people. Some meeting rooms are bookable and some are not; a booking system releases rooms within five minutes if the parties that have requested the space are no-shows. All the meeting rooms are tech-enabled for plug and play as well as screen-sharing. The counting and motion sensors installed in their door frames let the company know whether they’re being used as intended. “If we see that it’s consistently being used by one person, and that one person’s here for the day, then this space is being used incorrectly; somebody’s using it as an office,” said Paul. “If we see the behaviours aren’t aligning with the design or the culture, we have a chance to go in and provide some focus on that intention.”

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The data from the sensors didn’t just inform change management; they informed planning for future needs. Faced with a request for additional space it didn’t have, the project team was able to prove the Innovation Centre could easily absorb 100 new hires, since it had a space-utilization rate of 40 per cent. Brookfield GIS is currently operating at a 1:1.5 desk-to-employee ratio with the goal of moving towards a 1:2 ratio. Cubbies and lockers substitute workstations as storage areas, so that employees have a place to park their personal effects on days that they’ll be on the move. In order to complete the renovation

on an expedited schedule, the team used a modified integrated project delivery model. The model saw all stakeholders, including Flat Iron, engineering consultants and trades, collaborate early and continuously throughout the 10month timeline. Members of the Brookfield GIS team handled leasing, interior design, project management, move management and workplace strategy, in addition to their regular workloads. At the same time, the outsourced provider of facilities management services fit out eight new locations across Canada to expand its capacity to fulfill the public works contracts. | CFM&D

KEY SUPPLIERS Movable walls and furniture: Haworth; Lighting: Philips; Carpet tile: Interface; Furniture and wall installation: Brigholme; IWMS System: Manhattan; Signage and wayfinding: VisionForm; Beverage solutions: MARS Drinks; Raised flooring: Camino; Acoustic solutions: Environmental Acoustics; Flooring installation: S&R Flooring; Sound masking: Logison

L to R: Graphics offer a quick guide to the use of meeting rooms; bright accents add energy to the space alongside branded blues and productivity-promoting white surfaces; demountable walls provide the flexibility to reconfigure overnight.

Canadian Facility Management & Design

August 2016 CFM&D 21

O&M FEATURE BY DARREL CAMPBELL

NEW SAFETY DATA STANDARDS ROLL OUT Updated regulations for the labelling of hazardous materials will begin to come into effect next year. Products will have to identify risks to workers, facilities and the environment with pictograms aimed at overcoming language barriers in an increasingly globalized economy

anufacturers all over the world are now required to use a new labelling system, referred to as Safety Data Sheets, or SDS. The system replaces Material Data Safety Sheets (MSDS), and instead of using words, the SDS uses pictograms, or graphics that include a symbol along with a border or background colour. Canada will transition to WHMIS (Workplace Hazardous Materials Information System) 2015 in three phases ending Dec. 1, 2018, at which point employers will have to comply with these harmonized global standards. The U.S. Occupational Safety and Health Administration (OSHA) started the original MSDS in the 1980s. The OSHA’s intent was to provide detailed information about the potentially hazardous chemicals or chemical ingredients in a product that could cause harm to the user, facility, or environment in the form of a fire or explosion. THE LANGUAGE BARRIER

While the old MSDS can be translated into other languages, it is required to be written in English. As the global economy has evolved, improving labour mobility, MSDS have not always been translated into other languages. The result is that a Spanish-speaking worker in Canada, for instance, may use a cleaning product with an English 22 CFM&D August 2016

MSDS label that indicates it is highly flammable or could cause serious respiratory problems if inhaled, without knowing that. The United Nations Globally Harmonized System of Classification and Labelling of Chemicals, typically referred to as GHS, addressed this situation. As its name implies, GHS is aimed at harmonizing the warning and safety information on a product’s label so that it can be easily understood no matter what language a worker speaks and understands. EMPLOYER OBLIGATIONS

But GHS does more than just harmonize and standardize information about a product. Under the new SDS system, employers are required to make sure their workers fully understand the SDS to help ensure proper use of the product. In addition to informing workers of the potential hazards of using a product, they must also: • Establish specific procedures for the safe handling, storage, and disposal of the product; • Have emergency procedures in place for each product; and • Supply appropriate personal

protection for each product; this may be in the form, for instance, of work gloves or protective eye gear. WORKER RESPONSIBILTIES

While it is not required, the worker also has some responsibilities tied to the new SDS. For instance, they are to attend meetings where the SDS and the potential hazards of a product are discussed as well as participate in the development of a hazard prevention program in the facilities where they work. A lso note that while the old MSDS was broken down into nine categories, the new SDS has 16 categories that must be included on the label. The new sections take into account what could be referred to as environmental issues, which were less of a concern when the MSDS was started 30 years a go. They i nclude ecolog ica l information (Section 12), disposal con s id e r a t ion s (S e c t ion 13), transpor t infor mation (Section 14) and regulator y information (Section 15). CANADIAN HARMONIZATION

In August of 2014, Health Canada harmonized its standards with the new SDS system by updating its Hazardous Products Regulations. The Hazardous Products Regulations replaced Canada’s Controlled Products Regulations, which dated back to the late 1980s. Much like the U.S. program, the original Workplace Hazardous Materials Information Systems

WHAT QUALIFIES AS A HAZARDOUS MATERIAL? According to the Institute of Hazardous Materials Management, a hazardous material is any item or agent (biological, chemical, radiological, and/or physical) which has the potential to cause harm to humans, animals, or the environment, either by itself or through interaction with other factors. Other factors could be chemicals, heat, fumes, etc.

www.cfmd.ca

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A new globally harmonized system for classifying and labelling chemicals uses pictograms to identify hazards. The following pictograms represent risk of corrosion, serious health effects and damage to the aquatic environment.

(WHMIS) program was created to ensure the “Canadian workers’ right to know about the safety and health hazards…associated with the materials or chemicals they use at work [and to] help stop the injuries, illnesses, deaths, medical costs, and fires caused by [the use of] hazardous materials,” according to the Canadian Centre for Occupational Health and Safety (CCOHS). ORIGINAL REGULATIONS

Among the requirements of Canada’s Controlled Products Regulations was for Canadian manufacturers or suppliers that produce or market products in the country to make sure these products have a label and a material safety data sheet (MSDS) available to users. “The purpose of the labels is to clearly identify

Canadian Facility Management & Design

the contents of the hazardous material, and the MSDS is to explain what those hazards are,” according to CCOHS. Note that an MSDS does not necessarily list every ingredient in a chemical. For example, if a product contains a known carcinogen less than 0.1 per cent in the formulation, it does not have to be listed in the MSDS or label. In addition, if a formulation is made of similar ingredients, individually comprising less than 0.1 per cent, none have to be listed even though the total accumulation would be substantial. THE GLOBAL ECONOMY

However, what worked and worked

well in the late 1980s and for about 25 years does not work as well today. This is because we are now in a global economy with products produced in Canada being marketed all over the world and products marketed and sold in Canada originating from points all over the globe. The goals of the WHMIS program remain the same: to help protect the worker from injuries by enabling them to see at-a-glance warnings or potential hazards associated with a product they are using. In addition, the new SDS is designed to help protect the environment. | CFM&D

Darrel Campbell is executive vice-president, National Accounts, at Avmor. Avmor is a Canadian provider of professional cleaning solutions. He can be reached through the company’s website at www.avmor.com.

August 2016 CFM&D 23

[ technology ] BY PAUL AMENDOLA

SECURITY PATROLS GET DIGITAL BACK-UP Guard tours protect properties and people by fulfilling regulatory and other requirements. An expert shares how emerging technology is automating the documentation process and collecting valuable data along the way

he act of performing a “guard patrol” has a long-standing history and how it’s been completed has changed over time. At a basic level, a guard patrol is simply a routine check of locations that have been deemed valuable or classified as requiring an inspection for whatever reason — due diligence, preventative maintenance, regulatory. In the security and life safety industry, security guards are responsible for patrols, hence the name guard patrol. To fulfill this duty, security guards conduct frequent checks of specified locations such as mechanical/electrical rooms, stairwells and floors under construction. Documenting guard patrols is just as important as the patrol itself. Technology has come a long way to simplify these processes. To understand where the future of guard patrolling is heading, it’s helpful to step back and recall how it has evolved. The most primitive form of conducting a patrol is when the security guard goes to each location and uses his or her senses to complete the inspection, and then writes results down on a paper template/checklist. This style of reporting takes time because the guard has to note each location, when it was visited and its status. A manager would need to collect all records of guard patrols to review and verify that all areas have been routinely patrolled and to escalate problems to the appropriate personnel.

24 CFM&D August 2016

In addition, manually documenting guard patrols with pen and paper can leave room for human error and requires storage/indexing. Over time, technology has evolved to help automate the guard patrol process. In the 1990s, a cylinder-shaped tool that uses radio-frequency identification (RFID) technology became available and popular. The guard had to insert the cylinder into a puck affixed at each stop on the patrol to document that he or she had been there. At the end of the patrol, the location results would be downloaded and available upon request. More recently, technology has advanced to where any modern mobile device can be used to scan an affixed tag or barcode at each location to document that a guard has been there. This technology also provides extra features such as checklists and the ability to add a note or photo, to report locations as requiring attention or service, and to see outstanding patrol stops. In addition, the technology automatically alerts the right people to deficiencies and allows managers to identify trends and see whether patrols are completed on time and if there are any repeat areas of concern. This technology is just becoming popular in the market now. There are several emerging technologies that guard patrols will be able to leverage in the future. For example, virtual reality, a

computer-generated 3D world, will be used to provide a two-way realtime assistance channel for locations that require immediate attention. If the guard identified extraordinary conditions during the patrol, he or she could connect with an expert staff member, such as an engineer or manager, who could remotely walk them through how to rectify the issue. Technology like this would dramatically reduce risk and costs by eliminating the need to have experienced staff members on standby at all properties at all times. Another example of emerging technology is the use of unmanned vehicles also known as drones. Instead of guards conducting patrols, drones would complete a majority of inspections. Each drone would be programmed to know what and when to inspect. If the drone identified a problem, the drone would be able to document and notify the right staff members to ensure deficiencies are corrected. Regardless of the method used, guard patrols must be completed for a variety of reasons, including compliance, due diligence, preventative maintenance and to lower insurance premiums. Conducting guard patrols can be repetitive and mundane at times but is an essential part of protecting properties and people. As technology advances, the documenting and post-patrol review process will continue to become more efficient so that time can be spent on revenue-generating tasks and other assignments deemed important. | CFM&D

Paul Amendola is chief executive officer of Tap Report a Toronto-based firm that specializes in creating safer workplaces through software.

www.cfmd.ca

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The ServiceMaster Capture and Removal Cleaning® system sets the standard

Greener workspaces, cleaner facilities, and a happier staff. These are among the top contributors to a healthy and productive workplace; and the guaranteed benefits of the ServiceMaster Capture and Removal Cleaning® system.

reated in 2006, the ServiceMaster Clean proprietary system takes its name to heart by combining state-of-the-art equipment and materials with proven cleaning processes to not only capture dirt, but remove it for good. “The reason it was called Capture and Removal is because the system is actually picking the dirt up and physically removing it from the environment, as opposed to just pushing it around with a feather duster or sucking it up with a canister vacuum cleaner only to check out the filter at the other end and discover it’s being

blown out the other side,” says Gavin Bajin, director of business services for ServiceMaster Clean Canada. The system is complemented by the company’s line of GreenFor® cleaning products. Launched alongside the Capture and Removal Cleaning® system, they offer a full range of certified cleaning products that are free from harmful chemicals, scentless, and ideal for users with allergic or chemical sensitivities. All combined, the Capture and Removal Cleaning® system represents a genuinely green and effective service

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that has earned a reputation amongst clients for its ease of use, health benefits, and budget-friendly pricing. Surely, those that have outsourced their cleaning operations to ServiceMaster Clean’s patented system can also enjoy a number of benefits: Cutting Edge Cleaning Tech Where standard cleaning equipment succeeds in simply moving dirt around, the proprietary ServiceMaster Capture and Removal Cleaning® system takes advantage of the latest technologies to both trap and completely eradicate dirt and bacteria for good. This is done through the use of lightweight, HEPAbased, high-filtration vacuums and dust wands outfitted with microfibre cloths that can capture 99.9% of particles smaller than one micron. The result is an efficient and effective system that ensures virtually no dirt, dust, or harmful bacteria are left behind. Certified Cleaning Products Cleaning products can have a profound affect on the health, smell, and cleanliness of an environment. To address these concerns, ServiceMaster created its own line of GreenFor® products to use in the Capture and Removal Cleaning® system. GreenFor® products are free from perfumes and dyes, formulated for those with chemical and allergic sensitivities, include no ingredients that are considered corrosive, alkaline, or acidic; and contain no volatile organic compounds (VOCs). They are also one of the only green cleaning products certified by top environmental organizations Green Seal and Environmental Choice. Reflecting on the development of the GreenFor® product line, Bajin notes, “We were looking to take not just green products to the marketplace but as a component of a system (Capture and Removal) to enhance the offering of it all. We have certifications attached to our product system, and we wanted it to be proprietary, so the products are

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ServiceMaster labeled so that when people go into their janitor’s closet they see the suite of products that we’re using.” Proven Cleaning Practices The ServiceMaster Capture and Removal Cleaning® system incorporates processes that ensure cleaning staff is using the right equipment in the right locations, and in the most effective ways. It also benefits from the 60-plus years ServiceMaster has in cleaning industry experience and innovation. “The need to have a systematic approach to removing the soil and standard janitorial operations is key. That’s why the Capture and Removal system was created to improve operational efficiencies internally, because by doing so we can, in turn, translate that into lower costs for the customer,” says Bajin. Healthier Clean With the Capture and Removal Cleaning® equipment and GreenFor® products combined, the system significantly reduces airborne particulates, VOCs, and bacteria. This results in a cleaner and healthier environment for staff, which in turn can translates to higher morale, greater productivity, and fewer sick day absences. GreenFor® products also contribute to an environment that is less harmful for individual sensitivities, as well as those with respiratory conditions such as asthma. Green From the Get-Go Sustainability is no longer a buzzword – it’s a way of doing business. Clients want to know they are giving their business to companies who understand the value of taking green practices to heart.

Fortunately, sustainability is something ServiceMaster Clean has championed from the start, it’s this guiding principal that led to the creation of its Capture and Removal Cleaning® system. Building Communities How can a cleaning system help build a community? It’s easy. Over and above

contributing to a healthier environment, this ServiceMaster program, along with many other programs, help to fund its community outreach efforts. These include its $1million-plus in donations to the United Way; its contribution of 10,000+ volunteer hours; sponsorship of charity events; and regular participation in the Habitat for Humanity program.

For more information on how ServiceMaster Clean, its Capture and Removal Cleaning® system, GreenFor® cleaning products, and other services can benefit your home, office, or workspace visit www.servicemasterclean.ca.

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[ regulations ] BY ROSANNA DILABIO

WHAT GOES DOWN THE DRAIN Municipal sewer bylaws set limits for certain contaminants found in sanitary and stormwater discharge flowing from industrial, commercial and institutional facilities. Rosanna DiLabio walks through what building managers need to know as a matter of compliance

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any municipal treatment plants can’t properly treat all of the substances released in industrial, commercial and institutional (ICI) wastewater streams and stormwater discharges, so cities establish sewer bylaws to protect the environment. These bylaws set acceptable limits for certain contaminants found in sewer discharges. As dischargers to municipal sewers, facilities — via their owners — must comply with the sewer use requirements for their jurisdiction, including but not limited to:

28 CFM&D August 2016

Facilities that exceed the bylaw limit for stormwater discharge contaminant levels may face fines.

• Ensuring that discharge contaminant levels are less than the bylaw limits; • Paying surcharges for contaminant levels that exceed the bylaw limits; and • Complying with any other requirements mandated by a representative of the municipality having jurisdiction over the facility discharging to its sewers. If sanitary discharges do not meet the bylaw limits, the municipality may permit a facility to pay a fee (surcharge) for the privilege of discharging contaminants above the limits to their water treatment system. There is no such mechanism in place for facilities with stormwater discharges, so these facilities

may face fines if they exceed the bylaw limits for discharging contaminants. SANITARY VERSUS STORMWATER DISCHARGE

There are two types of sewer discharges from any given facility: sanitary and storm. Sanitary discharge is water and associated wastes that originate from facility sinks, toilets and processes. Stormwater discharge, in the form of rain or snow melt from a facility, is collected outdoors from roofs, parking lots and paved areas, and is directed to a sewer system that is typically separate from the sanitary system. There are still some older cities that have combined (storm and sanitary) sewers. Municipalities in metropolitan areas manage sewer discharges from ICI facilities before the sewer discharges get released into the natural environment. City standards supplement mandatory provincial and federal water treatment requirements aimed at minimizing water pollution. Prior to its release into bodies of water, sanitary waste is treated at a city/ municipal wastewater treatment plant. Stormwater is typically treated for the removal of solids and is sometimes collected in retention ponds to control the rate at which it is discharged to bodies of water. COMMON CULPRITS OF BYLAW BREACHES

It is important for property owners to understand how occupants are using their space so they can determine what contaminants may be discharged into the sewer. Commercial facilities where chemical processes such as those associated with automotive repair and car washes occur may exceed bylaws if paints, detergents and oils make their way into storm and sanitary sewers. Shopping malls, office www.cfmd.ca

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[ regulations ] buildings and other facilities that include a mix of residential and retail occupants may have problems with oil and grease, particularly if non-residential food preparation operations are present. When warm oils and grease are washed into the sewer, they cool, harden and stick to the inside of both private sewer lines and city sewers under the streets. Over time, the oil and grease will build up and can block the entire pipe, causing sewage to overflow into homes, businesses, or neighbouring properties. Overflows can also lead to flooding and a potentially expensive and unpleasant restoration as well as add to municipal operation and maintenance costs to clean and repair damaged sewer pipes. Industrial facilities can incur surcharges for exceeding storm and sanitary bylaw allowances. Chemicals or wastes that are stored outdoors pose a significant risk of stormwater contamination if they are not properly contained and procedures are not in place to prevent spills from leaving the property. Likewise, hospitals, long-term care facilities and dental offices can exceed limits imposed by bylaws through the use of detergents, disinfection and laundry products. Plus, silver is commonly used in textiles for healthcare facilities as it inhibits the growth of germs; zinc is present in ointments and other topical medications; and mercury is the main constituent of dental amalgam.

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30 CFM&D August 2016

Hospitals, long-term care facilities and dental offices can exceed limits imposed by bylaws through the use of detergents, disinfection and laundry products. COMPLYING WITH LOCAL SEWERS BYLAWS

Most municipalities make bylaws available online. Alternatively, a property owner can call city hall and ask for a mailed copy. Most bylaws are similarly formatted and worded, although there may be some differences in contaminant limits from jurisdiction to jurisdiction. To determine whether a facility complies with the bylaw, property owners should start by having a qualified consultant sample the sanitary and storm discharges and send it to an accredited laboratory for testing. The ideal sampling point is at a location where all of the facilityâ&#x20AC;&#x2122;s sewers converge and just before or at the point of connection to the city or municipal sewer. Next, compare the laboratory analysis to the bylaw limits to identify which parameters for contaminants are in noncompliance. If non-compliant parameters can be directly attributed to specific processes at the facility, there may be opportunities to reduce them at the source. If it is not possible to identify a specific process contributing to the non-compliance, it may be necessary to conduct additional sampling at strategic locations throughout the facility. If a facility does not comply with contaminant limits for sanitary discharges, it must be reported to the city or municipality so a surcharge agreement can be prepared. Stormwater non-compliances must be reduced to meet the bylaw requirements. The property owner may need to hire a qualified consultant or work with a supplier of wastewater/ stormwater treatment equipment for help with this. Finally, it may be necessary to complete verification sampling on an annual basis to ensure continued compliance with the bylaw requirements. If there has been a change in operations, use or tenant at the facility, the resulting wastewater discharged may change as well. Regardless of facility type, it is advisable to be proactive with respect to sewer discharges. Cities and municipalities are diligently enforcing bylaw limits and may levy fines for those in non-compliance. | CFM&D

Rosanna DiLabio, M.Sc., P.Eng., EP(CEA), is senior client manager, Emissions Reduction & Compliance, at Pinchin Ltd.

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SECURITY FEATURE BY PETER REDFERN

GUARDING AGAINST OBSOLETE SOLUTIONS It’s tough to stay up-to-date on trends in security technology, and each facility has different requirements. An expert explains how to integrate some of the latest innovations in access control, alarms, mass notification systems and surveillance based on an organization’s budget and priorities.

facility may find more benefit from a comprehensive access control and video solution. Once priority technologies are identified, invest in the most important security needs of the facility and look for ways to reduce spending on less urgent solutions. GET SPECIFIC

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A risk assessment provides insight into a facility’s particular vulnerabilities

facility’s uptime, operational readiness, and employee and customer safety are top priorities for facility managers. With so many solutions available based on the unique needs of properties, it can be challenging to determine which one strikes the right balance between meeting legislated requirements and mitigating potential risks. Security technology is always advancing, and with the increasing emergence of connected devices, it can be daunting to keep up with the latest trends, while still managing daily operations. Here are a few tips and best practices for designing a tailored and effective security strategy.

32 CFM&D August 2016

ASSESS RISKS

Because every facility is different, security needs vary. To begin, conduct a risk assessment to identify assets that require protection. This provides insight into a facility’s threats and vulnerabilities to better inform decisions about what security solutions should be adopted. CONSIDER BUDGET

Factor in budget when building a security strategy. The newest technologies are often costly and not all facilities have the funds to deploy emerging solutions. Evaluate which technologies are priorities for the facility, taking both security risks and customer experiences into consideration. For a government facility, a mass notification solution to communicate with the public may be most important, whereas a healthcare

Tailor the strategy to the individual facility. When thinking about deploying a security system, work with a partner that can help design a region- and industry-specific solution using a mix of some of the following foundational technologies. • Video surveillance can provide visibility into a wide range of activities from theft and inventory loss to employee policy adherence and visitor traffic. • Fire and panic alarm systems are effective in all facilities, and especially for large buildings and expansive campuses where emergency response and evacuation procedures are particularly complex. Fire and panic alarm systems enable targeted area alarms and more efficient and effective responses. • Access control provides real-time building access management, which is helpful whether a facility needs controlled access for a single entry or across an entire enterprise with geographically dispersed locations. Access management solutions allow facilities to control, track and manage access to any facility for improved employee and visitor management. • Mass notification systems (MNS) allow facility managers to communicate with building occupants, whether it be for emergency situations or day-to-day updates such as weather alerts or relevant news depending on the needs of the facility. With mass www.cfmd.ca

notification, businesses can choose a strategy that is right for them, whether that be announcements delivered by text messages, TV screen or loud speaker. An MNS can be used to instruct occupants to shelter in place or move to a different floor of the facility depending on the threat.

suppression solutions in place to save lives in an emergency — and to ensure that the facility complies with the latest code requirements. To sum up, it’s crucial to look into what assets need protection, what works best for the budget and what additional solutions can be deployed to enhance the

organization’s overall security strategy. The need for security will never change, but the way in which facility managers fulfill that need will continue to evolve as new technologies emerge. It’s critical to keep up with a facility’s security needs to ensure the safety of its occupants. | CFM&D

PRIORITIZE INVESTMENTS

Consider investing in leading-edge technology to secure key assets and safeguard against top threats. If, for example, access management is a priority, facility management staff should stay abreast of emerging solutions in this area, such as near-field technology, which enables facilities to use Bluetooth technology for door access via a card reader provided with the right credentials.

Peter Redfern is commercial sales leader at Tyco Integrated Fire & Security, Canada.

THINK AHEAD

Security needs will change, but an organization’s security solution shouldn’t have to. Choose a strategy that allows for growth and can easily integrate new technologies. By developing a flexible solution, it’s possible to avoid rebuying a solution every few years, which can be costly and time-consuming to manage. In addition, by taking this approach, the facility manager helps ensure his or her facility can stay up-to-date on technology and maintain safety effectively. Once facility management staff has determined which security solutions are the best fit, think about how it can enhance the overall security strategy. For example, mobile security management systems (MSM) provide facility managers with the ability to manage security remotely via webenabled devices. This system allows managers to disarm alarms and check in on security camera footage, improving overall workplace safety and business operations. Mobile security management can also be used to send alerts when a business opens or closes and manage employee access across multiple facility locations. And don’t forget about protecting facilities from fire. If the facility manager is in charge of fire protection, he or she needs to have the right fire alarm and Canadian Facility Management & Design

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DESIGN FEATURE BY MATTHEW KOBYLAR

FROM OFFICE TO DESTINATION Remote work is on the rise, but personal interaction remains an important source of innovation. Matthew Kobylar shares five ways design strategy can help encourage employees to make the commute

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Deloitte’s Montreal “workplace of the future” features more than 18 different types of spaces.

to work to do their job, corporate offices now need to be more than places to house staff, they need to be a destination. Offices need to be transformed into environments employees seek out because they are great places to work. Here are five ways workplace design strategy can help make a corporate office a preferred destination for employees:

PHOTOS BY JAMES BRITTAIN

1. MAXIMIZE THE PRODUCTIVITY OF THE NEXT GENERATION WORKFORCE WHILE STILL INSPIRING EVERYONE ELSE.

n the knowledge economy, where communication technology allows the workforce to be completely mobile, are corporate offices going extinct? Some statistics would suggest the answer is yes. Many Canadians want to bid their offices goodbye. A 2014 Conference Board of Canada study found that more than 70 per cent of full-time workers aged 18 to 29 would be more satisfied in their jobs if they could work remotely using cloud software. 34 CFM&D August 2016

There is no question that technology provides full mobility for many workers, yet personal interaction remains a fundamental source of innovation in knowledge-based businesses, facilitates creativity and smoother workflow, and builds employees’ sense of identity vis-àvis the firm. The real question, then, is: what kind of office space do companies need in the 21st century? Smart companies understand that, given employees do not have to come

There are now three generations in the workforce — each with their own unique characteristics. Baby boomers, readying for retirement, need workplaces that provide ergonomic seating and address mobility issues. Gen Xers, the first generation of latch-key kids, are fiercely self-reliant — they need spaces to work independently, as well as collaboratively. Generation Y (or millennials) are a breed apart, having grown up in a school system that emphasizes group work. Classrooms featured shared spaces with no assigned seating. This younger generation seeks collaborative workspaces. They find traditional desks isolating. So how can a workspace address all of these different types of workers? By providing choice. Consider Deloitte’s Montreal “workplace of the future” where there are more than 18 different types of work settings, ranging from treadmill desks, to conference rooms, to social spaces such as lounges and office cafes. Ninety per cent of the space is unassigned and more than half is dedicated to collaborative work. State-of-the-art technology, including Bluetooth and Wi-Fi throughout the office, makes mobile working easy. In this atmosphere all generations can thrive. 2. DESIGN CHANGES INSPIRE BEHAVIOURAL CHANGES.

Take the case of a company where every conference room was a replica of the next — each uninspiring and drab. Employees www.cfmd.ca

�

L to R: Bluetooth and Wi-Fi throughout Deloitte’s Montreal office make mobile working easy; cafés and lounges are among its different types of spaces.

4. CREATE SPACES WHERE STAFF CAN CELEBRATE TOGETHER.

attending meetings in these conference rooms often let their minds wander, spent a lot of time checking email on their mobile devices, and generally demonstrated behaviours that suggested they were disengaged. A revamp of the space ensured every conference room had its own unique interior design. Some were more traditional with a boardroom table and chairs; others had laidback chairs and plush carpets; some were painted traditional beige while others were painted in bright colours. Design distinguished the spaces. Different rooms had different purposes enhanced by their layout. The project produced a measurable uptick in employee engagement and interest during meetings. 3. DESIGN A WORKSPACE BASED ON HOW IT IS USED.

Most people assume that every employee who joins a corporate office needs a desk. In other words, companies are expected to have a one-to-one ratio of desks to employees. But most workplace utilization studies show that a one-to-one employee-desk ratio is not needed. Often desks are empty almost half of the day because many employees spend more than 50 per cent of their work day at meetings, or traveling, or at off-site meetings. By converting the unused space allocated to desks into more engaging formats — breakout rooms, cafés, social lounges and quiet work areas — organizations can create environments designed to foster collaborative, creative work. Canadian Facility Management & Design

To create positive corporate culture organizations need places in their offices where all of their staff can gather. This is a daunting thought for companies with hundreds, or even thousands, of employees. Yet the solution does not have to be a large theatrestyle auditorium. Wragge & Co. LLP in Birmingham, UK, found a creative solution to bring their 700-person staff together for companywide meetings. The firm installed TV monitors behind movable bookcases on every floor of Wragge’s head office. The company could hold live town halls with all its employees through these monitors. 5. MAKE THE RIGHT IMPRESSION.

The corporate office is an extension of a company’s brand and corporate culture — it communicates what an organization stands for. Think of the difference between a typical law firm’s offices, which have likely been designed to communicate stability and seriousness, and an advertising agency’s offices, which are likely designed to showcase creativity and imagination. These differences are, of course, no mistake. Each time a client or potential recruit visits a corporate office they leave with an impression of the company based on the office space. With the right workplace design strategy, a corporate office becomes a destination that is sought out by employees. The result is a work environment that fosters engagement, collaboration and productivity, instills confidence in clients and ultimately becomes a competitive advantage. | CFM&D Matthew Kobylar is director of interiors and workplace strategy at Arney Fender Katsalidis, an interior design and architecture firm whose research and design informed the creation of Deloitte’s new office space in Montreal.

August 2016 CFM&D 35

FOCUS ON SEATING

DETAIL-ORIENTED From contrasting stitching to subtle ruching, design accents play a supporting role in the latest offerings of benches, chairs and stools

The Synergy Associates-designed Luray is a new upholstered seating series from Global with conference, executive and management applications. Moulded Ultracell Bioplush foam provides Visit & Sip full back support in the generously proportioned chair, in mid, high or extended back heights. Upholstery selections include quality Highaback 2-seater leather covering or variety of textiles, which can be offset by 68951). the low (Sip horizontal stitch detail with one of 12 contrasting thread colours. The polished aluminum comes optionally with a urethane or wood top cap. Luray bears Global’s lifetime warranty, is rated for 300 pounds and meets or exceeds ANSI-BIFMA standards.

In collaboration with the Deisig Design team, The HON Company has added the Solve task chair, suited to conference, training and workstation settings, to its seating offering. The task chair is available sofainwith base but (Visitsupportive 68812), with round end table - provides the wood breathable ReActiv™ Back, which ventilation with a flexible material in a hexagonal pattern. An optional upholstered front offers increased support and thermal comfort. The task chair is also available in an ilira®-stretch Mesh Back, which moves in four directions for responsive lumbar support. Control choices include basic swivel-tilt and advanced synchro-tilt. Height- and widthadjustable arms come optionally. Solve bears HON’s lifetime warranty.

The EOOS-designed Hangout Collection, new from Keilhauer, consists of six products including Visit benches, sofas and tables. The connectable benches come in 27 models, comprising 63- and 90-inch lengths and optional left- and right-hand facing arms. Also optional is the high or low straight back, which offers privacy. The ash wood legs and steel brackets are available in a range of finishes. Complementary end and in-line tables with exposed plywood laminate edge bands can be specified with built-in power, with a standard of two power outlets and four USB slots.

36 CFM&D August 2016

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Justus Kolberg’s design for the Around task chair, recently introduced by Teknion, was inspired by modern stadiums. He translated their architecture of open structures covered by thin skins into a frame encased by fabric or mesh from front to back. The Quick-Snap concept behind the seat back and arms allows the chair to be knocked down for shipping and easily reassembled on site. A lumbar element and seat-depth adjustment come optionally. With applications in touchdown, training and workstation environments, Around meets DfE (Design for Environment) guidelines as well as BIFMA e3 level 2 and Greenguard standards, and is rated for 300 pounds.

Fern™ is a new task chair from Haworth which gets its name from the plant its design resembles. The design is centred on a Wave Suspension™ system consisting of Stem™, which serves as the spine; Fronds™, which extend like leaves to support specific areas of the back; and Cradle™, which overlays this structure and features an Infinity Edge™ for comfort. Five-inch pneumatic seat-height adjustment, adjustable tilt-tension and a synchronized tilt mechanism come standard. Options include 4D, fixed or height-adjustable arms; four-inch height-adjustable lumbar and three-inch seat-depth adjustment. Fern bears a 12-year, 24/7-use warranty.

On offer from Spec Furniture, the recently introduced Bud collaborative stool comes in round, square and crescent shapes that make possible an array of creative configurations such as flowers. The upholstered stool, which measures 15 inches wide and 18 inches tall, is available in different fabrics on the seat and side as well as anti-bacterial and anti-microbial crypton and vinyls through Spec’s fabric supply partners. With standard glides, each seat is weight load tested to 250 pounds. Canadian Facility Management & Design

Davis Furniture recently debuted the Wolfgang C.R. Mezger-designed Cloud conference chair, available in a mid or high back. The one-piece seat and back shell is formed from bent plywood. The seat and back pad of the fully upholstered chair, which features a subtle ruching detail, comprise a mix of down, feather and polyester fiber cushions. The die cast aluminum arm supports, on which fully upholstered cushions are mounted, wrap around the back of the chair, which sits on a five-star die cast aluminum base. A safety break on the reinforced copolymer casters stops the Cloud from rolling away without weight or slipping out from under users.

Cheer is a new lounge chair from Borgo with a smile-like curved seat ideal for contact and reception areas in corporate, hospitality and institutional environments. The fully upholstered chair, which features double-stitched seams, comes in all Borgo Contract Seating colours and materials. Tubular steel of varying dimensions forms the interior structure. Self-extinguishing polyurethane padding, cold foamed without CFC, has an average density of 50 kilograms per cubic metre. Cheer comes in a high or mid back with a matching ottoman, and has a polished aluminum four-prong base with glides and swivels. August 2016 CFM&D 37

[ last word ] BY SAAR YOSKOVITZ

THE MOVE TO PREDICTIVE MAINTENANCE Preventive programs have become standard practice, but they may miss variations in real-time conditions. As the accessibility of predictive technology has improved, Saar Yoskovitz makes the case for adopting advanced techniques such as vibration analysis

hances are, many facility managers have been running on a preventive maintenance (PM) program for years now and they feel generally comfortable with the results. Routine inspections have caught a decent amount of problems before they were critical, such as cracked belts or worn gears, but operations still suffer from downtime due to other, harder-to-see issues. Facility managers have also likely heard of predictive maintenance (PdM), but the associated costs may have kept them from digging too deep. With recent developments in PdM technology, however, it may be time to reconsider. WHAT PREVENTIVE PROGRAMS MISS

A simple analogy for preventive maintenance would be how one might keep a car running — follow a maintenance schedule, take it in for an oil change, replace the brake pads and the belts, all according to mileage and not necessarily the real-time conditions. While the schedule has been created based on normal wear and tear, if conditions vary, the schedule may be off — sometimes drastically. Preventive maintenance may also involve a visual inspection of systems, which can miss some problems. Adopting a PdM program can fill in the blind spots where PM routines fail. By default, much of a PM program involves a run-to-fail approach, where unplanned downtime is a norm of operations. PdM, however, helps to predict issues and allows downtime for 38 CFM&D August 2016

repairs to be scheduled at a time most convenient to operations. It relies less on guesswork and more on measured data. PdM uses sensors and other methods to track real-time machine conditions to alert maintenance crews to the first signs of potential breakdowns. When considering adopting a PdM program, ask some of the following questions: • Could PdM methods, such as oil analysis, thermal imaging, or vibration analysis, have helped to spot and predict breakdowns where PM would not? • Would the cost of implementing PdM be less than the cost of those unexpected repairs and downtime? • Did that downtime last longer than expected because purchase parts could not be purchased in advance?

sensors and monitoring equipment was a timely and expensive endeavor that involved a deep level of commitment. Today, however, PdM can be performed much more easily. It is possible to use mobile equipment to predict problems, and the equipment itself runs on cloud technology. Predictive maintenance technologies are becoming more mobile and affordable. Advanced techniques that used to be out of reach for most, such as vibration analysis, are becoming more accessible. Some new technologies help technicians diagnose problems in just minutes. Cost-effective equipment and real-time data analysis make these viable options. The data analysis software learns as it goes, too, so patterns that showed up in past problems help technicians prevent the next problem. Vibration and acoustic analysis once involved startup costs beginning at USD$40,000 and went up from there. Using consumer-grade mobile technology and some additional hardware, the same results can be achieved at a fraction of the cost. Additionally, these new methods offer a flexibility not found with legacy

Adopting a PdM program can fill in the blind spots where PM routines fail. If the answers to these questions are yes, then PdM could be a cost-saving step to consider taking for an operation. But how? PREDICTIVE TECHNOLOGY BECOMES ACCESSIBLE

Once upon a time, PdM was a technology reserved for only those with the deepest of pockets — to install

systems — beyond equipment costs, older methods often required highly trained operators, whereas new methods use cloud-based computing to analyze information and deliver accessible and actionable results. These kinds of increases in efficiency help both a company’s margins and its reputation for quality and speed. | CFM&D

Saar Yoskovitz is the co-founder and CEO of Augury. For more information, visit www.augury.com.

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