Canadian Facility Management & Design

SEPTEMBER 2018

OUTSOURCING

COMPACT PORTFOLIOS

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MODERNIZATION MEETS PRESERVATION

HUMAN CENTRIC

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[ contents ] 8

PHOTOS: DOUBLESPACE PHOTOGRAPHY

�

On the cover: Flexible, non-typical spaces are designed to create movement and cost efficiency in building operations at the Bank of Canada’s headquarters. Page 16.

16 Arthur Erickson’s 1970s mirrored towers surround the original 1938 Bank of Canada building.

10 OUTSOURCING COMPACT PORTFOLIOS

Tips on which services to contract out and how to bundle them

16 ENERGY-SAVING SECOND SKIN

14

A heritage-sensitive revamp improves thermal comfort at the Bank of Canada’s HQ

22 CARLETON U TO GET CO-GENERATION PLANT

The campus installation comes as part of a broader energy master plan

26 HUMAN CENTRIC LIGHTING

Office staff working under HCL fixtures report better mood, higher energy

28 SOPHISTICATED SWITCHES

New lighting controls satisfy advanced energy code requirements

columns

department

6 OBSERVATIONS 8 FM ERGONOMICS 14 OPERATIONS & MAINTENANCE 20 TECHNOLOGY 24 SUSTAINABILITY 30 LAST WORD

7 FOUNDATIONS

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[ observations ]

BY MICHELLE ERVIN

MODERNIZATION MEETS PRESERVATION

N

early a decade ago, an IFMA study identified a trend toward facility management professionals adjusting the thermostat to better align with outdoor temperatures as a money-saving measure. However, my experience suggests not everyone has adopted this approach.

This summer, as in past summers, the choice presented to many building occupants seems to have been to dress for the outdoor heat and shiver indoors or dress for the indoors and sweat outdoors. We seem to overcompensate for the weather in the environments in which we have climate control.

And yet, there are no winners when this happens. Building occupants report thermal discomfort, and the increased demand for electricity associated with making HVAC systems work overtime carries a double whammy: building owners/ operators see higher utility bills and the environment sees higher greenhouse gas emissions.

Of course, the answer isn’t as simple as more closely mirroring outdoor temperatures. Preferences vary across office building populations. What is comfortable for one person may be intolerable to another.

The divide over where the thermostat dial should sit appears to cut across gender lines, which, in office settings, has been attributed to different choices of work attire (think men in suits versus women in sleeveless blouses during the summer months).

This could be mediated by relaxing dress codes and creating zones as Alan Hedge, an advocate of turning up the thermostat a few notches in the summer, suggested when I interviewed him a few years ago. Hedge, a Cornell University professor, found that output increased and typing errors decreased at higher temperatures in an office-based study.

Office workers who are suffering under the status quo of temperature control have a few options: suffer in silence, come up with personal hacks — such as keeping blankets, shawls and sweaters close at hand during the summer months — or complain to the building operator/owner.

Too hot/too cold calls were common at the Bank of Canada’s headquarters before their recent modernization. In the case of the Ottawa-based complex, the thermal comfort problem was traced to its curtain walls. Perkins+Will, tasked with preserving these and other heritage features of the headquarters, came up with a creative, energy-saving solution, which is detailed in this month’s cover story.

Also in this issue are articles on Carleton University’s plans for a co-generation plant and the City of Mississauga’s pilot of solar panels at one of its outdoor pools.

Plus, consultant Michel Theriault offers tips on outsourcing compact portfolios and engineering/business innovation manager José Ramos illuminates the trend toward human centric lighting (HCL).

HCL essentially aims to better align indoor lighting levels with outdoor daylight levels in an effort to support the circadian rhythm that regulates our sleep. Many such wellness-inspired strategies take their cues from nature. Perhaps it’s time to follow suit with the thermostat.

MICHELLE ERVIN

michellee@mediaedge.ca

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» foundations »

ALTERNATIVE WORK STRATEGIES

BY THE NUMBERS A recent report on alternative workplace strategies found that many such strategies are not so “alternative” now that they’ve gained widespread traction in the workplace. However, “The Once Alternative Workplace Strategies: The Fifth Biennial Global Benchmarking Study 2018” does identify some perhaps counterintuitive findings.

For one, a smaller percentage of employees are being offered coworking spaces by their employers. For another, while unassigned seating has been on the rise, assigned seating has remained static as a rise in internal mobility has been accompanied by a dip in external mobility.

Here are some of the statistics from the study, produced by Advanced Workplace Associates, Global Workplace Analytics, and Haworth Inc. with support from Workplace Evolutionaries, a community of IFMA:

15% 48% 35%

The percentage of respondents who reported that their company offers co-working spaces as an alternative workplace. Four years earlier this figure was 40 per cent.

The percentage of employees respondents said had assigned seats, unchanged from 2013.

The percentage of respondents who identified reducing real estate footprints as a measure of success of alternative workplace programs, down from 60 per cent nearly a decade ago.

The report is available in full online: https://www. advanced-workplace.com/alternative-workplacestrategies-report-2018/.

LIFI AMONG BEST AND BRIGHTEST NEW PRODUCTS A LiFi solution was recognized as being among the best and brightest lighting products to be released in the past year at the world’s largest annual architectural and commercial lighting trade show and conference, held in Chicago this spring. LIGHTFAIR® International’s 2018 LFI Innovation Awards® saw an independent panel of lighting professionals select 18 winners in 14 categories from a pool of 238 entries.

LumEfficient received a judge’s citation award for its recently launched LiFi solution.

LiFi is an emerging technology that uses light to deliver faster, more secure wireless Internet connections than WiFi. ALPHABET Lighting®, a division of LEDRAbrands®, captured the award for most innovative product of the year for its NU Vector Series Downlights, which possess Bluetooth beam control.

Acuity Brands’ Juno FlexConnect™ luminaires earned top honours for design excellence. With applications including wall grazing and washing, the luminaires feature a linear optic system that is touted as the industry’s tiniest and most configurable.

Crestron picked up a technical innovation award for its SolarSync™ daylight sensor, which has the capability to automatically align indoor light levels with daylight levels based on the colour temperature of ambient lighting.

-REMI Network

ENGIE TO PROVIDE IFM FOR BOMBARDIER Bombardier Transportation, the Montreal-based rail technology giant, recently announced that it had awarded a global integrated facilities management contract to ENGIE. The five-year frame contract, which also includes production management and project services, is worth an estimated $250 million euros.

ENGIE’s international FM team will centrally manage the contract, which is due to be rolled out at Bombardier Transportation sites including industrial facilities starting this summer. ENGIE’s national services entities will commence the local delivery of such services as cleaning, grounds maintenance and security as local service agreements end. Management information will be channeled to Bombardier Transportation and ENGIE through ENGIE Direct® smart workplace technology.

The contract comes as the rail technology giant pursues its 2020 transformation goals. Jim Vounassis, chief operating officer

at Bombardier Transportation, said working with ENGIE will enable the rail technology giant to continue to accrue efficiencies as it concentrates on its core activities.

“ENGIE’s strengths in energy and services, combined with the ability to provide solutions across our global facilities, will help us address our business challenges while ensuring a highquality working environment for our people and exploring new combined business opportunities,” Vounassis added.

Capital expenditure projects are among other contract deliverables, as are energy performance solutions.

“We are delighted to have won this contract and are looking forward to working in partnership with Bombardier Transportation internationally to bring together our integrated facility management and energy expertise to support their strategic goals,” said Wilfrid Petrie, CEO of ENGIE UK.

September 2018 CFM&D 7

[ fm ergonomics ]

BY AARON MILLER

HOW TO REDUCE WORKPLACE RISKS Ergonomics programs done right can help not only lower injury rates but also raise employee engagement.

Successful interventions involve five key steps

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Look for injury trends to identify and target highrisk jobs and tasks.

There are many benefits to ergonomics programs, including reducing injury and absenteeism, saving on workers’ compensation costs, improving job satisfaction, and creating an organizational culture of safety to ultimately improve staff performance.

Developing a successful ergonomics program involves five critical steps: collecting injury statistics, understanding work tasks and identifying risk factors for injury, and then implementing, communicating and evaluating the plan.

COLLECTING INJURY STATISTICS

Step one is to examine the causes of employee injuries and determine whether there are any common injury trends, working with the Human Resources, Workplace Health and Safety, or Joint Occupational Health and Safety (JOHS) committee.

For example, do specific jobs or tasks that have a higher injury rate compared to others? If so, these are the areas to target for risk reduction with the ergonomics program.

T

here are many reasons companies start ergonomics programs.

It could be due to one serious injury, or it could be due to a series of minor injuries or staff absences in the workplace.

An ergonomics program is about identifying and minimizing or eliminating the risk factors for injury in the workplace. Ergonomic risk factors in the workplace include tasks that are highly repetitive, require forceful

UNDERSTANDING WORK TASKS, RISK FACTORS FOR INJURY

exertion, or require awkward postures to complete.

Every company is different, and so are the ergonomic risk factors for injury. In an office environment, risk factors for injuries to the wrist, forearm, and low back can include sitting at a computer all day. By contrast, consider the facilities management team that maintains building operating systems, completing tasks that require forceful exertions and awkward postures.

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Step two is to talk to the staff who work in the focus areas identified in step one to better understand the work tasks and how employees may be getting injured. These interviews should also involve the JOHS committee.

Next consider how the risk factors that have been identified can either be eliminated or reduced. (Some risk factors can never be completely eliminated.)

There are three ways to reduce or eliminate ergonomic risk factors.

Engineering changes are the most effective at eliminating ergonomic risk factors and can include automating manual processes, redesigning work areas, using carts rather than carrying items, and purchasing height-adjustable chairs and work surfaces. Each of these engineering controls physically change how the tasks are completed.

Administrative changes focus on policies and procedures in the workplace. This can include limiting the amount of weight that people can lift at a time, establishing standards for how to store items, and changing staffing levels for certain jobs or shifts.

Another example of an administrative control is to create a purchasing policy recommending certain types of products. This will not only reduce costs, but also ensure that all employees who sit at a computer all day have office equipment such as height-adjustable chairs, keyboard trays, and even height-adjustable desks that minimize the ergonomic risk factors associated with that work.

Changes relating to personal protective equipment are designed to help ensure that employees have taskappropriate safety equipment, such as safety googles and gloves.

IMPLEMENTATION

Ergonomics programs can include just one type of control — engineering, administrative or personal protective — or all three, depending on the tasks and the risk factors for injury. The most successful programs eliminate the risk factors for injury by automating manual tasks, redesigning work areas, or changing how the work is completed.

The most important part of step three is to identify what types of risk factors are being eliminated and how the ergonomics program will be evaluated.

so they can participate fully, as well as training staff in any new tasks, policies, and procedures.

Getting management and the executive team to endorse, support, and lead the plan is important. Leaders that

in the area in looking at what further modifications can be made.

An unsuccessful program can waste resources, increase employee injuries, cause staff to disengage from the process and even increase staff turnover.

The most successful programs eliminate the risk factors for injury by automating manual tasks, redesigning work areas, or changing how the work is completed. have a strong commitment to health and safety will improve the organizational culture and will encourage employees to commit to making changes and support the ergonomics program.

While these strategies typically remain internal, some companies externally communicate their ergonomics program to demonstrate their commitment to their employees and promote their organization as a safe place to work.

EVALUATION

Step five involves the continuous monitoring of metrics agreed upon during the development of the ergonomics program. It’s also important to analyze the work area to confirm that the ergonomic risk factors have been eliminated or reduced and that the intervention has not introduced new risk factors.

If the ergonomics program has not reduced the risk factors for injury, are there opportunities for other workplace changes? If so, the review the entire program and again involve staff working

Program evaluation helps to not only ensure success of the program, but to also ensure its sustainability in making continuous improvements to reduce injury in the workplace.

In addition to reducing workplace injuries and absenteeism, ergonomics programs improve employee engagement, job satisfaction, and reduce turnover. Successful ergonomics programs involve frontline staff during every step of the process, from understanding the tasks involved and identifying the risk factors for injury, right through to evaluating the program and looking at how the program can be sustained and spread throughout the organization. The five steps to a successful ergonomics program must be followed in order, with a focus on eliminating or reducing the risk factors for injury, in order to demonstrate how the plan has improved the workplace.

Key markers of success include injury reduction, cost savings, employee satisfaction, and improved organizational performance. | CFM&D

Reference Canadian Centre for Occupational Health and Safety. (2018). Ergonomics.

Retrieved from https://www.ccohs.ca/topics/programs/programs/ergonomics/

COMMUNICATION

Step four is to communicate the ergonomics plan across the organization.

This generally involves ensuring everyone knows about the program and why the changes are occurring

Aaron Miller is a Canadian Certified Professional Ergonomist (CCPE) and an ergonomic consultant based in Kelowna, B.C. He can be reached at aaronmiller764@gmail.com.

September 2018 CFM&D 9

[ fm education ]

BY MICHEL THERIAULT

These pages sponsored by

BOMI C A N A D A

TIPS FOR OUTSOURCING COMPACT PORTFOLIOS

�

Small organizations may find it cost-prohibitive to hire in-house specialists who are not needed full time.

Which services should be contracted out? And how should those services be bundled? It depends on an organization’s goals, which could include finding efficiencies or lowering costs

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A

compact portfolio puts an FM much closer to facilities and services compared to a regional, countrywide or international portfolio, where they are spread out and more difficult to manage directly in each of the different locations.

When a relatively modestsized portfolio is managed inhouse, it may cost too much to pay for specialty resources such as energy specialists or maintenance management software that are not required full-time. And even if a small organization could hire its own specialist, providing for his or her ongoing certification, training and development is more challenging than in a larger organization.

As such, FMs overseeing compact portfolios may consider outsourcing.

However, since there are both advantages and disadvantages, there are several factors to weigh in choosing an approach. There is no one single solution, so it’s important to consider the specific circumstances of a situation.

The objective of an outsourcing initiative is important to this decision. This is related to the reasons organizations outsource, such as achieving economies of scale, and which of them are relevant to the situation at hand. Just remember that not all the reasons for outsourcing will apply or generate the same benefits.

It is important to assess objectives against the different approaches to outsourcing.

Beyond objectives, what are the specific issues being targeted for

improvement or change? Is it costs, service, internal resourcing, challenges managing multiple contractors, lack of experience or technology? How will outsourcing specific services solve those issues?

If an organization already contracts most of its services, a bundled FM outsourcing approach would be easier to do, but cost savings may be lower. The key benefit is that the organization would procure and manage fewer suppliers by engaging a larger outsourcing company who can get economies of scale for subcontracted services. If the organization has in-house staff performing some of its services, it requires more effort to manage inhouse but, depending on in-house costs, outsourcing could either be a cost benefit or add to costs due to added overhead and profits from the supplier. If the organization has sufficient in-house management to

oversee multiple service providers, a fully bundled outsourcing approach may not be needed unless in-house management is reduced or reassigned to other activities. If internal staff already can’t manage the current workload, outsourcing can shift the effort of managing multiple subcontracted services or in-house resources from the organization to the new provider.

In weighing the alternatives, it’s important to consider how to maximize outsourcing advantages and minimize its disadvantages. Think of the services as a bunch of blocks and the FM needs to decide which blocks to put together. It’s possible to outsource the services that make sense as a bundle to one provider and continue to sub-contract services or self-perform services the FM is better positioned to oversee and manage and for which bundling provides fewer benefits.

WHAT TO BUNDLE?

Here are some of the factors to use when deciding on what to bundle into an outsourcing initiative and what to continue subcontracting and therefore managing internally: Complexity

The more complex and specialty the service is, the more likely you should not manage it directly, and therefore they should be bundled.

Connected/coordinated services

The more connected and coordinated services are, the more likely they should be bundled and included in a single contract with overall management of those services by one service provider as an outsourced service.

Spend

The higher the cost of single service the less likely it should be bundled.

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[ fm education ] Small spends or seldom-used services that are harder to procure in smaller scale are more likely to be bundled.

Control and organizational impact

The services with the highest impact and visibility to an organization should remain under its direct control instead of bundling them. The exception is usually highly technical specialized

services that are better managed and coordinated with other technical services by an organization with the skills, experience and knowledge to deliver the services better.

contracted services, the more things should be bundled into an outsourcing initiative.

Resources and administration

Specific services requiring special equipment, special tools or intense training, re-training and certification are more likely to benefit from being sub-contracted, whether individually contracted or bundled into an outsourcing initiative based on other factors. Overall services that require software, resources or specialized management (maintenance management software or a 24-hour help desk are examples) can be expensive to implement for a compact portfolio but less costly when outsourced, particularly when bundled with other services.

The fewer resources and administration an organization has available to manage multiple

Investment (equipment, tools, training, etc.)

BUNDLING OPTIONS

Here are a few different bundling options that illustrate how services can be split out to do in-house, to subcontract directly and to bundle as an outsourced FM contract.

The decision factors above may be used to help decide which is best for a particular organization.

This example only includes a small range of possible services. The same principle applies to all other services an organization may require.

Fully outsourced

Toronto Construction Association

This is the classic fully outsourced model. It bundles the delivery of all services together under one outsourced FM provider. This is more likely to be seen in a larger, geographically dispersed portfolio. Depending on whether the organization owns the building or not, some of these tasks may be done by the landlord and the service provider interfaces with the landlord to ensure services are delivered as expected by the lease. Note that while the service delivery is outsourced, the strategic activities, including financial planning, capital planning and space planning, for instance, remain inhouse.

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Overall services that require software, resources or specialized management can be expensive to implement for a compact portfolio but less costly when outsourced.

Outsourced and in-house

In this model, certain activities are retained in-house. A split between in-house and outsourced services is common in larger portfolios where organizations have the resources to perform the functions in-house and where those services are more strategic or critical to their core business. This example keeps space and project-related activities inhouse but some larger organizations may keep the help desk or security in-house, for instance, or have their own staff delivering cleaning or providing grounds services (landscaping).

Outsourced and in-house individual contracts

and

This is a mixed approach to maximize advantages and minimize disadvantages. This alternative takes larger, standalone services out of the outsourced bundle.

These are services that may not benefit from being bundled under an overall provider in a compact portfolio. The items here would depend on an organization’s specific objectives and issues as described further above.

The in-house services are the same as the previous example.

The bundled services remaining include maintenance, CMMS (maintenance management software) and the help desk. The

maintenance is bundled because it has many coordinated specialty services. The CMMS is bundled with maintenance because it is closely related to maintenance and requires significant investment and resources. The help desk is included for the same reason.

The individually subcontracted services are not closely coordinated or linked to the other services or each other except for grounds and snow and ice, which can sometimes be contracted out to a single provider who does both winter and summer services. In addition, the individually subcontracted services can be high cost due to the volume of activity (such as cleaning) or because they have a direct and visible impact on occupants and visitors to the facility. They are also easier to manage as standalone services.

FM outsourcing is a viable option for compact portfolios. However, applying it to the entire range of services without considering the issues and options may not achieve the best results. As with any business decision, step back and look at all the factors along with the advantages and disadvantages of each alternate approach before finalizing an approach to outsourcing an organization’s facilities services. | CFM&D

Sourcing third-party blog content

By Steven Chester Did you see something great in today’s news or an industry blog that’s inspired your next blog post? If you’d like to chime in, there are some rules to follow that will keep you in good standing in the online community.

If the article in question is from another blogger, reach out to the author. You can generate some goodwill by congratulating them on a job well done, and can ask to republish the post on your own blog.

Many bloggers also invite guest blogging opportunities or trading of guest posts, so if you’re looking to cultivate relationships, this is a good way to start.

If you’re dealing with a mainstream news publisher, they’ll typically not allow you to republish their work. Your best bet is to give credit to the original author and publication, and be sure to quote no more than a few sentences of their work. Quoting too much of the original text may be considered copyright infringement, and search engines also punish web pages that have duplicate content.

In the text you’ve quoted, be sure to either use quotation marks around the text, or if it’s a full paragraph, indent and italicize the quote so it appears to stand alone from your own post. Be sure to hyperlink to the original piece.

Regardless of who your content source is, it’s a good idea to either email or tag the writer/publication on social media to let them know you’ve referenced their work. Most authors are happy to receive a mention and the referral traffic you’re sending their way, so you might end up with a new contact who may even share your post on their own channels.

The blogging community is more often than not a respectful one, so being a member in good standing will not only keep you out of legal trouble but could help grow your own networking if done correctly.

Michel Theriault is principal of Strategic Advisor, a facility, property and asset management consulting firm. The preceding article is excerpted with permission from the white paper Outsourcing Compact Portfolios, which can be accessed in full at www.fminsight.com/white-papers/.

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.

[ operations & maintenance ]

BY ALICE SINIA

BUILDING A PEST-FREE FUTURE All of these pests can actually be built into properties during the construction process. Fortunately, there are ways to seal out pests while renovations are ongoing to prevent infestations later.

An Integrated Pest Management (IPM) approach stresses prevention over remediation by focusing on proactively limiting pests’ access to key survival elements with measures such as sanitation and facility maintenance. Be sure to meet with building contractors before they finalize the blueprints to discuss how an IPM program can be incorporated into the construction process. Follow the below tools of the trade in all three phases of construction to build a solid foundation for pest management.

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Moisture can increase pest pressure, so schedule construction for dry seasons.

PHASE ONE: PLANNING AND PREP WORK

Facilities are especially vulnerable to unwanted critters during construction and renovation. A pest control expert provides a blueprint for prevention

W

hether breaking ground on new construction or remodeling an existing property, facility managers should be aware that renovations can turn up the heat on pest pressures.

Construction uproots pests, disturbing their habitat and forcing them to search for what they need to survive: water, food and shelter. Even if a robust sanitation and maintenance program is already in place to deter pests, it can be disrupted by renovations and leave a property more vulnerable to infestation.

Each pest comes with its own set of unique challenges that can affect the success of renovations and construction.

Cockroaches reproduce quickly, can spread disease, contaminate food and even cause allergies. Then there are carpenter and acrobat ants, which target wood in structural timbers and hardwood flooring. Rats and mice can carry several diseases and may cause structural damage within a facility, gnawing on wood, paper, dry wall and wiring. They frequently mistake the wiring on electrical equipment for plant roots and their chewing on them can become a major fire hazard.

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Survey the site for potential pest issues and prepare an IPM program that addresses building and site-specific needs. Monitoring devices can be used to detect pest presence, assess populations in the area and take note of the property’s surroundings.

Certain geographic, topographic and climatic conditions might create additional pest pressure. For example, forested and wooded areas may see increased carpenter ant activity. It’s important to: • Review blueprints and plans to ensure potential roosting or nesting areas for birds and other animals are minimized.

• Aim to start construction in the driest season. Wet conditions amplify pest problems.

• Inspect the construction site and incoming materials for existing pests and monitor for on-site pest activity in materials such as shingles and wood.

• Grade the land around the property, if possible. Grading the land will help

prevent puddles from forming and remove sources of water.

• Choose pest-resistant building materials, such as non-cellulose insulation and fiber-cement siding.

• Install a first line of defense using a non-toxic baiting and monitoring system around the facility to monitor and detect pest presence. Once detected, the pests can be controlled using the appropriate techniques.

PHASE TWO: DURING CONSTRUCTION

When construction begins, pests will be displaced from their homes and typically start to appear on site. This is when a property is at the highest risk of pest infestation. Take the following steps to manage their relocation and ensure easy access to their survival needs is not being provided: • Monitor for moisture to help prevent pests, such as foreign grain, plaster and fungus beetles, which feed on the fungus that grows and accumulates on wet wood.

• Keep the construction site clean. Ask workers to dispose of food scraps, wrappers and drink cans and cover up building supplies to avert pests such as ants, flies and rodents.

• Install LED lights on site to make it less attractive to flying insects.

• Thoroughly inspect the foundation for cracks and crevices. Some pests can access buildings through openings of less than two millimetres.

• Ensure that all doors and windows are flush against frames and sealed with weather stripping.

Ensure that all doors and windows are flush against frames and sealed with weather stripping.

• Trim plants to keep them at least half a metre away from the building.

Branches should be cut back to prevent bridge-like, easy access to the building. Avoid fruit-bearing trees that attract flies and pest birds.

• Ensure the building has positive airflow — air that flows out the door rather than in. When doors open, air

Alice Sinia, Ph.D. is quality assurance manager – Regulatory/Lab Services for Orkin Canada focusing on government regulations pertaining to the pest control industry. With more than 15 years of experience, she manages the Quality Assurance Laboratory for Orkin Canada and performs analytical entomology as well as provides technical support in pest/insect identification to branch offices and clients. For more information, email Alice Sinia at asinia@orkincanada.com or visit www.orkincanada.com.

RJC has been delivering engineering excellence, outstanding results and value to our clients for 70 years.

PHASE THREE: AFTER THE BUILD AND BEYOND

The facility manager’s job isn’t done once construction or renovation is complete. It’s important to remember that effective IPM is an ongoing process, not a one-time event.

Continue to fortify facilities against pests with the following tips: • Install a half-metre gravel strip around the building. Rodents do not like to be out in the open, and this provides a no-cover zone. Gravel also creates a rough terrain for insects to traverse.

should push flying insects out and not suck them into a building.

It’s possible to keep pests out of facilities undergoing construction or remodeling by design. Making pest management a top priority before renovations turn up pest pressures can protect these types of investments and create a solid foundation for a pest-free future. | CFM&D

University of Calgary | Schulich School of Engineering

Camosun College | Centre for Trades Education & Innovation

RJC Engineers

Langara College | Science and Technology Building

rjc.ca

September 2018 CFM&D 15

FACILITY DESIGN

SECOND SKIN How an energy-saving, heritage-sensitive revamp improved thermal comfort at the Bank of Canada’s downtown Ottawa complex

BY MICHELLE ERVIN

16 CFM&D | Part of the REMI network | www.REMInetwork.com

PHOTOS: DOUBLESPACE PHOTOGRAPHY

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A glacier-like form announces the new Bank of Canada Museum.

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he last add-on to Bank of Canada’s downtown Ottawa complex may have been ahead of its time. In the 1970s, Canadian architect Arthur Erickson bookended a limestone building dating back to the 1930s with mirrored glass towers bridged by an atrium. They featured many of the trappings of the contemporary office: biophilic design, open concepts and outdoor views.

Despite their foreshadowing of current workplace trends, the central bank’s headquarters were in need of an update when they recently underwent a sweeping modernization — just as any facility would be after 50 years without significant intervention. The atrium, for all its greenery and water features, was underused; open concepts had been sacrificed to private offices; and window seats came with thermal comfort issues.

Not to mention, technology had transformed the workplace.

Beyond modernization, there were other issues that demanded attention, such as exhausted major equipment to replace and important new standards to meet.

“The requirements for a safe and efficient workplace have evolved considerably since [the 1970s], as have the security requirements for a G7 central bank,” Rebecca Spence, media relations consultant, Bank of Canada, said via email. “Renewing the head office was also an opportunity to make it more energy efficient, cost effective and environmentally sustainable.”

Inserting an invisible second skin into the mirrored glass towers was a core component of the energy-saving, heritage-sensitive intervention at the 835,000-square-foot Bank of Canada complex. The project, completed last year at a construction cost of $460 million, also saw the atrium revamped and open concepts reinstated to support a collaborative workplace culture. Plus, September 2018 CFM&D 17

FACILITY DESIGN

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Clockwise from left: IT and other services are located on the main floor to bring employees together; the conference and meeting rooms are also centrally situated to do the same; the atrium supports collaboration and knowledge sharing; and interior foliage contributes to a culture of wellness.

a relocation of Canada’s Currency Museum reclaimed unused space and helped satisfy modern security requirements.

The wide scope of the project brought together three Perkins+Will offices. Its Ottawa and Toronto teams combined forces on the renovation, while its Chicago team, whose portfolio included work for the Bank of America, took the lead on the interiors.

INVISIBLY IMPROVING THERMAL COMFORT

Thermal discomfort is one of the most common sources of complaints fielded by facility managers in office environments.

Prior to their modernization, the Bank of Canada’s headquarters were not immune from this. Employees would simultaneously report that it was too hot or too cold, depending on their location on the floorplan.

Andrew Frontini, principal at Perkins+Will’s Toronto office,

explained that the curtain walls of the mirrored glass towers were essentially acting like a magnet for heat in the sun and like a sieve for heat in the shade — an effect that was most pronounced during Ottawa’s cold winters.

“It [takes] a lot of energy to move heat and cooling around the floor, and because the floorplates had been subdivided over time, and because the advent of the digital workplace adds to much larger heat loads, the existing systems, which had been modified in a piecemeal way, were having a really hard time keeping up with occupant comfort,” he said.

The impetus to introduce new systems without interfering with the original architecture produced a novel solution:

the addition of a glass layer, inset one-and-a-half feet from the existing envelope. Frontini said introducing a dropped ceiling might have addressed the capacity of the crowded duct raceways, but it would have altered the look and feel of the space, characterized as it was by an exposed structure and concrete trees and slabs.

“Before that space heats up inside the workplace, the air in the buffer zone has been heated up and then been removed,” he said, “so it allowed us to lower the heating and cooling loads in the space proper, and that meant we could look at using a radiant panel, which was tucked up into the structural coffers of the tree columns, where it’s very discrete.”

“The requirements for a safe and efficient workplace have evolved considerably since [the 1970s], as have the security requirements for a G7 central bank.”

18 CFM&D | Part of the REMI network | www.REMInetwork.com

life of the Bank and ultimately becomes a functional space that’s going to serve the Bank’s needs for the next 50 years,” said Frontini.

MEETING MODERN SECURITY REQUIREMENTS

The radiant panels occupied roughly one-third of the 30-inch structural cell, which left room for high-efficiency lighting and sprinkler heads.

In addition to reducing thermal comfort complaints, the dynamic buffer zone improved the energy efficiency of the complex, Spence confirmed.

SUPPORTING A COLLABORATIVE CULTURE

The modernization also saw the open concepts of the original architecture revived in an effort to promote a collaborative work culture, which is seen as a tool for recruiting the best and brightest.

“We perform unique roles that are critical to safeguarding and promotion of Canada’s economic and financial welfare and we need top-level executives, frontier researchers, highly specialized and skilled professionals, cuttingedge knowledge and expertise, and innovators,” said Spence.

The institution’s roughly 1,700 employees were invited to provide input into the

selection of ergonomic furniture and floor layouts. Most of the private offices, which had poor utilization rates, were replaced with a range of spaces outfitted with modular furniture and sit-to-stand desks and tailored to a variety of activities, including both collaborative and quiet work.

Conference and meeting rooms that had been allocated across floors have been collected around the 12-storey winter garden atrium in behind the circa1930s building. Frontini said this strategy was aimed at bringing together employees working within the two towers who might not otherwise have cause to cross paths, as was the main-floor location of services such as a help desk and IT support.

Working with landscape architect DTAH, Perkins+Will refurbished the atrium, removing an expansive reflecting pool that had been causing maintenance headaches, adding seating and replacing and restoring plantings.

“While it’s [the atrium] no longer open to the public, it’s very much more open and very much more integrated into the

Before the modernization occurred, visitors used the atrium to access Canada’s Currency Museum, which was previously located in the circa-1930s building.

“Modern-day security requirements are such that the general public will no longer have unrestricted access to our atrium,” Spence explained. “However, as part of the renewal, the Bank invested significantly in public spaces.”

Canada’s Currency Museum, now known as the Bank of Canada Museum, found its new home in the plaza in front of the complex. The challenge, said Frontini, was to create a standalone facility that wouldn’t overshadow or be overshadowed by the original architecture.

A former shipping and receiving area located below grade provided a place to integrate the facility into the landscape.

“We thought, what if it appears to lift up at the corners, and then it creates an opening so that you can descend below the plaza, and light can be drawn in, and you can see down into the museum below from the street,” Frontini recalled.

The plaza redesign — another collaborative effort by Perkins+Will and DTAH — also introduced landscaping and sloped seating atop a trio of angular pavilions, one of which doubles as the roof of the museum.

These are among the few visible signs outside the complex of the sweeping modernization that has taken place inside, and that was intentional. Spence cited the heritage of the institution’s headquarters as a compelling factor in the decision to stay and renovate rather than go and relocate, which made it important to temper the modernization with preservation.

“The look and feel of the exterior have been carefully maintained, with the Bank making every effort to restore and preserve important external façades,” said Spence. “The result is that, from the exterior, the Bank facility looks virtually identical to 2013, when renovations began.” | CFM&D September 2018 CFM&D 19

[ technology ]

BY GEORGE TSINTZOURAS

PASSING THE LEAD TEST

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The exposure of children to lead is of particular concern.

Plumbing systems require regular flushing to keep kids safe in school. How sensors can help FMs fulfill this duty amid reports of failing grades at some facilities

20 CFM&D | Part of the REMI network | www.REMInetwork.com

M

any schools across North America are failing governmentmandated lead level tests. It’s not unique to a single geography; schools in big cities, suburbs, and rural areas are equally affected.

School administrators are required to flush their plumbing systems regularly in order to keep lead levels low. Flushing is needed because lead was widely used as a soldering element in pipes until 1986, and some plumbing systems installed before 1975 may have lead pipes, according to the Government of Canada. In both cases, lead from corrosion can contaminate water that passes through the pipes, especially if the water is hot. Water that has been sitting in pipes for six or more hours or over extended periods of time such as weekends, holidays, and especially over the summer break, is more likely to be contaminated. Lead is difficult to trace in drinking water because it carries no odour, taste, or smell.

According to Health Canada, it is normal for Canadians to be exposed to low levels of lead. Food and drinking water are among the most common routes for lead to enter the body, in part owing to lead plumbing fixtures, according to the CMA Journal. Blood lead levels have decreased by more than 70 per cent over the last 30 years, but lead is still commonly detected in the Canadian population.

Lead exposure for children is of particular concern. According to KidsHealth, lead is a neurotoxin associated with several health risks, including damage to the central nervous system and learning disabilities, among others. Additionally, children’s bodies are more likely to absorb and retain lead

Regular pipe flushing is a standard practice and required by law to help keep lead at safe levels.

than adults’. Ultimately, there is no “safe” amount of lead for children to consume.

Risk management is imperative for protecting children’s health. Regular pipe flushing is a standard practice and required by law to help keep lead at safe levels. Without a national system for collecting data and monitoring lead poisoning in children, facility managers and administrators can take a leadership role in ensuring lead levels are safe throughout their schools by monitoring lead flushing on a continuous basis.

Traditionally, the frequency of flushing was tracked manually, if at all, sometimes resulting in spotty records and a lack of insight into proper lead flushing. Otherwise, monitoring required sizeable investments in invasive plumbing infrastructure to track water flow.

More recently, IoT technology has made available commercial-grade, low-cost options for managing the process. Sensors that affix to water meters and do not require technical or plumbing knowledge can be used to make smart water-flow monitoring a collective effort.

By monitoring water flow minute by minute, school facility managers and administrators can ensure that essential lead flushing is being performed, and also quantify the length of each flushing event. For example, to flush the plumbing at a school, the Government of Ontario recommends staff turn on “the last tap/faucet (not a fountain) on each run or branch of plumbing, and let the water run for at least five minutes.” Running times differ depending on rate of flow and how far the water taps are from the water main on the street as well as the plumbing fixture involved, and age of building. A refrigerated water fountain requires 15 minutes of flushing, for example.

It’s possible to track lead flushing by manually recording flush times and durations on a spreadsheet that is shared with school administrators, but this method has its potential shortcomings, as mentioned earlier. Real-time water usage data can be used to avoid lead flushing that is either too short, and therefore ineffective, or too long, thus resulting in high water bills and water waste.

When water usage is tracked automatically, historical data and analytics can be used to create a consumption profile for each school and establish a benchmark for normal water use across all buildings in the district to help determine when unusual activity occurs. Smart sensors can also send mobile or email alerts for leaks, floods, unusual water usage, pipe freezing, power outages and humidity

levels to help protect school buildings 24/7 from water damage as well as aid administrators in utility management and conservation efforts.

Facilities and maintenance departments can and should take proactive measures to ensure lead flushing is being performed effectively in order to meet legal and health requirements within their schools and across districts. | CFM&D

George Tsintzouras is CEO and co-founder of Alert Labs, a Kitchener, Ontario-based company that produces intelligent leak detection devices. George graduated from the University of Waterloo with his Bachelor of Physics and entered the field of optics. He earned his Master of Business Administration (MBA) degree from Wilfrid Laurier University, with a specialization in marketing strategy.

From Boiler Room to Boardroom

A professional association focused on advancing and promoting the FM community. Join IFMA Toronto Today at ifma-toronto.org

September 2018 CFM&D 21

ENERGY FEATURE

BY MICHELLE ERVIN

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PHOTO COURTESY OF CARLETON UNIVERSITY

CARLETON U TO GET CO-GENERATION PLANT

A 4.6-megawatt turbine is due to be up and running at Carleton University’s Ottawa campus next spring.

The campus installation comes as part of a broader energy master plan that will see seven buildings undergo energy retrofits including equipment optimization and lighting upgrades

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arleton University expects to fire up a new co-generation plant at its Ottawa-based campus next spring as the postsecondary institution implements its sophomore energy master plan.

The decision to install a co-generation plant stemmed from an evaluation of existing equipment for its ability to satisfy the anticipated heating and cooling needs of the projected campus build-out, said Darryl Boyce, assistant vice-president of facilities management and planning.

“We needed a reliable source of energy to provide the heat for the campus,” said Boyce. “And, at the same time, we realized we would benefit from lower cost electricity from the same system if we put in a co-generation plant.”

Only 60 per cent of the electricity consumed by the campus is expected to come from the grid once the installation is operational. The remainder will be generated on site. The installation, a 4.6-megawatt turbine powered by natural gas, will be accompanied by a heat recovery boiler, which will take over steam production, boosting its efficiency by a projected seven to nine per cent.

All told, Carleton University expects to generate energy savings of 17 per cent through the implementation of its updated energy master plan, which covers the years 2018 through 2021. The plan will see seven buildings undergo energy retrofits including equipment optimization and lighting upgrades.

The post-secondary school is striving to further the results it achieved between 2014 and 2017 as it eyes an overall target of trimming energy use by two per cent per year on its growing campus.

MAKING AN ENVIRONMENTAL IMPACT

Evaluation found that the steam-heating system was not up to the task. Its boilers were old enough to have gone through the public school system and graduated from university at least twice.

Working with Honeywell, its energy services partner, Carleton University was able to shed 2,693,988 kilowatt hours from its yearly electricity bill through the implementation of its first energy master plan, as well as 25,247 cubic metres from

“We needed a reliable source of energy to provide the heat for the campus.”

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“We want to reduce our impact on the environment, but we also want to improve the indoor environment for the people in the building.

After all, why do we build buildings?” its yearly water bill and 19,076 cubic metres from its yearly natural gas bill.

This worked out to an average energy and water savings of 16 per cent across five buildings.

Honeywell helped the post-secondary institution zero in on good candidates for retrofits based on facility conditions captured in an audit. Once Carleton University shortlisted the buildings with the most room to improve operationally, the energy services partner itemized potential projects and expected outcomes for each.

Energy savings and lower carbon dioxide emissions were important factors in determining which projects the postsecondary institution proceeded with, but they couldn’t come at the expense of occupant comfort.

“We want to reduce our impact on the environment, but we also want to improve the indoor environment for the people in the building,” said Boyce.

“After all, why do we build buildings?”

In the Loeb building, for example, the cleaning of long-neglected induction units, which deliver heating and cooling, increased their

efficiency and thereby lowered energy use and raised thermal comfort as measured by a reduction in too hot/too cold calls.

“While there’s a lot of discussion in regards to improving facilities, I think that Carleton University has gone a lot further than any other client that we’ve been involved with in terms of really providing that kind of direction and looking at longer term paybacks to renew the facilities, to really improve the buildings,” said Luis Rodrigues, vice president and general manager of energy and environmental solutions at Honeywell.

Sub-meters were installed in all of the buildings that underwent retrofits to monitor process loads, such as those generated by the operation of a printing centre, as Carleton University confirmed that the projects achieved the savings promised by its energy services partner.

“When we put a final program together, it lists: here’s the scope, here’s the cost, and here are the savings that are guaranteed over a period of time, which, to a publicly funded institution, is pretty important,” said Rodrigues.

A HOLISTIC PLANNING APPROACH

Boyce believes that everyone should have an energy master plan — and many institutions do. He said the essential steps to developing such a plan include establishing baseline building performance, identifying energy-saving, operations-improving opportunities and mapping out implementation.

In Carleton University’s case, the first of the five facilities to undergo retrofits was an administrative building. Boyce explained that it was important to pilot the program in a non-academic building in order to minimize the impact of any disruptions to the core function of the post-secondary institution.

What’s different about Carleton University’s energy master plan is the way it plugs into the post-secondary institution’s broader campus master plan for development, he said.

“You’re not looking out five years, you’re looking out 50 years down the road,” said Boyce. “Our master plan deals with that, so it gives us a much more comprehensive look at the impact of the decisions we make about the built environment on our campus.” | CFM&D

September 2018 CFM&D 23

[ sustainability ]

BY MICHELLE ERVIN

MISSISSAUGA TESTS WATERS WITH SOLAR PANELS Greater Toronto Area municipality pilots renewable energy at its busiest outdoor pool

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Lions Club Credit Valley Outdoor Pool has been equipped with 28 rooftopmounted solar panels.

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he City of Mississauga tested the waters with solar panels as a supplemental heat source for its busiest — and highest utility-consuming — outdoor pool this summer. If datatracking confirms staff’s forecast for energy savings, the pilot will plunge the annual gas use of the Lions Club Credit Valley Outdoor Pool by around 5,650 cubic metres and its annual greenhouse gas emissions by around 10.7 tonnes.

In addition to its potential to lower the utility bill for the facility, the trial run was attractive to the municipality as an opportunity to demonstrate leadership in sustainability, said Daniela Paraschiv, manager of energy management, City of Mississauga. She said renewable energy is an area of particular interest at the municipality, and there was a stronger business case to be made for solar power than for some of the other options that are available.

“Although the cost-effectiveness might not be there yet, we need to be prepared and make sure our decisions are based on our experience and knowledge,” said Paraschiv. “As part of our strategic plan, under the green pillar, our goals are to lead

24 CFM&D | Part of the REMI network | www.REMInetwork.com

and encourage environmentally responsible approaches and also promote a green culture, so we also want to educate our citizens on using alternative sources of energy so they can consider them for their homes.”

Educational materials will be publicized alongside the installation at Lions Club Credit Valley Outdoor Pool, which consists of 28 rooftop-mounted solar panels that measure four feet by 12 feet apiece. Paraschiv clarified that, technically, the “panels” are unglazed collectors, as the lighter-weight plastic units differ from the solar photovoltaic systems that are commonly associated with the renewable energy source.

“Although the cost-effectiveness might not be there yet, we need to be prepared and make sure our decisions are based on our experience and knowledge.”

“We also want to educate our citizens on using alternative sources of energy so they can consider them for their homes.”

“There are some small water tubes inside the collectors, and the pool water is circulated through those collectors, which are heated by the solar energy, and this is how the water gets heated,” she explained. “Not the whole pool water is sent to the collectors, just a portion of it.”

The forecast for energy savings and greenhouse gas emission reductions is based on the assumption that the panels will absorb a maximum of 40 per cent of the water-heating load, reducing reliance on the gas-powered boiler system.

The pilot was scheduled to run from the opening of Lions Club Credit Valley Outdoor Pool, in late June, until the end of the season, the timing of which will be weather-dependent. If all goes well, the City of Mississauga will look into using unglazed collectors as a supplemental heat source at its other outdoor pools, of which it has seven. However, the pilot won’t simply be rolled out across its facilities.

“We need to investigate case by case because the business cases are so different from pool to pool,” said Paraschiv. “They depend on factors such as consumption, usage, state of the pool, orientation.”

Paraschiv added that low gas prices are a strike against the business case, which can be further diminished by additional costs that may arise, such as reinforcing the roof to support the weight of the system.

Once the required construction permits were in place, installing the system at Lions Club Credit Valley Outdoor Pool was straightforward, said Paraschiv. Upkeep will require little more than yearly inspections.

The installation included a building automation system (BAS), which staff will use to track a series of metrics. Data on boiler operations, outdoor air and water temperatures, and water flow will be compiled and crunched to determine how much pool heating the unglazed collectors provide.

Paraschiv said tracking data is critical to be able to show how the actual results stack up against the anticipated results. She urged other municipalities considering similar pilots to include control systems in order to be able to bear out their business cases.

Testing the waters now, with pilots such as the solar waterheating one, will help prepare the City of Mississauga, and others, for a future in which the business case for renewable energy strengthens.

“It’s good to explore the alternative sources of energy as much as we can, even [if], as I said, the cost-effectiveness isn’t there yet,” said Paraschiv. “It will come, I’m sure about that.” | CFM&D

From Boiler Room to Boardroom

A professional association focused on advancing and promoting the FM community. Join IFMA Toronto Today at ifma-toronto.org

September 2018 CFM&D 25

[ lighting ]

BY JOSÉ RAMOS

ILLUMINATING HUMAN CENTRIC LIGHTING Study finds office staff working under HCL fixtures report better mood, higher energy

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t may be hard to believe, but widespread indoor workplace lighting has only been around for a little more than a century.

And the massive shift toward working long hours indoors — under common lighting conditions — has had an enormous impact on people’s daily lives.

By some estimates, such as the U.S. Environmental Protection Agency’s (EPA), 90 per cent of people’s lives takes place indoors, with limited exposure to natural light. As a result, the indoor environment has put significant stress on human health and well-being.

Yet most efforts to improve people’s increasingly sedentary indoor lives have focused on air quality, ergonomic and physical activity (which, ironically, also

PHOTOS COURTESY OF OSRAM

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CBRE’s Amsterdam headquarters were the site of a human centric lighting study.

happens inside — in gyms and yoga studios), but not on lighting. This is, however, changing and there is now a fast-growing trend toward what is called human centric lighting (HCL).

HCL may seem an overly broad term — after all, the lighting installed within buildings is meant for humans. But it focuses on the idea that humans’ wellbeing must be one of the goals of lighting

systems. And at the heart of this idea of well-being is the fact that the human body follows a circadian or daily rhythm, which is a type of time clock which takes its cues from the day/night cycle. That is, until artificial lighting began to disrupt it significantly, starting with Edison’s lightbulb. The predominance of interior lighting which, unlike the outdoors, does not vary over the course of a day means that conventional lighting is not considering the human body’s need for light that varies in intensity and colour.

But how does HCL actually work? It’s a relatively simple concept, and has been made possible by the advent of LEDs and their widespread adoption. In general, traditional lighting is static as it just turns on and off, and maybe it has dimming functionalities. A typical ceiling fixture delivers only one type of light at a fixed intensity and spectra, as in most offices and factory floors.

HCL fixtures, conversely, generate light that varies in intensity and spectra over the course of the day. Spectra refers to the various colours that make up white light.

Most people are familiar with “cool” or “warm” lightbulbs or fluorescent tubes.

Cool white light tilts more toward the blue spectra while warm white light tilts toward the red. During bright daylight hours, HCL fixtures deliver light with higher amounts of blue spectra but as the evening approaches the fixtures deliver less blue – as with typical natural lighting, when the sky is blue during the day with

A seven-month study revealed a 12-per-cent increase in task performance metrics for office workers who worked under HCL, sometimes called circadian lighting.

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the lighting “warming” as natural light does in the late afternoon. Spaces with HCL systems also are generally brighter than traditional workplaces since natural sunlight is actually quite bright compared to typical indoor spaces.

A seven-month study by the University of Twente VU in Amsterdam and CBRE Group Inc., using OSRAM products, revealed a 12-per-cent increase in task performance metrics for office workers who worked under HCL, sometimes called circadian lighting. The control study participants worked under conventional lighting. The HCL systems varied light over the course of the day, looking to mimic the natural daily fluctuation in exterior light levels. Participants in the HCL areas also reported feeling in a better mood (76 per cent), more energetic (71 per cent) and healthier (50 per cent).

This is just one example of the many case studies that show HCL yields positive outcomes in a wide range of environments, from private corporations to educational institutions, and even healthcare settings.

While past standards to improve building performance have focused on efficiency, such as LEED, newer approaches have started to aim at occupant well-being. The WELL Building Standard is such an example. As it turns out, the first WELL Certified™ pilot offices in the world were CBRE’s Global Corporate Headquarters in downtown Los Angeles, California.

One of the pillars of the standard is lighting that contributes to wellbeing, based on the established science around circadian cycles. A visitor to the Los Angeles headquarters will immediately notice that the space is bright and airy. And employees report that they greatly enjoy this type of office configuration.

However, this example of a workplace where HCL plays a central role is not some research facility, art museum or educational institution; it’s a profit-driven institution that makes decisions based on financial metrics such as the return on investment. There is a realization and an understanding that HCL has real and tangible benefits to a company’s bottom line. After all, the largest expenditure for a company

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At CBRE’s Amsterdam headquarters, human centric lighting systems varied light over the course of the day to mimic the natural daily fluctuation in exterior light levels.

is usually its labour costs. If a labour force is the largest financial piece of a company’s balance sheet, then it’s only logical to take steps to increase the value and output of this resource. And this applies equally to an office as it does to a factory floor. Even small productivity gains can mean large financial returns when they are associated with a company’s largest business expense.

The trend is clear — human centric lighting is a technology that results in physical well-being for individuals and financial gain for institutions.

Those companies that pursue the installation of HCL systems will reap benefits, ranging from increased employee satisfaction and productivity to improved corporate financial performance. | CFM&D

José Ramos is engineering/business innovation manager, OSRAM Innovation, Americas Region.

September 2018 CFM&D 27

FOCUS ON LIGHTING

SOPHISTICATED SWITCHES A new control capable of satisfying advanced energy code requirements is among the latest in lighting products. Other bright spots include LiFi and micro LEDs

USAI Lighting’s BeveLED Micro gets its name from its 1.25inch aperture, which makes it the tiniest offering from the designer and manufacturer of LED products. It comes in adjustable and downlight options as well as in configurations of two, four, eight and 12 lights in a wallwash option. The LED product is also suitable for use alongside ceiling application materials including acoustical ceiling tile, millwork, plaster and sheetrock.

The Wattstopper® DCLV2 0-10V Decorator Dimmer is a new offering from Legrand, North and Central America designed to smoothly control low-voltage lighting loads. Touted as ideal for projects such as LED lighting renovations, the dimmer is able to satisfy advanced energy code requirements, including ASHRAE 90.1 and IECC standards, thanks to manual-on and partial-on settings — provided it’s used in conjunction with a Wattstopper ceiling sensor. DCLV2 has applications in small to medium spaces, such as classrooms and offices, as well as in large spaces, supporting as many as 100 parallelwired ballasts.

Philips Lighting has introduced Light Fidelity, or LiFi, capabilities to its existing portfolio of lighting products through luminaires including PowerBalance gen2 (pictured). LiFi uses light waves, rather than radio waves as in WiFi, to establish a broadband internet connection through LED lighting. Philips’ LiFienabled luminaires maintain their lighting quality while supporting a connection speed of 30 megabytes per second. LiFi is touted as being especially useful in such high-security settings as government service back offices, as access to the network requires the light to be within view.

28 CFM&D | Part of the REMI network | www.REMInetwork.com

The Icicle pendant is part of WEV™, Barbican’s new collection of washable, woven fiberglass fixtures, which earned Gold in the decorative lighting category at Best of NeoCon 2018. Icicle is suitable for use as a primary light source in white, which produces high output, while the fixture takes on decorative applications in 20 standard colours. The pendant, which is made using 3D printing techniques, features a one-inch-thick glass tube encircled by fiberglass strands. Specialized connectors facilitate geometric configurations. Available in lengths of four inches to 60 inches, the pendant generally requires no more than a power cord to support its light weight.

Luminis has increased the efficiency and output of its Prisma and Kronos pendants in their second generation, which maintain the same basic design but with updated housing. Prisma now delivers as many as 19,000 lumens in its models that measure 22 inches in diameter. Its 14 pendants also come in 12 and 16-inch diameter options.

Kronos, which comes in two, 12-inch-diameter models, has an output of as many as 6,000 lumens. The models, which are also available in 2700K, 3000K and 3500K, come in a standard colour temperature of 4000K. 0-10V dimming is also standard.

Osram has introduced a wireless integrated sensor product family called SensiLUM™ that enables daylight harvesting, occupancy detection and luminaire control by groups and individuals. The L-shaped sensors, which have an outer diameter of 25.4 millimetres, a height of 22 millimetres and a length of 63 millimetres, are compact enough to be integrated into the half-inch knockout standard to luminaires.

Control options include 0-10V dimming and Osram DEXAL™ (Data Exchange interface for Advanced Lighting). The SensiLUM with DEXAL technology is touted for its ability to support the preventive maintenance of luminaires and the data requirements to access rebates offered through incentive programs run by utilities, particularly in interior commercial office spaces.

Landscape Forms recently introduced a new collection of outdoor lights, including catenary, path, pedestrian and wall-mount options, called Torres. Industrial designer Rodrigo Torres and lighting designer Chip Isreal collaborated on the design of the lights, which cut a slim profile and incorporate multi-die LED technology. Single or dual-luminaire area lights are available in pole heights of 12, 16, 20 and 25 feet, while the path light stands three-feet tall. With application-specific arrays and optics, the lights come in colour temperatures of 3000K to 4000K, producing a warm white. Landscape Forms’ Pangard II® HAPS, VOC, and lead-free polyester powdercoat clad cast aluminum parts, which are offered in a wide range of colours.

Larson Electronics LLC’s latest explosion-proof LED fixture, EPL-48-2L-LED-G3, is designed to deliver energy-efficient, yet powerful illumination in hazardous environments including chemical storage, manufacturing and paint booths. The third-generation fixture is touted as improving upon traditional explosion-proof fluorescent fixtures with its lighter weight, slimmer profile and greater light output, producing 2,250 lumens while running on 36 watts. The two-lamp fixture features four-foot-long LED tubes, which come standard in a cool white colour temperature (5600K) and have an expected life span of more than 50,000 hours. Mounting options for the dustproof, impact and vibration-resistant product include suspension pendant and surface.

September 2018 CFM&D 29

[ last word ]

BY KEITH MAJOR

AMENITIES KEY TO PROMOTING WELL-BEING The connection between healthy buildings and productive employees

H

ealth and wellnesspromoting amenities are no longer just nice-to-have perks in sustainable office buildings — increasingly, employees are demanding them. As a result, forwardlooking companies are seeking out these features because they realize employee productivity, innovation, creativity and job satisfaction are measurably affected by workplace wellness.

In past years, the momentum behind sustainable buildings was driven by opportunities to realize economic and operational efficiencies. Buildings that focused on environmentally sound operations, such as water and energy management, saw lower utility costs and, thus, savings on operational expenditures.

However, a growing body of research suggests green design features also lead to healthier, more productive building occupants. A recent Harvard study found that cognitive scores of occupants in green buildings were 61 per cent higher than those in conventional buildings.

And research from the World Green Building Council found that workplaces with natural light, thermal comfort and minimal contaminants in cleaning agents help to reduce absenteeism and enhance job satisfaction.

More recently, wellness has emerged as a natural extension of green-building initiatives, since many of the features that reduce a building’s carbon footprint, such as HVAC systems that improve indoor air quality and the increased use of natural light, also are good for the well-being of those who occupy the space. And, according to World Green Business Council, companies spend, on average, one per cent of their annual

costs on energy, nine per cent on rent and operations, and 90 per cent on salary and benefits. Given that employees represent such a significant proportion of company costs, low productivity, sick days and absenteeism can quickly add up.

REAL ESTATE’S ROLE IN PRODUCTIVE WORKPLACES

While many factors contribute to a healthy, productive workplace — from corporate culture to fair pay and benefits — real estate has a key role to play.

People spend more than 90 per cent of their time indoors, so the buildings where they live, work and play have a clear influence on their health and wellbeing.

Building wellness certifications, such as Fitwel and WELL, provide tools for developing strategies that can boost employee health and well-being. Fitwel outlines a framework for improving building design and operations for individual and community health, while WELL provides best practices in design and construction for healthy buildings.

In an effort to attract and retain talent, companies are also recognizing the importance of amenities that can enhance employees’ well-being and allow them to function at the top of their game. In this regard, asset managers, property managers and tenants share a mutual interest in creating dynamic and highly desirable spaces that invest in well-being for the long term.

Creative approaches to adopting wellness amenities that promote an

active lifestyle, such as fitness centres and bike storage, often require the ability to reimagine and repurpose underutilized spaces. Tenants and property managers are finding dual purpose in conference room space that can double as a functioning yoga studio and the refurbishment of previously unused space to develop basketball courts and other athletic facilities. Outdoor spaces such as rooftop gardens, courtyards or patios hold high potential for the creation of stress-free zones for tenants to enjoy nature.

HEALTHY BUILDINGS BRING BUSINESS BENEFITS

A study commissioned by the Canada Green Building Council found the top three business benefits of healthy buildings (those with features that promote the health and well-being of occupants) include increased building value, the ability to lease space more quickly and the ability to charge premium rents. For example, 150 King St. in Toronto repurposed a portion of the parking garage to meet changing tenant demands. The space was repurposed into a bike room with full shower and locker facilities and a multi-purpose yoga studio that will be programed to the building occupants’ preferences. This key element in revitalizing the building has helped to attract new tenants.

Ultimately, sustainability and wellness impacts the bottom line for all stakeholders. Keeping employees healthy is both a financial and social imperative, and the workplace provides a profound opportunity to positively impact worker health, happiness, productivity and wellbeing. | CFM&D

Keith Major is executive vice president of property management at Bentall Kennedy (Canada) Limited Partnership. Bentall Kennedy is one of North America’s largest real estate investment advisors and a recognized leader in sustainable building practices. Bentall Kennedy includes Bentall Kennedy (Canada) Limited Partnership, Bentall Kennedy (U.S.) Limited Partnership and the real estate and mortgage operations of their affiliates.

30 CFM&D | Part of the REMI network | www.REMInetwork.com

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