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THE

HOTEL ENGINEER OFFICIAL PUBLICATION OF THE AUSTRALIAN INSTITUTE OF HOTEL ENGINEERING

PP 319986/101

Volume 21 Number 4 December/January 16/17


TOTAL SOLUTIONS FOR EVERY HOTEL DESIGN APPLICATION Grills & slot diffusers

Variable volume control

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Constant volume control

Jet nozzles

Chilled beams & ceilings

Fire dampers

Hepa filters & casings

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TROX Australia Pty Ltd Level 32, 101 Miller Street North Sydney 2060 Office: + 61 2 8923 2551 Email: tonyw@troxaustralia.com www.troxaustralia.com


PUBLISHERS

The Hotel Engineer The Official Publication of the Australian Institute of Hotel Engineering



W

elcome to the Hotel Engineer.

Well, we’re back! After a big 2016, it’s time to do it all again this year. We will do everything we can once again to bring you some great articles from some excellent writers whom are willing to share their knowledge in fields relevant to Hotel Engineering. We’re kicking things off in 2017 by bringing you some of the best keynote presentations from the successful AIHE bi-annual conference. Most were originally power point presentations so thank you to everyone for taking the time to write these for the magazine. We start with an excellent contribution from Senior Financial Controller for Accor, Benjamin Pozhuvelil. We have another on safety designs for cooling towers, by Carl Sachs of Workplace Health and Safety and Leigh Robinsons contribution from Healthy Buildings International. In the Sunshine State, new AIHE QLD President Geoff Hill has a chin wag on the changes he’s seen in engineering. It’s a great story starting on page 25. He’s followed by Martin Leitch, whom explores the digital revolution – how it’s affecting people, buildings and workplace culture... and someone whom knows all about the world of changing technology in hotels, Brendon Granger.

us for over 15 years, here she talks from experience on how balancing genders on company boards is good for business. In our profile section, we chat with Fernanda Arantes – the second female engineer we have featured in this magazine. She shares her story of coming in cold to engineering, and her eagerness to see more females in top roles. Another lady that writes for us in some of our other hospitality magazines is Janet Marletto, her article on customer service is a great read for anyone interested in offering the best of hospitality. The benefits of condensing boilers and the intricacies of building hydraulics also make an appearance in these pages, kindly written by Dr Paul Bannister and Paul Angus. We also have good news from an article we ran on the Downtowner on Lygon Hotel last year. Chief Engineer Peter Nesbit and his team have taken out the national AHA Award for Excellence, Best Environmental and Energy Efficient Practises. As we head into this year, I’d like to thank everyone who has shared their knowledge with us from the very beginning, especially Neil Weenink and Derek Hendry. Your ongoing contributions are much appreciated.

Kristiana Greenwood is extremely well respected having considerable experience in FM. She has written articles for

Regards Neil Muir

ADBOURNE PUBLISHING 18/69 Acacia Road Ferntree Gully, VIC 3156 PO Box 735, Belgrave, VIC 3160 www.adbourne.com

PRODUCTION Emily Wallis T: (03) 9758 1436 E: production@adbourne.com

SUBSCRIPTIONS Enquiries: (03) 9758 1431 Fax: (03) 9758 1432 Email: admin@adbourne.com

ADVERTISING Melbourne: Neil Muir T: (03) 9758 1433 F: (03) 9758 1432 E: neil@adbourne.com Adelaide: Robert Spowart T: 0488 390 039 E: robert@adbourne.com

LETTER

ADMINISTRATION Tarnia Hiosan T: (03) 9758 1431 E: admin@adbourne.com

AIHE STATE PRESIDENTS Geoff Hill, QLD E: geoff.hill@palazzoversace.com.au Anura Yapa, NSW E: Anura.Yapa@shangri-la.com David Zammit,VIC E: david.zammit@hyatt.com Tony Fioraso, WA E: tony.fioraso@burswood.com.au

Adbourne Publishing cannot ensure that the advertisers appearing in The Hotel Engineer comply absolutely with the Trades Practices Act and other consumer legislation. The responsibility is therefore on the person, company or advertising agency submitting the advertisement(s) for publication. Adbourne Publishing reserves the right to refuse any advertisement without stating the reason. No responsibility is accepted for incorrect information contained in advertisements or editorial.The editor reserves the right to edit, abridge or otherwise alter articles for publication. All original material produced in this magazine remains the property of the publisher and cannot be reproduced without authority. The views of the contributors and all submitted editorial are the author’s views and are not necessarily those of the publisher.

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CONTENTS 6

AIHE State news

13 Hotel engineering – A financial prospective‌ 18 Guest communication in our mobile-centric world 21 Condensing boilers 101 25 30 years of hotel engineering 29 Profile: Fernanda Arantes

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30 Best Environmental & Energy Efficiency Practice awarded to The Downtowner on Lygon Hotel, Carlton 33 Buildings and people transformed by the digital revolution 36 Not just a pipe dream 39 Changes to how HVAC systems in buildings are designed for fire and smoke control 42 Accessible accommodation 45 Changes to baseline data AS1851-2012 48 Is gender diversity on boards really such a big deal? 51 Making cooling tower maintenance lower cost and lower risk

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54 F inding the best digital visitor management solution for your hotel 56 Indoor air quality for hotels 60 The new world of customer service 63 Back of house January 2017 73 News

THE

HOTEL ENGINEER OFFICIAL PUBLICATION OF THE AUSTRALIAN INSTITUTE OF HOTEL ENGINEERING Volume 21 Number 4 December/January 16/17

39

PP 319986/101

Front cover shows:

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AIHE STATE 

NEWS

VICTORIA

Vice President:

As we farewelled 2016, I do hope that you all enjoyed some time out with your families and close friends, taking advantage to recharge for the new year ahead.

Stephen Docherty

We wrapped up the year with our AGM and Xmas cocktails at the Sofitel, on December 6th. What a great event that was, an opportunity for our members to bring along their partners, enjoy each other’s company, make a few new friends whilst taking in the amazing views over Melbourne. Our corporates, as usual, were very generous in offering prizes on the night which we raffled off, whilst both Anton and Stephen provided the comedy to match, as they drew out the prize winners, thank you all. The formalities of the evening resulted in the following committee being elected to head up the chapter in 2017. Committee Members: John Appleyard, Ponce Casas, Ian Charman, Soudi Nori, David Jones, Gabrielle Chamberlain, Matt Cook & Peter Nesbit Secretary: Anton Van den Brink

President David Zammit A warm welcome to our new committee members, Gabrielle, Matt & Peter, we appreciate your support and look forward to what I am sure will be your valued contributions. Our meeting prior to our AGM was held at Park Hyatt Melbourne, hosted by Engineering Manger Rolando Nuesca. Harvey Norman Commercial presented that evening with the support of Phillips, taking us through the offering of their latest smart TV capabilities along with their tailored software offering, designed to be user friendly and specific to our hotels. Thank you to Leenah Khor of Harvey Norman for bringing together your own team and the support of Phillips to make this a great night. As we kick off the New Year, I wish all of our members and their families the very best of health and happiness. Our chapter in some ways is an extension of our own families; I suppose this happens when you have liked minded amazing people to work and associate with during the course of business, whilst forging great friendships along the way. I truly appreciate what we all have and I am sure you do to. So up and onwards to 2017, let’s make it great, see you all at our first meeting in February. Regards David Zammit President AIHE Victoria Chapter

View The Hotel Engineer online now! Visit www.adbourne.com and click Hotel Engineer 6


WESTERN AUSTRALIA Greetings from Western Australia. Well what a year, so many things happening and so little time.

After the tour the team visited the Little Creatures Ale house for a few refreshing ales and pizza which was well received by all 50 attendees. November came and went so we moved into our Christmas Party in December at the Northbridge Brewing Company.

It seems like we were just saying Merry Christmas and Happy New Year not so long ago! In October the WA Chapter visited the Fremantle Maritime Museum. Perched on the Indian Ocean's shore, the WA Maritime Museum is symbolic of Fremantle’s past, present and future as a coastal city and port.

With over 50 members in attendance it turned into a great night with many stories of the year past and what was ahead for the next year. Unfortunately our treasurer Mark McCarthy from the Perth Convention Centre received the news that a Victaulic fitting on his main chilled water line had let go – so he dashed back to save the day once again but missed out on the rest of the party. The Museum houses several unique galleries that explore WA's relationship with the sea. From leisure boats and handcrafted sailing boats to commercial pearl luggers, the Museum inspires visitors to discover WA’s affinity with the ocean. The Museum is home to the winning America's Cup yacht, Australia II, an Oberon class submarine — HMAS Ovens*, Jon Sanders’ Parry Endeavour and many other iconic vessels from WA's maritime history.

On the 9th December I flew to Sydney for our Presidents meeting and we welcomed the new President from QLD Geoff Hill from the Versace Palazzo on the Gold Coast. We wish him all the very best as its imperative QLD continues to grow its membership. In closing we wish everyone a Happy Christmas and safe New Year and we look forward to seeing you next year. Tony Fioraso President – AIHE Western Australia

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NEW SOUTH WALES Greetings from the AIHE NSW Chapter. Another year has passed and I would like to welcome everyone to a happy new year. I hope everyone enjoyed their holiday celebrations. As we look back into 2016, the NSW chapter had an exciting year of events and opportunities for all members to form new partnerships and share their knowledge amongst each other. As 2016 drew to an end, we started the last quarter with the NSW chapter’s very first trade show as our October monthly meeting. We were fortunate to have Jean-Bernard Rousing and his General Manager, Peter Tudehope, host the “Mini Trade Show” at their hotel, the Radisson Blu Hotel in Sydney. Our corporate members were able to share and present their products and services to the hotel engineering members, who were able to gain that knowledge and broaden their views on how to improve their respective hotels. The AIHE NSW chapter AGM was held at the Shangri-La Hotel on the 23rd of November. We had some great speakers with the Resident Manager of the Shangri-La Sydney, Milan Drager’s encouraging words to open our meeting for the night. Thank you to Ms. Kate Read of The City of Sydney for her insightful and engaging presentation on Funding Support for Hotels. Kate’s speech allowed the Hotel Engineers to see the benefits and opportunities of hotel grants and how they can contribute in creating a greener environment.

The AGM concluded with the nominations and election for the 2017 committee structure lead by our pro tempore, Andy Goonesekera. The meeting was a success and a great start to the year. Congratulations to the newly elected committee for 2017. President: Anura Yapa Vice President: Trevor McCarran Secretary: Benjamin Gray Treasurer: Brendon Granger Events Coordinator: Cyrill Uboldi Committee Members: Andrew Yap (Grace Hotel) & Scott O’Brien The State President’s meeting was held in the Shangri-La as well, on Friday the 9th December. Special thanks to Mr. Craig Hooley the General Manager of Shangri-La Hotel for his support in various ways. Due to its popularity, the AIHE NSW chapter Christmas Party was held on a harbour cruise. The evening included some exciting Latino style dancing, great food, and the company of over 45 of our members who attended the event. The AIHE NSW chapter is growing every year. As 2017 unfolds, I would like to thank every member and those involved with AIHE for their gratitude and contributions. Thank you for your goodwill and dedication to the institution. I look forward to a successful year and meeting everyone this year. Best Regards Anura Yapa JP President – AIHE NSW chapter

Getting on board harbour cruise for Christmas Party.

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QUEENSLAND Greetings from QLD and welcome to 2017. I hope all our readers and members had a wonderful Xmas and New Year. The QLD chapter celebrated Xmas with a dinner at Vie Restaurant and Bar at the Palazzo Versace. Unfortunately I was unable to attend due to family commitments but am informed that a wonderful night was had by all looking out over the Broadwater with 35 attending. The food was delicious and a good time had by all. A presentation by NCH water treatment was to be held at the Watermark during November. Unfortunately we had to cancel this event, it has been rescheduled for February 14th 2017 at the same venue.

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We would like as many people as we can to attend as it’s also a great chance to network with other members and discuss hotel engineering business. I was able to personally attend the Quarterly Presidents meeting during December in Sydney and meet up with my fellow Chapter Presidents. This was held at Anura’s property, the Shangri-La in Sydney. The property boasts some beautiful views of the harbour where we were able to discuss a number of items on the agenda including the further growth and interests of the Institute. As we push into 2017, I take this opportunity to thank my QLD chapter team for all their hard work in 2016 especially in regards to the successful bi-annual conference held on the Gold Coast in August. I would also like to wish all of you a happy and successful 2017. Yours in Engineering Geoff Hill
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HOTEL ENGINEERING – A FINANCIAL PROSPECTIVE…

BENJAMIN POZHUVELIL I SENIOR FINANCIAL CONTROLLER, ACCOR

T

• The electrical transformers and the distribution throughout

heating or cooling, electricity, kitchen equipment, laundry equipment etc. you simply would have no customers. Again, all departments should contribute to a seamless operation where the guest comfort and safety and satisfaction are paramount. The paragraphs following will attempt to narrow the focus for the reader to gain a rudimentary understanding of the role of the engineering department within a hotel.

• The domestic water distribution and sewage

STAFFING

he role and mandate of any hotel engineering department is the protection of the building’s/owner’s assets; the structure from the façade or building envelope, to the integrity of the floors, walls, ceilings and all of the furniture, fixtures, and equipment (FF&E) contained therein. This includes:

• The heating-ventilation-air conditioning system, (HVAC) • The fire alarm system and fire safety components • The vertical transportation system (elevators) • The property surroundings like parking and landscaping and pest control • Utility management such as electrical, gas, steam, water • Kitchen and laundry equipment • Lighting and sound systems and on and on.

Staffing levels are going to be dictated by quite a number of variables. The variable that seems to pre-empt all others is the financial performance of the property, although manipulating the contribution or size of the engineering department will only defer more costs to further down the road. Factors other than financial can be building specific; the amount of rooms, meeting space, grounds, age of building, available talent pool, plant size (boiler room etc.) swimming pools and peripheral equipment.

Hotels have often been given the analogy of a cruise ship or a hospital that operates 24 – 7. When the guests are sound asleep the systems of the building continue to operate to ensure guests are safe and comfortable.

You can repair everything with sticky tape and glue, or you can do it right and replace the part. Scheduling plays a role depending on how busy it can be on any given shift. Hotels can be very busy in the evenings after dinner when guests return to their rooms and start using all equipment. Its is therefore suggested more engineering staff be rostered on the afternoon shift. Does the hotel require a midnight or graveyard shift will depend on if the hotel has for e.g. a large and busy recreational and spa facility?

The engineering department is the nerve centre of any hotel. Take away those services like hot water or elevators,

The general rule/formula for the staffing level or department size is expounded by Frank D. Borsenik, a professor of

Unlike offices and shops, hotels are much more extensive and demanding. The engineering department has the responsibility for everything in the building as the building operators to monitor for regulatory compliance.

engineering at an American University who gives a relatively accurate basis around which to set parameters. When all the operating equipment, systems, building surfaces, are taken into consideration it is determined by following manufacturer’s recommendations and current best methods, that in the areas of preventive maintenance and frequencies of maintenance required, the formula is 3.1 engineering full time equivalents per 100 available rooms. That means that a hotel of 500 rooms would have 15.5 FTE’s to properly maintain a hotel building in a state of good repair. These days for reasons of economics and leveraging risks, hotels are part of a mixed used facility such as retail and commercial, residential, or convention or marinas, which will add to the maintenance requirements. Under these circumstances a clear maintenance mandate has to be laid out with regards to maintenance of common facilities like, chillers, boilers etc. The cyclical “financial pressure” that has plagued most building operators and the slash and burn mentality that prevails will have a negative impact on the quantity and quality of maintenance. The hotel is a business, and the prudent operator should operate it as such, however, should be cognisant, that saving a dollar on maintenance today will cost him two dollars tomorrow. During the course of my thirty-four years in the business of hotels I’ve seen all too often where managers have cut costs regardless of financial performance but based on their own political ambitions. The other greatest folly is rewarding by way of bonus the engineering manager for budget performance.

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I have seen where engineering managers have received hefty bonuses at the end of the year and behind the scenes have left devastation. Fan damper motors tied together with coat hangers, leaking pipes with little wooden wedges hammered into the holes, fire dampers wedged open because the fusible links had failed. Had these things been repaired and money spent the bonus would have been less. Temporarily increasing profits may lead to a manager’s promotion or transfer, and in a year or two they are gone leaving the successor holding the bag as the “deferred maintenance” comes back to haunt. Temporary measures are sometimes necessary and a recent survey of several hotels has shown that the common level for engineering during a “crisis” period is 2.3/100 available rooms after cutbacks. This level of cutbacks is crisis management if sustained for a number of weeks as guaranteed deterioration will make it difficult to catch up or recover. A typical Hotel Engineering organisation chart under both scenarios is shown in diagram 1. Diagram 1:

450 Rooms @ 3.1 staff per room = 13 Engineering staff Director of Engineering/Chief Engineer

Administrative Assistant – Asst. Director of Engineering

Shift Engineers (4)

Engineers (Generalists) (7)

450 Rooms @ 2.3 staff per room = 10.3 Engineering staff Director of Engineering/Chief Engineer

Administrative Assistant – Asst. PT 12 hours/week

Shift Engineers (3)

Engineers (Generalists) (6)

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The positions of the Director of Engineering or Chief Engineer or Maintenance Manager or by whatever that position is called should only report to the General Manager and is an executive committee member. There are properties where the reporting line of the Director of Engineering is to a Rooms Division manager, or other; defies logic.

not have the corporate resources to use a engineering person on staff, either at head office or a similar hotel in a chain. The benefit of experience and certification in property and hotel operation is apparent. Often, again for the sake of the bottom line engineering management are hired based on little experience and know-how to save on dollars.

The administrative assistant given today’s phenomenal amount of paperwork, records keeping, parts ordering, purchase orders, inventory, payroll and job assignment and dispatch is an essential full time position. Scheduling of work will enable response to issuing departments on a timetable.

For e.g. Power Engineering does not confer on anyone the ability to operate buildings, especially hotels but could be an indicator of mechanical aptitude. There are other preferred courses in property management and building operations. Like anything else, you get what you pay for!

Asst. Director of Engineering must be able to make instant decisions and operate the department effectively with full authority over the departments operation and the shift engineers and engineers.

COMMUNICATION

The shift engineers are normally the “runners” that carry the radio and their primary function is to respond to the day to day maintenance requests generated by the housekeeping department or the Maintenance request application or those that may be assigned to them and it is emphasised written maintenance requests.

Normally when an engineer is sighted on route to a job site it inevitably happens that someone “Could you fix this?” I suppose it’s normal for everyone to take the easiest route or the path of least resistance. When an engineering person is on route to a job they generally have brought the tools and materials for that particular job and are while on route forming a plan of attack in troubleshooting. Verbal requests should not only be avoided, they should be refused.

The engineers are those general workers whose skills are utilised by the assistant director of engineering for those jobs outside the scope of the shift engineers requiring longer time to complete or are more extensive. Staffing levels in the “crisis mode” should determine that it is maintain only and that projects or wishes or to create what never existed is costed out to appropriate outside trades. With regards to Trade skills, Generalists by nature can be quite proficient in a variety of trades and excel at either one or more and are usually less expensive. The tradesperson would have little versatility outside their specific training and would only be suited to a larger hotel that had a sufficient amount of work to keep them fully occupied in that particular trade.

HIRING The hiring of engineering management personnel is unfortunately processed by persons without a technical and mechanical background. The difficulty with some properties is that they may

The most disruptive method of communication for maintenance requests is VERBAL.

The best way of communicating maintenance requests has always been to fill out the appropriate maintenance request form or use the electronic Maintenance request application used in many hotels these days. Each area department head should inspect their areas daily, making out request forms as they go. Managers work in their area every day but seem oblivious to deficiencies. It is not nor should it be the responsibility of the engineering department to inspect or maintain areas that are managed by others. Walkthroughs are another good method of keeping on top of the property’s condition. A walkthrough should be conducted monthly of all public or common areas. Public or common areas are those areas of the building that do not specifically come under the jurisdiction of any one department or


department head; such as lobby, grounds, public washrooms. If walkthroughs are to be conducted of a restaurant or lounge or meeting room etc., the department head responsible should be held accountable for any deficiency and be able to raise a maintenance request for that particular item. Too often, engineering will get a request for a burnt light or paint touchups just minutes before the guest arrives. I read somewhere once “that lack of planning on your part shouldn’t make it a crisis on my part”. The message for other departments is to be a little pro-active. In just about every hotel that I have had the pleasure to work in, and in discussions with colleagues at other properties, the most offending department for unreported deficiencies and damage is banquets. They usually are the ones to call ten minutes before a meeting starts to report a critical light burnt out or a piece of equipment not working. Meeting rooms will have holes poked into the ceiling or walls, doors knocked off their hinges. Most hotels seem to have the same common challenge with the banquet department. In their defence I have observed with banquets that it may be a staffing issue where part timers are only called in for the last minute for functions and they really don’t care. Regular staffs are too few to handle equipment properly as I see many a banquet person moving an eight-foot table by themselves and of course smacking into doors and walls. I never see supervisors “supervising” or inspecting vacant meeting rooms. The written maintenance request is one of the most essential tools for which the engineering department operates. They are used to track trends, monitor inventory and labour and to ensure that things are not forgotten. Completed maintenance request forms should be sorted by type such as plumbing, electrical etc to indicate trends and frequencies. They can then be actioned in an attempt to eliminate repeating problems. A good example of studying trends towards a solution is a hotel where I had rebranded and it was mentioned that all guest room fan coil units leak

condensation in the summer when the air conditioning is on. Too late to investigate and repair all four hundred and fifty units, we set up a room layout template and proceeded to chart each report of a leaking air conditioning unit during the summer season. The survey indicated that 25% of the fan coil units had leaked and resulted in many repeat complaints exaggerating the extent of the problem. Unfortunately more than one hundred units were leaking but it went back to a construction deficiency where all the drain lines of these units were sloped uphill. Engineering had one person of each shift who did nothing but drain these condensation pans daily to help prevent their leaking. They did this for twenty-five years! Now that the drains have been corrected and the problem resolved the engineers can go on to other things. Tracking request history is important.

HOTEL MAINTENANCE MANAGEMENT Maintenance is a combination of actions carried out to retain an item/machine/ equipment/system/plant in order to restore it to an acceptable working condition. The purpose of maintenance is to increase the system availability. The term maintenance covers the following aspects: a. Inspection of the item/plant/equipment/ machine/system. b. Repair of the defects if any c. Minor modification in order to reduce maintenance efforts. The terms maintenance and engineering have different meanings to different people. In some hotels in recent years, the terms have been combined under the heading of facilities management or facilities engineering. The maintenance and engineering department has been treated as a catch-all department, which literally means that if a problem is not related to food, marketing or sales, housekeeping or accounting, then it must be a maintenance and engineering responsibility. The physical plant of hotel is very complex. Hotel industry provides various services. Qualified service depends upon the proper functioning of physical plant. Different types

of maintenance generally followed in hotel industry include the following: ROUTINE • Activities pertain to the general upkeep of the property • Recur on a daily or weekly basis • Relatively minimum skills required PREVENTIVE • directed, specific, having element of inspection & decision • individuals with more advanced skills & training • performed based on the guidelines from the equipment's manufacturers SCHEDULED • based on a formal work order or a similar document that identifies a known problem or need • meet known needs in an orderly & timely manner EMERGENCY AND BREAKDOWN • restoration of a facility to a condition substantially equivalent to its original or designed capacity and efficiency by replacement of parts • is an expensive services as the scheduled activities get disrupted

MAINTENANCE CONTRACTS A contract is an agreement in legal form. The parts of contract may be sublet to sub-contractors. Fairness is a prominent part of a contract. The right to choose between the bidders is reserved with the owner. Outside contracts provide routine, preventive and scheduled maintenance. They also handle the specific needs of property viz. for special equipment required or which are infrequent and beyond the scope of the property engineering staff. Advantages of Contract Maintenance: • Reduction of total labour cost. • Reduction of cost of supplies and equipment. • Use of latest techniques plus methods. • Saving of administrative time. • Flexibility in meeting emergencies plus needs for changes • No need to negotiate with the unions.

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• No need to recruit plus train the employees. Disadvantages of Contract Maintenance: • False labour cost savings unless staffing levels are reduced actually. • Escalation in total cost without property level monitoring and control. • Failure to negotiate best price for service due to managerial laziness and no competitive bidding. • Unavailability of employees for other tasks. • Loss of control over employees with respect to security, attitude, identity with property. • Loss of contact with the needs of facility and staff.

CONTRACT ESSENTIALS • Ensure the contract has an Escape clause. Ideally a 30 day written notice to either party. However, in the event of a breach not rectified after notification, the other party should able to immediately exit the agreement. • Renewal clause – If it’s automatic renewal, other party should give written notice agreeing to renew the terms for the extended period at the end of the term. By doing this, we have the option not to renewing agreement due to change of situation. • Indemnity clause – We only indemnify if it is our fault, negligence or misconduct. We shouldn’t indemnify other party if it is not our wrong doing.

oC  ost/price comparison of contracts with similar scope, between periods so the rates are fair

CAPITAL EXPENDITURE OR CAPEX With tight capital expenditure budgets many hotel operators and owners, a strategic approach is needed to ensure investment is maximised to positively impact on both operational performance and capital value. There are a number of considerations including age of asset, legislative changes, emerging consumer preferences and competitive positioning in the market that will influence the way in which capital expenditure budgets are directed. However, there are a set of guiding principles that hotel owners and operators should follow to manage the physical aspects of the hotel building to underpin revenue growth. CapEx budgets are also influenced by changing consumer sentiment and legislative change.

HOTEL MARKET CYCLE The hotel investment market is cyclical and CapEx is timed in accordance with the relative position of the market cycle. A three-dimensional investment strategy encompassing the hotel market cycle, hotel asset cycle, as well as hotel’s business strategies is the key to CapEx decisions. Following illustrates the timing of CapEx. Diagram 2:

• Insurances – All contractor/supplier should provide their Public Liability Certificate of Currency. In cases when the Contractor send their employee to perform a task at the hotel, they should also provide the Workers Comp Certificate Currency to cover their employee. • Annual price increase – Ideally the contract should mention the change of price after every 12 months into the term (e.g. CPI or 5% whichever is higher). Always avoid arbitrary increase based on an external event. • Also, Finance to ensure: o Payment terms – based on payment run cycles – ensure there is sufficient time for approval & process invoices

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‘Soft refurbishment’ projects are usually undertaken in flat or weakening markets. They are defensive in nature and typically involve upgrading of soft furnishings and fittings. Minor programs should be planned around expected guest utilisation and should not impact occupancy levels. A number of Australian city assets have undergone some element of soft refurbishment in recent times as trading softened. ‘Extensive upgrade programs’ are ideally undertaken in the ‘trough’ or early upturn phase of the cycle to minimise disruption

to hotel operations and maximise the number of areas which can be worked on at any one time. They can often include repositioning or re-branding and tend to occur in strengthening markets to increase property income, overall investment returns and maximum impact.

HOW OFTEN TO REFURBISH? Frequency of hotel refurbishments is largely dependent on the age of buildings, standard of construction and current fit-out, level of on-going maintenance and strength or competitiveness of the operating market. Refurbishment triggers can also include technology upgrades coupled with an increased desire by hotel owners to focus on the key touch points for hotel guests. Typically operators and investors work on seven year cycles for room refurbishments and five-year cycles for food, beverage and public areas but this can be extended with well-designed, high-quality fit-out and rolling maintenance programs. With increasingly discerning customers and frequent technological advancements the acceptable time between refurbishments appears to be shortening. To maintain market position there is often the need to regularly enhance the product to create the perception of a ‘new’ environment. Moreover, designs can quickly become dated or operationally inefficient, especially as technological advancements are made. It is always a challenge of aligning hotel owner and operator interests with regards to CapEx spending. Hotels are unique as they are both real estate assets and operating businesses. Capex items are often managed and raised by hotel operators, in consultation with the hotel owner discussed at the annual business plan review. CapEx investments from a hotel operator’s point of view aim for shortterm commercial operational targets which may not be aligned with the long term strategic interest of hotel owners. It is therefore best to collaborate more on the capex planning and execution by adopting short term operational business opportunities in line with the long term goals (10-20 year plans) while considering estimated life cycles of the plant and building.


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GUEST COMMUNICATION IN OUR MOBILE-CENTRIC WORLD BRENDON GRANGER I DIRECTOR, TECHNOLOGY4HOTELS

H

otels that deliver world-class customer service start with their staff; and excellent staff need to be excellent communicators. However, it can’t stop there. The systems with which these great communicators work must be designed to promote communication. In other words, in order for your hotel staff to be fantastic, there needs to be a system in place.Your highly-trained staff won’t be able to look after your guests to the best of their ability if they don’t have the technology and the resources on hand to properly do so; just as a top of the line communication system would be worthless when staffed by people who don’t communicate well.

COMMUNICATING THAT EXTRA MILE The ability of your hotel staff to work as a team, and anticipate the needs of your guests, will be hampered by their inability to easily and effectively communicate amongst themselves, as well as with the guests. Picture this: a guest pulls a muscle whilst working out in the hotel gym. One of the hotel personal trainers recognises the injury and recommends a massage. With an efficient communication system in place, the hotel spa massage therapist would know about the guest’s problem before they even meet, thanks to the personal trainer filling them in on the details of the injury. And to take it a step further, when the guest goes to bed at the end of the day, the housekeeping staff will have been able to substitute fresh, firm pillows for him to better support his injury on the recommendation of the massage therapist. Open lines of communication between hotel staff and hotel guests can create an

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amazing customer experience. And as more and more communication takes place exclusively online and on mobile devices, hotels need to look to the mediums of digital communication in order to keep providing outstanding service.

DIGITAL HOTEL COMMUNICATION Your average hotel guest, in fact your average human, is never too far away from some type of mobile device. Therefore including different forms of digital communication for your guests will be vital in order to provide a full service. This could include hotel apps, SMSmessaging or communication via social media channels or WhatsApp. Providing the option to communicate via one or all of these channels is a sure-fire way to create better lines of communication with your guests. Despite the massive growth in social media, texting still remains the favoured form of digital communication. And this is not just for teenagers and millennials, according to a Global Business Travel Association survey published in 2014. The survey points out that corporate traveller managers said that their customers preferred customisable twoway communication via mobile devices over other types of communication, when available.

HOTEL APPS AND MOBILE MESSAGING Hotel Apps that utilise this preference for SMS-type forms of communication are being used by hotel chains such as the Marriott and Starwood. Increasing

communication with guests will translate directly into more revenue per room or repeat bookings. This could come in the form of SMS campaigns, room-service reminders, or promotional prompts that can be redeemed with the tap of an app. With two way SMS communication guests are able to text a request to the hotel instead of having to call, to ask for more towels, room service or other services and amenities.


A new breed of apps is being developed to provide these sorts of additional services at not only a single property, but throughout entire hotel chains. Chains such as Gansevoort Hotel Group and Standard Hotels have incorporated mobile messaging technology in the form of service-on-demand application called ALICE. The platform enables hotel guests to request services and amenities from their smartphones, wherever they are in the hotel. With a real time mobile connection, guests are in control of their stay like never before. ALICE has been shown to be especially popular for guests to access whilst at the beach or at the pool, viewing menus and ordering food and drinks without having to grab the attention of hotel staff. Alex Furrer, General Manager of The Setai, Miami Beach said “Our guests use their mobile phones for everything these days, so providing this option to engage with us is the ultimate luxury experience. With ALICE we have given our guests the choice to communicate with us on their terms”

Earlier this year, the Hyatt hotel chain selected leading mobile messaging service Zingle to help better connect with their guests. The platform’s multi-channel messaging service allows guests to instantly and seamlessly text and message hotel staff before, during, and after their stay.

effective when implemented to support fantastic hotel staff, not replace them.

AUTHOR/BIO With a great passion for all things hotels, but in particular technology and a desire to help others his role as director at Technology4Hotels allows him to do both.

Jeff Bzdawka, Senior Vice President, Global Hotel Operations at Hyatt said “Zingle offers Hyatt hotels the ability to instantaneously build one-on-one relationships in ways our guests want to engage.”

Brendon has worked with hundreds of hotels to help them with their in-room technology. In the last few years he has helped them to increase guest satisfaction, strengthen guest loyalty and encourage repeat bookings as well as win awards such as the best business hotel, best city hotel, best upscale hotel and best luxury hotel in Australasia.

CONCLUSION

Always going the extra mile, Brendon began his hospitality career over twenty five years ago working in 5 star hotels whilst completing his Bachelor of Business in Hotel Management. He has held various management positions within 5 star hotels, worked as a consultant in both hotel feasibility and technology and has an extensive background in hotel technology.

If implemented properly, messaging apps have the potential not only to transform customer service, but also to deliver operational efficiencies that could save money in the long run. However we must not forget that it still requires well-trained and attentive hotel staff to complete the link to create a fantastic customer experience for your guests. In other words, hotel technology is most

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DR PAUL BANNISTER

Having been proven in Europe for many years, the benefits of condensing boilers are now being recognised in Australia across a number of sectors including the hotel industry where energy efficiency is a key driver.

A

condensing boiler (or condensing hot water heater) is a much more efficient boiler than traditional boilers because it is able to extract more heat out of the flue gas. When gas burns, it combines with oxygen to produce carbon dioxide and water, as well as some other by-products such as methane gas (natural gas). This process can be illustrated as the following: CH4 + 2O2 > CO2 + 2H2O + ∆E Where ∆E is the energy released in combustion, the size of ∆E depends on the final state of the carbon dioxide and water. The cooler they are, the more spare energy there is. In the case of water, this is particularly important because if the water is vapour, then it carries a lot more energy than if it is liquid.

but the efficiency benefit won’t be as good as if it runs in condensing mode.

of the right materials to withstand corrosive condensates.

A traditional boiler will typically have a minimum entering water temperature of around 60°C, with an exit temperature of 80°C, and will not have the heat exchange elements in place to achieve the extra heat recovery in any case. Indeed, if condensing does occur in a traditional boiler, it is a bad thing – because the condensate will include acidic byproducts that will corrode the inside of the boiler and ultimately cause it to fail.

DRIVING EFFICIENCY

Condensing boilers have additional heat exchange elements and are manufactured

The efficiency of a boiler is measured by the ratio of energy output to energy input. And in the case of condensing boilers, the Gross calorific value applies. Using Gross calorific values, traditional boilers are typically around 80-83% efficient at full load. By contrast, a condensing boiler is around 95% efficient at full load. If the condensing boiler isn’t running in condensing mode it will still have a 4-5% better efficiency than a conventional boiler because of its superior heat exchange and burner control.

So if, on leaving a boiler, the flue gases are cool and the water is liquid then the amount of energy ∆E that can be used is going to be larger. In a condensing boiler, the water is condensed inside the boiler so more energy can be extracted. This is in contrast to a traditional boiler, where the water escapes as vapour and the energy is lost. To be able to condense the water vapour from the flue gas, the condensing boiler should operate using a lower entering water temperature than a traditional boiler. This is because the condensing process occurs at around 54°C. You can still run a condensing boiler at a conventional 60°C return temperature,

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Using Net calorific values, these figures both increase by about 10%, so that the condensing boiler has an apparent efficiency of 103% – because it is extracting more heat from the flue gas that the net calorific value recognises. So the immediate benefit of a condensing boiler is an improvement in efficiency of at least 10-15%. But it’s actually even greater than that. 

EFFICIENCY FACTORS There are two factors that drive boiler and hot water system efficiency. They are combustion efficiency and standing losses. Combustion efficiency is the efficiency at which the available heat output from the gas combustion is converted to heat in the hot water system. It is less than 100% because there is energy bound up in the combustion products that is lost via the flue. Furthermore, there is a degree of excess air intake into the boiler (over and above the exact amount needed to burn the gas) that is needed to ensure complete combustion of the gas. This extra air is heated up and lost via the flue. It follows that the efficiency of combustion is affected strongly by the temperature of the flue gases, which in turn is affected by the temperature of the return water (because this is what cools the flue gases down) and rate of boiler firing (% gas input), as shown in Figure 1.

(25% input) than at full load (100% input). This is because the reduced flows of gas and air through the boiler mean that the condensation process can happen more efficiently. As a result, the combustion efficiency of condensing boilers improves markedly at low load. By contrast – as is visible in the noncondensing section of the performance – non-condensing boilers have reasonably constant combustion efficiency across all gas input levels. The standing losses for a hot water system are proportional to the temperature difference between the hot water and the air surrounding the pipes. For example – a traditional hot water system operating at 80°C flow/60°C return in a 20°C environment will have two thirds higher losses than the same system operating at 60°C flow/40°C return. Standing losses become more important as the system load drops because the standing losses are independent of the load on the system. This impact is shown in Figure 2.

In Figure 1, the marked increase in combustion efficiency at around 55°C return water temperature is driven by the commencement of condensation of water from the flue gases. It is also important to note how much more efficient the boiler is at low load

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In mild climates such as Sydney, it is not uncommon for this thermal inertial load to account for 50% of the total system gas use. Of course, if the hot water temperature is lower this effect will be significantly reduced.

TOTAL EFFECT The double effect of combining high combustion efficiency and low standing losses produces large efficiency benefits across the load range as shown in Figure 3.

Figure 3. Hot water system efficiency comparison. 6.7% standing losses at 80/60°C for the conventional boiler; 2.7% system losses at 50/30°C for the condensing boiler. Conventional boiler combustion efficiency 85%. Condensing boiler efficiency as per Figure 1. No purge losses included for either boiler type.

It means that condensing boilers achieve higher efficiency because of two effects:

Figure 2. Effect of standing losses at variable system temperature. Combustion efficiency has been set at a constant 90% in this diagram; standing losses have been modelled as 8% of system capacity.

It shows that while the difference in system efficiency at full load is only a few per cent, the difference across the range of system temperatures opens out to 15% at low load. Figure 1. Combustion efficiency of condensing boilers at part load (% input) as a function of return hot water temperature. Adapted from “Maximising Small Boiler Efficiency” by Peter D’Antonio, PCD Engineering Services.

morning), when the system will need to reheat all of that thermal mass up to system temperature. Of course, all that heat is lost again when the system turns back off at the end of the day.

In reality, Figure 2 – which is based on equilibrium conditions – underestimates the efficiency benefits of lower temperature operation. This is because it is likely that the boiler system will spend much of the day not running at all when the loads are low. As a result, several tonnes of hot water and metal gradually cool down until the next boiler start (typically the next

• Higher combustion efficiency, due to the condensation process • Lower standing loss, due to the use of lower hot water temperature set-points At high load these effects can create a net improvement of around 8%, but at low load the condensing boiler system can be as much as 25% more efficient in steady state operation. In practice, thermal inertial effects at low load increase the efficiency benefits even further, making a condensing boiler central to any gas energy efficiency strategy. For more information, visit www.automaticheating.com.au Written by Dr Paul Bannister, a thought leader and public speaker on energy and energy efficiency issues in Australia, for Automatic Heating Pty Ltd.


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30 YEARS

OF HOTEL ENGINEERING GEOFF HILL I QLD AIHE PRESIDENT

When I first accepted the position of QLD president of the AIHE, Neil Muir contacted me and asked me my thoughts of the quarterly AIHE magazine. For mine, the magazine is a great read... he then asked me what my favourite section of the magazine is. That’s an easy answer, not unlike the weekend newspaper, I turn straight to the sports section, with the AIHE magazine, I head straight to Neil Weeninks “back of house” section, Neil’s quirky comments in regards to Engineering history are brilliant.

S

o, how has Hotel Engineering changed over 30 years? The question would be where hasn’t it changed. So my story starts back in a 3 star motel situated in the northern suburbs of Sydney. At the time I was working for a large hair shampoo production company in Frenchs Forest as a building technician. The role was very similar to a Hotel Technicians role, purely building maintenance. I was a fitter/machinist by trade but didn’t envisage myself spending all my life standing in front of a lathe or a cylindrical grinder for that matter. Building maintenance was my forte and my next position was at the motel. I worked at this 56 room motel as the "maintenance supervisor" (no idea why it was labelled "supervisor", I was the only one in the team!). For the next four years, it was here I learnt the basics of hospitality maintenance i.e. – split systems, painting, tiling, plumbing and so on. After the motel, I worked for a company called "Skilled Engineering". They would send me to many different properties for different roles. One day I received a call from the organiser, "Geoff, we need someone to supervise tradesmen at a 4 star Hotel situated on a beach in Sydney". As I drove up to this Hotel, I looked up at the building, "geez" I thought, this is a serious looking property. I met my team, the usual suspects you would find in a Hotel

Engineering team – handymen, electrician, painter & plumber. This was to be my first role being in charge of a team. I had been a few days on this property and still hadn’t met this mysterious Chief Engineer that I had been told about. I felt like I was in a scene from the movie "Zorro". I heard a lot about him but had never actually seen him. Finally, we met but after a couple of days he was gone again. After a few days the Hotel GM called me to his office and advised me that Zorro was not returning and could I look after the Hotel until they found a suitable replacement... Umm, sure, I guess. Days turned into weeks and no suitable replacement had been found. By this time, I was beginning to get the hang of it, pestering contractors with thousands of questions, reading books on HVAC and generators. Keep in mind, "google" was still a long way off yet. Then it happened. Another visit to the Gm’s office, "Geoff, PD advise me (PD was personal development, HR was also still yet to come) that you are fitting in well, your fellow managers say you are doing a fine job... do you want the Chief Engineers role under a probation, just to see how you go". It was a scary thought, but I’d already been doing it, fair enough and you can pay me accordingly. Even driving home that day I remember thinking ‘good god man, what are you doing, you are out of your depth!!'

The rest of my career is history and here I am. So, back to the main question, what about those changes. That first hotel, my office had a desk, mountains of files and a phone. PC’s, although already introduced were still a rare commodity, only for the elite and experienced. On the end of the desk were a bunch of white and yellow pages, those books were my "google". P & L’s were delivered (written) and left in the pigeon hole, and Engineers "please explain" during the P & L meeting hasn’t changed. Why? When?? And of course, 3 quotes please??? That first Hotel had 2 York centrifugal Chillers (the Rolls Royce for the 80’s), what we didn’t have was a BMS. If you were called to change the temperature of a conference room housing 200 pax, one would march up to the plantroom, find the correct AHU, (which was never clearly marked), find the chilled water valve, just a little turn anti clockwise, yep, that should be about right... and don’t forget to go and turn it off once the conference has finished. Welcome to Energy Management!! Back in those halcyon days of the 80’s, energy management really wasn’t on the top of an engineers agenda... Hotel power was running about 1.5%-2% of hotel revenue. That is a major change on

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how we look at that item today. I think I use to pay about $7-8K on electricity per month at that property. Nowadays they would be paying about 700% more than that, but has room rates increased by 700%? answer is simple, NO. As the years have gone by, and hotel running costs have spiralled, "cream" for the owners has significantly decreased. Hence why nowadays, HLP, BMS control and energy management plays a major role in an engineers job. And let’s not forget budgeting and capital expenditure. The days of presenting a project with a 7 year ROI are nearly long gone. An owner now requires quick returns on an investment, 2-3 years maximum is now suffice. With building compliancy drastically changing over the years, an engineer must remember all areas of compliancy costs and ensure it is in the budget. Lord help the poor engineer who leaves one out and finds himself sitting opposite a very upset DOF whilst he is grilling you as to why you did not submit it in your original budget figures.

Another major change would be technology. I had no emails back then, no mobile phone, not even a fax. If one wanted to send a fax, one would ever so kindly and politely ask the GM’s secretary, "can I use the boss’s fax"... "Yeah, sure, get in the queue". Purchase orders were done in a book with quadruplicate copies, if you wanted to trace how much you had spent for the month without continually pestering the finance team, one would have a purchasing cheque book where every order was written down and added up with a calculator. There is probably not one piece of equipment in a hotel besides basic room FF&E that has not been affected by technology advancement. To the point now, the industry is drenched in all kinds of wonderful whizz bang devices, some good, some not so. The introduction of an HVAC and/or energy BMS is one of the biggest and most successful technical changes that has taken place... set points, actuator valves, BMS scheduling. How did an Engineer even manage back in those days without this gear!!

Another major change very noticeable to me... is the customer. Their perception of what is expected in a hotel has altered dramatically. If your hotel is not keeping up with improvements, these are the customers that will inform you. The old days of them sending a letter to the GM awaiting a response are also long gone. No, they don’t do it that way anymore. They now punish your business through social media...Facebook, Trip advisor etc. Social media now plays a major role in your hotels advertising. A large number of hotels actually have a "Marketing, Media & Communications Manager". With the changes in technology especially over the last 15 years, a guest’s expectation is high end. "What do you mean you don’t have free WI-FI??" "Every hotel I have stayed at has free WI-FI!" Customers are now deciding whether they stay with you not because of bed comfort or whether the coffee is adequate in the room. They now want the 100 channels of TV, they demand WI-FI and they are looking for major technology to make their stay easier. There are so many gadgets and

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devices that can be obtained to make their life easier whilst they stay with you... However these all come at a cost to your business. WH&S was barely ever heard of or addressed for that matter back in the mid 80’s... if a guest or a visitor tripped over or hit their head on a low lying pipe, it was never our fault, you should have been watching where you were going! Ahh, the times they have changed. If somebody hurts themselves in your hotel or your building, no doubt, you will become involved somewhere along the line so add that to the engineers long list of responsibilities, "duty of care" to all visitors to your hotel. You can also add changes to fire regulations with that one. Once was a mild "tick and flick" has also become an expensive and diligent process which is completed by your local fire services provider. If you have a spare 40 days at hand, take a read of the "Building Fire Safety Regs 2008" and whilst at it understand your standards of AS1851 and AS1940 just to name two codes out of many.

So, yes, there has been many changes besides a bed, a mirror and a sink.

every hotel engineer has a famous story... that one is mine.

I was actually asked by a presenter at the recent AIHE conference on the Gold Coast that I must have seen some strange happenings within hotels over the time. Believe me when I say, nothing surprises me anymore, I’ve seen everything. My most memorable story was at a property on the Gold Coast where I was executive manager on duty over the weekend. I was informed that a lady had rung reception saying that whilst she had been on her balcony she witnessed a queen bed flying past. We found at the base of the building, near the locked door to the pool, all the contents of a room smashed on the pool deck. I’d already advised the receptionist to call the police; I wasn’t going to attend this room on my own. So, with the police in tow at 1:00 am we knocked on the door and were greeted by the warm stench of marijuana, 2 grown men who were giggling in the corner and yes, there was not one item of furniture left in the room. I am sure

I would like to take this opportunity to commend and thank some mentors of mine over the last 3 decades. Mr Andrew Ziems who was an early GM of mine who had an Engineering background. Mr Mohammed Sharif who is the CE at the Sofitel in Brisbane whom I reported to for many years, when it was a Starwood property. Also Stephen Coombes from the Marriott group, whom I pestered many times when I was with the Courtyard motel. Finally of course I must thank the infamous "Zorro", without him I probably wouldn’t be writing this today. Besides Zorro, all 3 had a lot to do with my understanding of building facilities, I am sure they will not mind me mentioning their names. Yours in Hotel Engineering Geoff Hill QLD AIHE President

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PROFILE

LEAP OF FAITH PAYS OFF F

ernanda Arantes remembers feeling a mixture of emotions before taking her current position at Holiday Inn Melbourne Airport. A Brazilian national, Fernanda had been working as a housekeeper for three years at the hotel before applying to join the Maintenance and Engineering Department as a Handyperson and taking on the Preventative Maintenance Management Program. “I had no experience going in,” Fernanda says. “I remember being a bit scared. In housekeeping, I was working with 30 people, mostly women. And now I was the first woman to work in the engineering department.” She sees herself as a trailblazer in the field. Passionate about increasing the number of women in engineering, Fernanda says having a more visual female image in the industry is vital. “It’s important for women to see other women doing the work. Instead of women looking at the job and thinking “I can’t do that”, it makes us realise there is nothing you can’t do. But it’s also important for managers to open their eyes to female applicants. When people in those positions see the great job women are doing, they will be more likely to feel comfortable about hiring more.” Fernanda’s role is to monitor rooms for potential breakages, and not be afraid to get her hands dirty. Whether it’s changing the washers on taps, fixing televisions, replacing showerheads, or painting the ceiling – Fernanda is expected to do it all. However, it doesn’t mean she knew it all at the start. “It was awkward at first, but my colleagues were always willing to help.

They are easy going and take the time to show me how some things are done. But some guests and colleagues are still surprised when they see a female come to maintenance jobs. But I just smile and laugh. I have to keep my cool and show them I can do it.”

Although she had no trouble getting work in those countries, Australia was hard to crack. With her education and work experience not recognised here, she applied for more than 80 jobs before getting her break in housekeeping at the Holiday Inn.

“The responsibility gives me confidence. I see the younger generation is more willing to try these roles than older women, and I think that’s a step in the right direction. You simply have to be prepared to try your best, and not feel ashamed if you can’t do it. After all, you can always learn.”

“I had to start in a role which didn’t require any prior experience. I worried it might never happen, and I was getting desperate! But I’m extremely grateful to the hotel for giving me the opportunity when I needed it, and I feel a strong loyalty to the company in return.”

She switched to her current role after becoming restless with housekeeping. She described the routine as mechanical. But since making the move to maintenance, she loves all the new jobs she can take on.

She doesn’t want her psychology background to fall by the wayside, either. She wants to stay in her current role, but to incorporate more of her previous education into her management of situations and other staff.

To help her remember all the skills she’s learning, Fernanda keeps a notebook on her at all times. She calls it her ‘little Bible’. Keen to make her mark in other areas, Fernanda has taken on responsibilities for improving OH&S in the department. Once a month, she gets together with other members of the Responsible Business Committee to discuss ideas to help create and maintain a healthy and safe workplace. Getting the job in the first place hasn’t been easy for Fernanda. After growing up in Brazil and completing a Bachelor of Psychology, she worked various jobs in the United Kingdom and New Zealand. “I did everything. Kitchen hand, marketing, selling charity in shopping centres, bartending, you name it!”

As for Melbourne itself, she says the cold weather is taking some time to get used to, especially coming from South American sunshine! “I love the city, the beach, going to the movies. I had met my partner in London in 2006 and now we are on our way to a permanent visa. I will apply for citizenship next year.” Fernanda says she looks up to fellow female engineers, such as Aditi Sood, who was profiled in this magazine earlier this year. She would love to mentor and encourage other females to enter these roles, and has some simple advice for doing well. “Smile, follow the rules, and ask questions. If you take on new challenges in life, people will look after you.”

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BEST ENVIRONMENTAL & ENERGY EFFICIENCY PRACTICE AWARDED TO THE DOWNTOWNER ON LYGON HOTEL, CARLTON In our first issue of 2016, in conjunction with NABERS, we did a case study on The Downtowner on Lygon Hotel. It went on to win the AHA National Award for Excellence, Best Environmental & Energy Efficiency Practice.

THE CHALLENGE

T

he key challenge for all upgrades was to retain the charm and character of the colonial building. This meant designing a retrofit solution that accommodated its picturesque settings. Also all works needed to be integrated with little or no disturbance or impact on guest’s wellbeing and daily routines. The action plan included: • reducing all energy and water consumption, and waste

• investing in innovative environmental initiatives • lowering greenhouse gas emissions • greening the supply chain.

THE PROJECT From the outset, measurement and engagement have been central to the sustainability strategy. Peter started the project with gathering ideas on how to do things differently, and how to record what resources are being used and consumed. NABERS was chosen

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as the benchmark because it is it performance based, and so would capture all of their achievements and communicate them to guests. Measures taken included:

“We can’t manage what we can’t measure. If you make changes, don’t expect them all to go the right way. So you have to have good monitoring in place first”.  Peter Nesbit, Hotel Chief Engineer.

• installing an energy monitoring system • installing LED lights, including time switches

The action plan implemented included:

• re-insulating the hot water pipes

• Further reduce energy & water consumption by reviewing the hotel practices.

SUSTAINABILITY POLICY

• Empowering staff as part of our ongoing sustainability program.

MAKING A SUSTAINABLE DIFFERENCE IN THE WORLD OUR GOALS, A VISION FOR A SUSTAINABLE FUTURE The Downtowner on Lygon Hotel is dedicated to improving its impact on the environment and refining the sustainable performance of the business. We are committed to improve staff and guest awareness. We strive to operate the hotel with optimum efficiency and comply fully with all environmental laws.

• Record all water, electricity, gas and waste consumption resulting in resource savings. • Invests in innovative environmental initiatives. • Strive to obtain lower greenhouse emissions. • Evaluate our supplier’s business practices, products and services.


Engage in business relationships with environmentally friendly organisations. • Provide a positive work life balance and job satisfaction for our staff. The Downtowner on Lygon reduced its electricity usage by 42,182 Kwh which is enough to power 8 homes for twelve months.

The Downtowner has performed incredibly well over the past year. The hotel is the highest accredited Nabers energy and water rating hotel in Victoria – 4 star water & 5 star energy rating. Nabers is Australia’s only independently assessed and government audited environmental rating system – NABERS. The Downtowner on Lygon reduced co2 savings is equivalent to putting 50 cars off the road.

Energy consumption savings is equivalent to the usage of 15 Victorian typical Households (4 Person).

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BUILDINGS AND PEOPLE TRANSFORMED

BY THE DIGITAL REVOLUTION

MARTIN LEITCH

Martin Leitch explores how buildings and the people who run them are being transformed by the digital revolution.

I

n the late ’80s and early ’90s, who would have thought that the humble telephone would become central to many aspects of our everyday lives – from taking photos to playing games with opponents around the world and, of course, making phone calls to anywhere you can imagine. Comparing this level of progress to that of Facilities Management (FM) is like comparing a Formula One Ferrari to a snail. Although the technologies that are now embedded in new buildings have become more sophisticated, FM has been very slow to respond, with traditional management, operational and service delivery processes evolving very slowly and reactively. For the first time in the brief history of FM, new technologies are about to force it to make a paradigm shift in the way it does business. These are: • Building Information Modelling • The Internet of Things • New building materials These technologies are with us now and have been applied in many different areas, but it is time for FM to embrace them and fully consider how to maximise their value.

BUILDING INFORMATION MODELLING (BIM) BIM has been around for a good number of years, but, so far, primarily applied to

building design. A natural extension of 3D Computer-Aided Design, BIM integrates component data into building models as the design develops. The benefits to the design process of this are many, including the early identification and rectification of conflicts in three-dimensional space and greater collaboration between design team disciplines, resulting in significantly improved buildings. The key to the ongoing value of BIM into the construction and operational phases of the building life cycle is data. This data has direct relevance to operating the building but to be able to capitalise on it fully, facilities managers need to be able to access and manage it. Once the model has been set up for construction purposes, handing it over for building operation is a seamless process. Gone are the days of the facilities manager being handed a stack of drawings and numerous lever-arch files containing operational manuals that inevitably feature inaccurate, incomplete and conflicting information. Because of the rigour that BIM applies during design and construction, it provides the facilities manager with a very accurate set of drawings and manuals at building handover stage. However, to be able to access, manage and make use of this information, the facilities manager requires the software to drive the system. This means that the system needs to reside with the facilities manager and the facilities manager must either have the skills to operate it or turn to an outsourced solution.

Traditionally, outsourced service providers have influenced their customers to adopt their systems. This works well for the service providers, but leaves the facilities manager exposed when it comes to transitioning between service providers. With BIM, there is no option – the service provider will have to access and use their clients’ systems. But the skills required to manage a highly technical software platform, such as BIM, differ significantly from those required for service delivery. It is not unreasonable to foresee the emergence of specialist outsourced BIM and other data management service providers being appointed for long-term contracts, which will operate alongside the traditional short-term service delivery contracts. To be effective at accessing and managing information during the operational phase, the facilities manager needs to fully be exposed to the progressive development of the design through their total involvement in the design and construction phases. Although FM integration into the design team is gradually happening, the advent of BIM makes this an imperative.

THE INTERNET OF THINGS (IOT) The emerging ‘Internet of Things’, or machine-to-machine technology, provides equipment and assets with the ability to self-monitor and predict potential failure and/or reduction in performance. In addition to the associated reduction in costs of reactive and planned maintenance, the IoT will also bring

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significant reductions in unplanned business disruption. This will have a massive impact on the structure of maintenance strategies by reducing reactive maintenance and on maintenance budgets by providing significantly improving certainty and accuracy of planning. In conjunction with this, IoT brings a new set of skills requirements in terms of interpreting and analysing data and managing asset performance. To fully capitalise on the benefits of this new technological world, facilities managers will have to learn and embrace these new skills. The result of this smart technology is a distinct move towards automating the operational aspects of current FM responsibilities. Rather than diminishing the function of FM, this presents the opportunity to raise the role to a more strategic level. Increased automation of operational activities will relieve the time pressures on facilities managers to allow them to develop the range of higher-level management skills in areas such as accounting, marketing and law that are necessary for strategic management. Using system-generated information to predict asset and building performance trends, to support more robust business cases and to demonstrate the critical value of FM to the competitive advantage of the organisation will only help FM achieve the ‘holy grail’ of a seat in the ‘C’ suite.

NEW BUILDING MATERIALS The science of nanotechnology presents a currently untapped set of opportunities for FM. Although the IoT establishes an environment in which reports are

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automatically generated from assets which need to be maintained and/or replaced, new materials for building finishes do not require maintenance. As the design of building façades become more and more adventurous, the challenges, and hence the cost, of cleaning them increase also. Selecting finishes using nanotechnology treatments that repel dirt, water and bird droppings reduces, if not eliminates, the need for regular cleaning.

THE TECHNOLOGY GAME CHANGER From this brief insight into the types of technologies that are currently available, it is easy to see that the shape and role of the FM function is likely to change significantly in the near future. To fully capitalise on the benefits of adopting these technologies, new skills will have to be learned and applied.

The by-product of the above is that buildings will retain a much more presentable condition and therefore better represent the organisations that occupy them.

However, the biggest impact will be the release of time previously spent on operational activity to enable a greater focus on strategy to be made. In this way, organisations will benefit greatly from reduced life-cycle costs and the strategic value that FM has to offer.

Less-visible applications for nanotechnology-based materials include:

Story credit:This article first appeared Interior magazine.

• Additives to concrete that fill the voids in conventional concrete, thus eliminating water penetration and extending the life of the material

ABOUT THE AUTHOR

• Additives to paints that inhibit the growth of mildew and bacteria in areas of high humidity • Improved energy efficiency through coatings and additives to, for example, air gaps in double glazing. Apart from the construction industry being resistant to this level of unproven innovation, this technology comes with a cost premium. The facilities manager can play a key role in changing attitudes and justifying the extra cost through considering the full life-cycle cost impact of this technology. This is yet another new skill that the future facilities manager will have to learn and apply when considering new builds and refurbishments.

Martin Leitch FBIFM MRICS, workplace management consultant, FM Scope, is a workplace management professional with in excess of 30 years’ experience in delivering a wide range of facilities management consultancy and education services in the UK and Australia.


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NOT JUST A PIPE DREAM

PAUL ANGUS

We all take water for granted. When experiencing an overnight or long-term stay in a hotel, having a copious supply of hot water on demand is a luxury. The boom of economic growth is also resulting in increased interstate projects, leading to more business-related travel, plus an increased demand for luxurious accommodation.

G

uest’s expectations are exceptionally high, particularly when paying a premium. Hotels rely on repeat business, fully understanding and recognising the guest’s level of expectations. As a result, ensuites have become larger and far more elegant. Hotel facilities are also implementing a “green” agenda due to the rising cost of water as a result are becoming far better at informing guests about the importance of water conservation. Any reduction in the usage of hot water will inevitably have a significant impact in reducing both water and energy consumption in hotel facilities. Hotels are significant consumers of water and energy. The energy cost required to heat water is one of the biggest energy expenditures in the hotel industry, right after cooling and heating. Rising utility costs have a critical role in both hot and water usage within the building. On average, hot water systems have a life expectancy from between 10 to 15 years. They rely on a preventative maintenance regime to remain as efficient and effective as possible, in addition to reduce energy usage. Various ‘green’ initiatives, as well as targets to reduce the impact on the environment, force us to becoming experts in ticking boxes from a sustainability perspective. When designing or replacing a hot water system, size does matter. However, are we, as engineers, focussing on gaining sustainable credits, instead of focussing upon the end users requirements and expectations? Sustainable water strategies continue to be at the forefront in building design. This can be aligned with a range of industry benchmarking tools such as NABERS, LEED and Green Star. These tools can help a building’s performance to be publicly recognised and as such, increase its overall asset value. However, the hydraulic consultant walks a very fine line between achieving the necessary credits for an environmentally building, versus the luxury of an everlasting supply of hot and cold water at their

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fingertips, which the hotel guests are expecting to receive and ultimately paying for at the end of the day. Complaints, due to a poor performing plumbing system, are inevitable Repercussions are a costly exercise for any business. As with the design and installation stage, key consideration to the operation and maintenance of the hot water system is critical. A significant risk exists in the security of both hot and cold water supply and distribution, which is paramount to the continuity of a business. In a building, if the hot and cold water supply is not available for any given reason, for a period of time the building becomes uninhabitable due to public health issues. This in turn becomes unproductive and, a loss of earnings will be incurred, whatever the nature of the business. Ensuring the hot water plant is well maintained with a preventive plan is key. However, breakdowns will occur when you least expect it. More often than not, this will arise during peak usage periods. It’s a scenario that Facility Management teams have recurring nightmares about! Picture the scene, its 7.30 am in the morning and suddenly the hotel reception starts receiving the first of many complaint calls due to poor hot water performance. Only just a few weeks earlier the new state of the art hotel, which has recently won an accolade for sustainability and water conservation measures, has a hot water system that is underperforming for the third day on the run. Multiple instances of a recurring fault that you have to deal with are now leaving the Facility Management team feeling slightly hot under the collar! Careful consideration at the design stage towards the peak hot water demand may often be disregarded by the plumbing contractor, resulting in a smaller hot water unit being installed to save time or more likely money, as part of the “Value Engineering” exercise. It is therefore imperative that the


consultant overseeing the installation ensures the design from paper to installation is spot-on. The system design, including the pipework routes, diameter of the hot water distribution system and finally balancing the system is crucial Hot water storage and circulating temperature is crucial, particularly in business today with such a high focus on energy efficiency and escalating energy costs. The hot water storage temperatures should never be adjusted lower, as a means of reducing energy. This approach and lack of understanding of hot water systems can have dire consequences, including system performance, but most importantly a significant risk of legionella occurring. The period of time from opening a hot water tap or shower effectively depends on the overall distance from the water heater, the pipework diameter and flow rates. Water (and energy) wastage occurs in hotels where the shower is operated for a prolonged period of time or turned on and carelessly left to run. For example, whilst the guests are pre-occupied or previous expectations of having to wait a prolonged period for hot water to be available at the shower or basin. To overcome this, eliminating dead legs of pipework by installing a secondary circulation pump is best practise, as well as insulating all the hot water pipework, in accordance with the Building Code of Australia requirements. Hot water return circulators ensure the hot water flowing through the flow and return system is always available almost instantly with no delay. However, from an energy conservation perspective, this approach is a continuous 24 hours a day, 7 days a week, 52 weeks per year operation, which effectively wastes energy during periods of non-usage.

The robust strategy should focus on operational measures, as well as engineering sustainable solutions. It needs to avoid reactive measures, identifying both short and long term solutions that can be effectively staged. A forward thinking water strategy is an important aspect to a building to not only mitigate the risk of business continuity, but also take advantage of opportunities, be they environmental, cost or reputation related opportunities. For further information visit www.aecom.com

ABOUT THE AUTHOR Paul Angus is an Associate Director – Hydraulic Services at AECOM, based in Sydney. Paul has strong commercial and technical capability in developing and delivering hydraulic design strategies and solutions. He specialises in providing a sustainable approach to system design, including water conservation, recycling and generating innovative engineering solutions.

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On a recent visit to a hotel leisure facility, uninsulated hot water pipework to the Thermostatic Mixing Valve was transferring heat to the tiled wall and heating the surface area of the wall up to a temperature. This was dangerous to touch and shocked me when I brushed up against the wall. This item was an OH&S issue in particular for the elderly or children, not to mention increasing energy costs. From closer inspection, the hot water pipework dropped from the ceiling above and recessed with plaster into a blockwork wall before entering the thermostatic mixing valve (TMV). The warm water pipework exiting the TMV reticulated to four showers. Non-insulated hot water pipework will result in significant heat losses, plus energy wastage.

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Concerns associated with ageing hot water plant, pipework, as well as pumps often escalate and more often than not require immediate action. Taking a proactive approach to upgrades is beneficial. Sustainable hot water systems, such as ground and air source heat pumps and solar hot water systems can be easily implemented on new buildings at the design stage, however retrofitting can be somewhat troublesome, due to lack of plant room space or the orientation of the building’s roof. Any hot and cold water replacement strategy requires any risks to be mitigated, as well as fully exploiting opportunities. Such opportunities may include a review of the payback and lifecycle analysis of system upgrades, whilst in parallel an assessment of water reuse, recycling opportunities and legionella risk assessments should be fully assessed.

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CHANGES TO HOW HVAC SYSTEMS IN BUILDINGS ARE DESIGNED FOR FIRE AND SMOKE CONTROL – REVISION TO AS/NZS 1668.1

BART TAYLOR I GENERAL MANAGER A.G. COOMBS ADVISORY

The Australian Standard AS 1668.1:2015 specifies how HVAC systems in buildings are designed for fire and smoke control. All new projects designed to NCC2016 will need to have their HVAC systems designed, installed and commissioned to the newly adopted standard.

T

he revision AS 1668.1:2015 provides improvements to clarity of design intent along with key technical changes.

capacities, smoke reservoirs, plenums, smoke curtains, intakes, and make up air.

HOT LAYER SMOKE CONTROL

CARPARK VENTILATION SYSTEMS

A section relating to Hot Layer smoke control has been added. The content for this section has been taken from the superseded AS 1668.3. It specifies the requirements for exhaust

The function of carpark ventilation systems now requires all fans not required to shut down be provided with an electrical supply from a clearly labelled dedicated main switch separate from

The role that HVAC systems play in fire and smoke control is a critical and often complex aspect of HVAC system design, operation, and maintenance.

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those used to control the remainder of the electrical installation. Jet Fans used for carpark ventilation are now required to shut down in fire mode or activation of the sprinkler system under the new standard.

KITCHEN EXHAUST SYSTEMS In certain kitchen exhaust systems a requirement for Flame and/or spark arresters has been added to prevent the spread of flames through the ductwork system. Devices that prevent the spread of flames are required where ductwork within the building exceeds 10 m and where exposed flame or embers are present as part of the cooking process, spark arresters are required where the appliance can produce sparks such as wood fired pizza ovens and similar appliances. Along with AS 1668.1, the standards for Fire and Smoke dampers (AS 1682) and Fire Detection, warning, control and intercom systems (AS 1670.1) were also revised in 2015. This has created better alignment between these standards in relation to the deemed-to-satisfy requirements. • Detection and initiation of smoke controls systems have been transferred to AS 1670.1 • The requirements for construction and installation of fire dampers, smoke dampers and air dampers have been updated and transferred to AS 1682

SMOKE DAMPERS Improved clarity has been added to the way smoke dampers are constructed and installed across the standards. The way AS 1668.1 specifies smoke dampers remains largely unchanged, the changes have been made in AS 1682 which now aligns with the intent of AS 1668 and the NCC. It’s now clear that smoke dampers can be installed within 600 mm of a smoke wall which is an improvement on the definitions and requirements of the early standards. The way openings in walls and floors are protected against fire has been re-written to include a clause 3.2.3 Insulation and clause 3.3 Method of Projection. The standard now requires wall mounted fire dampers to carry the same insulation rating as the wall unless they are connected to 2 meters of rigid duct. Intumescent fire dampers can overcome the insulation requirements for installations where 2 meters of rigid duct is not used.

BASELINE DATA The requirements for design and commissioning data to be provided at handover, known as Baseline Data, is now detailed in AS 1668.1:2015. Mandatory requirements for Baseline Data have been included to match the maintenance requirements of AS1851. It includes the design information, operating instruction, smoke control schematics, commissioning data, testing results and fire and smoke damper schedules. This information must be provided to building owners to maintain their HVAC systems with regard to fire and smoke control, and also to assist future designers making alterations to systems within the building. www.agcoombs.com.au


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PM1 – FINE DUST HAZARD TO HEALTH

PM1 WHAT IS HAPPENING INSIDE THE BODY EVERY DAY WE EAT 1 KG FOOD, DRINK 2 KG BEVERAGE AND BREATHE 25 KG AIR!

COARSE DUST Particles 10 μm in diameter and larger. The human body is able to “filter” these particles in the nose via the nose hairs and mucous membranes. Limited health impact.

PM10 Particles 10 μm in diameter or smaller that can reach the respiratory ducts and potentially cause decreased lung function.

PM2.5 Particles 2.5 μm in diameter or smaller that can penetrate the lungs and cause decreased lung function, skin and eye problems, etc.

PM1 PARTICLES – INTO THE BLOOD VIA THE ALVEOLI CO 2 OUT

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FOOD

PM1 Particles 1 μm in diameter or smaller. A significant part of these particles are tiny enough to enter the blood stream and lead to tumours, cardiovascular diseases, dementia, etc.

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ACCESSIBLE ACCOMMODATION TIM KNOWLES I PRESSALIT

Australian Standards for the provision of accessible en-suite bathroom exist for good reason, but it’s time to challenge the status quo. The common feedback from both end users and hotel operators, is that we would love something that didn’t stigmatise the look of a disabled en-suite bathroom, plus gave us greater flexibility with the type of guests that could use it.

H

aving a set design template for accessible en-suite bathrooms, which basically hinges around a static arrangement of grab rails etc. that are commercial in appearance and leave a bathroom feeling cold and unappealing, is our industry default. Assessments from the likes of PwC(1) and our own Austrade dept(2), highlight a number of key statistics that can’t be overlooked. In short, the whole topic of accessible accommodation needs to be discussed by the tourism and accommodation industry. With an ageing population as well as a significant growth in overseas visitors with a physical impairment into Australia, you can’t keep pointing to the same old design recipe that’s pretty dated and expect everyone to be accepting of it. Local home grown and international travellers with physically disabilities need to be considered as valued patrons, whose needs in their en-suite bathroom, is as important to them as what is on the food menu. You can’t just except that everyone can use our Australian AS1428.1 design for an accessible en-suite, as the variation in an individual wants and needs are considerable. An example of an open minded approach to accessible bathroom design in hotels, comes from the Scandic hotel chain, who have seen the wisdom in looking at this part of their business in depth, and detailing it accordingly.

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So if Scandic can pioneer the idea of putting the disabled customer 1st, why can’t we take the bull by the horns and do the same thing here in Australia? We know rules and regulations are often a reason used for a lack of momentum in doing something of out box when it comes to an accessible hotel en-suite. However, there is a wealth of tangible and current evidence that can be called upon if the desire is there to put forward alternative design solutions, which satisfy the legitimate requirements of AS1428.1 When it’s pretty easy to bring about a change, why do we step back and think it’s going to be so hard? Well one can’t deny that nobody wants to be a Guinea Pig and think that they don’t wish to go it alone before anyone else. Well listen up, if you knew that there were a number of high profile hotel operators in Australia that have already put the idea of a more realistic accessible en-suite design in play, wouldn’t you feel inspired to join in? In the last 10 years a considerable amount of accessible en-suite bathrooms have been created that do not follow chapter and verse the design of AS1428.1, how good is that! These every day hotels, saw that there was a number of advantages is turning the design philosophy of AS14281. 1 into something much more, which delivered a better design outcome for the user, as well as a financial incentive for the developer/operator.


What is it then you say that makes these alternative design solutions for an accessible en-suite so different? Fundamentally, it’s the fixtures in the bathroom for a person with a physical disability that can make it a pleasurable experience or not. The adoption of traditional grab rail and shower seat provision that give no flexibility in their height range or layout configuration, offer limited success, as the overall design is set in stone. If you apply modern day thinking where much of what we interact with is adaptable and delivers an element of choice, then you are on the road to what an enlightened accessible en-suite bathroom consists of. It’s these ideals that the alternative design consist of, so fixtures like grab rails and shower seats can be added or removed, adjusted in height and their location in a disabled bathroom. On the flip side of catering best practise for people with a disability, is the commercial reality of hotels operators

wishing to sell an accessible room to able bodied guests with no special requirements for an accessible en-suite. Again this alternative design solution wins out, as the bathroom can be quickly modified in a matter of minutes to remove fixtures that often give little viewing pleasure to the guest, or practical advantage. Industry change is happening now for good reason.

REFERENCES: 1) PwC Final Report “An Assessment of Accessible Accommodation in Australia; Supply and Demand” September 2013 2) Austrade/Tourism Research Australia – International Visitors in Australia/Travel by Australians – Year ending June 2016

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ast year, NuGreen continued to provide our valued customers with energy and cost saving results. Continuing to help clients such as Crown Perth, Stockland, Mantra and Sofitel Melbourne achieve positive economic and environmental outcomes. This was achieved through Solar and Lighting Upgrade projects. NuGreen can provide a turnkey solution which includes audit, analysis, design, reporting and documentation of specification for appropriate energy saving solutions. Furthermore, NuGreen manage a project from inception to completion, providing project management, contract administration and stakeholder support. NuGreen understands that project communication and planning is paramount to the success of a project. In 2016, NuGreen designed multiple PV Solar Systems for hospitality clients in Australia and New Zealand. By partnering with a Solar Panel manufacturer, who in 2016 won a world record for panel efficiency, NuGreen have been able to offer our clients solutions that create savings and provide sustainable

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marketing opportunities. Solar Systems are designed by NuGreen to specific site requirements so that power can be generated to offset the demand. The hospitality industry can benefit from solar generation during the day because large amounts of power is being consumed with lighting (can be upgraded to LED!), HVAC, Kitchen/Laundry services and general power demand. NuGreen had exciting developments at the end of 2016. It was announced that the company had signed an agreement with government infrastructure development company, Plenary Group to hold a 75% share of NuGreen. The transaction will reach financial close following a government approval process which is expected to conclude in January 2017. Since NuGreen’s inception five years ago, we have delivered renewable energy and energy efficiency projects to commercial, industrial, retail, hospitality and government buildings. As a PPP developer, Plenary Group is a natural

fit with our services and we’re delighted to be taking our business in this new direction. Under the new arrangements, James Chisholm, Plenary Group’s Head of Business Development, will be seconded as NuGreen’s CEO, with Paul Schlaphoff stepping into the company’s COO role. NuGreen has always been a proudly independent, product agnostic supplier and we look forward to growing our current model in sectors such as commercial, industrial, hospitality and healthcare. Working with Plenary Group in the government infrastructure space, we now also have the opportunity to extend our expertise in new directions. For more information on Plenary Group, see www.plenarygroup.com Contact NuGreen today to discuss how they can help you to create a brighter, safer hotel environment while saving money and reducing your carbon footprint. www.nugreen.com.au T: 1300 300 025


CHANGES TO

BASELINE DATA AS1851-2012 DEREK HENDRY I THE HENDRY GROUP

Aust – Hotel engineers should study the changes to AS1851-2012 routine service of fire protection systems and equipment, especially relative to baseline data which was published on the 16 November 2016. The changes save a considerable amount of money.

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he initial purpose of the amendment to this standard was for editorial reasons, however the industry was in desperate need for clarification of baseline data and how it should be applied. Hotel engineers should be aware of the changes to this standard in particular, Clause 1.8 Baseline data which applies to all routine servicing/testing of active and passive equipment/systems within buildings. Base line data is the set of data required at the time of installation of a system or equipment to establish the performance benchmark of the approved design.

PREVIOUS CLAUSE:AS1851-2012 CLAUSE 1.8 BASELINE DATA Baseline data is necessary to establish the performance benchmark of fire protection system or equipment. The non-availability of baseline data shall be reported as an non-conformance. Notes; 1. E xamples of base line data are detailed in Appendix C. 2. The complication of base line data is outside the scope of this standard. 3. Where baseline data is not known, it should be established.

4. A  t the commencement of the new maintenance arrangements, the fire protection system or equipment should be compared with the approved design and baseline data. 5. Where the baseline data is not known, it should be re-established at the commencement of routine service or alternatively during the first year of application of this standard (see paragraph C1 Appendix C).

AMENDED CLAUSE:AS1851-2012 CLAUSE 1.8 BASELINE DATA Baseline data may be required to verify the result of routine service activity required by applicable service schedule. Baseline data required by this standard is limited to that – (a) Necessary to verify a routine service activity result; and (b) Prescribed by the regulations codes or standards that applied to the approved design. Irrespective of the availability of base line data, the routine service activity shall be carried out and the result recorded and reported. Where required baseline data is available the routine service result shall be verified against it. Where required baseline data is unavailable, its unavailability shall be recorded and reported as a non-conformance.

CLARIFICATION BASELINE DATA Prior to the amendment of this standard the implementation and interpretation of baseline data was unclear. Some service contractors whilst undertaking maintenance activities required the creation/submission of base line data in order to pass the test/inspection. This is turn raised a non-conformance or worse still no test was conducted due to the fact that no base line data was provided. This therefore had an impact with the buildings compliance status and the signing of the Annual Fire Safety Statement or state equivalent. The new amendment to the standard has clarified the application of base line data, therefore eliminating the failing of routine servicing/testing on the basis that base line data does not exist or it has not been provided to the contractor. Clause 1.8 Baseline data of the amended standard, now clearly indicates that routine servicing/testing of fire protection systems can be carried out and results can recorded and passed without the baseline data. However the absence of base line data itself must be recorded as a non-conformance within the test/inspection. Note: If baseline data does exist for the fire protection systems and is required by an approved design it must be used as

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a benchmark for the testing of the fire protection systems/equipment.

EXCLUSION OF APPENDIX C Appendix C of the previous standard has been repealed and has removed the requirements for establishing a minimum benchmark for base line data. This is due to the fact that the parameters and requirements of the approved design should determine what is required. This has effected multiple clauses throughout the standard with reference to Appendix C.

CONCLUSION In conclusion there are four key amendments to AS1851-2012 in relation to baseline data; • Editorial modifications • Every section now refers to the new clause 1.8 • A Full reword of clause 1.8 • Removal of Appendix C It would be prudent for hotel engineers to be aware of these changes to baseline data and that it does not have to be established to enable contractors to undertake maintenance activities. If you adopt this amended standard under your state building control system.

OFFENCES AND PENALTIES FOR CARRYING OUT BUILDING WORK VIC – The Victorian Building Authority has issued a fact sheet headed offences and penalties for carrying out building work without a permit.

WA – Hotel engineers should take care when they or management contract a small business (builder or contractor) to perform building works. The Treasury Legislation Amendment (Small Business and Unfair Contract Terms) Act 2015 has commenced operation on the 12th November 2016. The Act is intended to address the potential for unfair detriment where unfair contract terms are enforced against small business. Maybe contracts have to be altered some to suite your intentions. The Building Commission has issued an Industry Bulletin IB 073/2016 and can be viewed at www.commerce. wa.gov.au/building-commission.

HAZARD CHEMICALS MANIFEST NSW – Fire and Rescue NSW has issued in August 2016 a fire safety guideline technical information D15/86318“Hazard chemicals manifest”. This technical information sheet outlines requirements for Hotels (sites) to provide a manifest of their hazardous chemicals, a Manifest Quantity Workplace, for use by emergency services in an emergency. This document applies to any workplace using, handling or storing hazardous chemicals in quantities that exceed the manifest quantities prescribed in Schedule 11 of the Work Health and Safety Regulation 2011.

The fact sheet explains what’s different about the Building Act 1993 since July 2016. A major concern is the fines as they are up to approx. $75,000 for an individual and $380,000 for a hotel (corporation).

The document is intended to be used by any person conducting a business or undertaking of a building, facility or site using, storing and handling above manifest quantities of hazardous chemicals. This technical information sheet can viewed at www.fire.nsw.gov.au.

Be careful, the situation has changed where you appoint “service contractors” to perform ad hoc building works.

INDOOR AIR QUALITY HANDBOOK

Who has to obtain a permit is discussed, what a building practitioner is, is defined and nominating all contractors working on the site to have to ‘sight’ a building permit or obtain a building permit before commencing any building work.

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UNFAIR CONTRACT TERMS

AUST – The Australian Building Codes Board has issued an Indoor Air Quality Handbook. This non-mandatory handbook provides details to apply the NCC indoor air quality (IAQ) Verification Methods. The IAQ Verification Methods are FV4.1 AND

FV4.2 in NCC Volume One and V2.4.5 in NCC Volume Two. They may be used when developing a performance solution. The Handbook provides background and guidance to use the Verification Methods. It covers the general principals of building ventilation, air contaminants and IAQ. Guidance on design strategies, modelling principals, and sampling and testing are also included. It is endorsed by the Australian Institute Of Refrigeration, Air-conditioning and Heating, AIRAH and can be downloaded at www.abcb.gov.au.

TERMINATING THE APPOINTMENT OF A PRIVATE BUILDING SURVEYOR VIC – Some Hotel engineers may have the need to change building surveyors before a project is complete. Most cases require the Victorian Building Authority (VBA) to consent for a termination of a building surveyor to proceed. This legally needs to happen before a new building surveyor is appointed to your project. The VBA has a page on their website listing the reasons why a building surveyor can be terminated from the contract and the process to follow. If the client has appointed the municipal council building surveyor to issue the building permit, it must be noted that the VBA is unable to terminate a council building surveyor.

ABOUT THE HENDRY GROUP Derek Hendry is the Founder of the Hendry Group, a property compliance solutions consultancy whose services include building surveying, disability access, essential safety measures, emergency planning and work health and safety. Hendry pioneered the private certification system of building approvals in Australia and operates nationally in all facets of building control. Hendry is aware of the importance of sharing knowledge, and regularly distributes industry news and updates through publications such as ‘Essential Matters’ Hendry’s e-newsletter, blog sites and website. For more information please visit www.hendry.com.au


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IS GENDER DIVERSITY ON BOARDS

REALLY SUCH A BIG DEAL? KRISTIANA GREENWOOD I DIRECTOR & FOUNDER FM INNOVATIONS (FMI), GAICD

As a female Chairman of a predominately male board in a male orientated industry, I am often asked how I managed to fight my way to the top in the face of adversity. How much of challenge it must have been to get there – how challenging it must be day after day dealing with a male dominated industry. What a great role model I am to have embraced my inner strength and gone for it.

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he truth is, it hasn't been at all like that for me. My elevation to this position has been encouraged mainly by men, not because I'm a female, but because they believe in me and feel I am the best person for the job. All through my career, it has been my male peers who have mentored and nurtured me to achieve my goals and indeed, open my eyes to goals I didn't even know I could aspire to. The only challenges I have faced have been from within, as I challenge myself to step outside of my comfort zone and take heed of what my male colleagues are telling me. Maybe it's just the industry that I'm in, and I'm just lucky. I am passionate about the FM and Property industry and I see many women rising through the ranks in other aligned industry groups who have equal passion and desire to raise the profile of their industry association. Every one of them that I speak to has the same story as mine – their male peers are 100% behind them and together they are driving change. There are a lot of males champions of change out there, and the AICD is relying on them to achieve a goal of 30% females on boards by 2018. However, women should not have an advantage just because they are female, but also because of the skills they bring to the board. Obviously, there is no denying that it's helpful if the right candidate is female on a male dominated board of an industry group or company that is experiencing growth in diversity and wants to lead by example.

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So is gender diversity really such a big deal, or are we looking for gender equality on boards just to elevate the profile of women in business? I am privileged to have access to our membership and many other industry leaders through my position and it has opened my eyes to the bigger picture. The truth is, gender diversity is very important for the following reasons: Diversity of Thought: Women on boards bring different perspectives to the difficult issues facing today’s business. It is widely believed that diversity of thought results in better decision making. Stakeholder Representation: The makeup of a board of directors should be representative of the company or industry group in which it governs: shareholders, employees, members and customers. Competitive Advantage: A diverse board is better positioned to thrive in today’s global economy where the pace of change is accelerating, because rapidly changing economic realities require nimble, strategic and well informed directors. Availability of Essential Skills: Senior women executives offer the skills and experience that many boards need, including industry knowledge, operational experience, and functional expertise. Empathy is another skill set that women understand


and can tap into allowing a different perspective to challenges involving people and emotions. Most people today have no knowledge about the makeup of boards, even in the companies they work for let alone the industry group they may be a member of. But they should care, because directors make decisions that impact them which is why it’s important that board members be representative of an organisations constituents. Boards of directors choose CEOs. They make decisions about executive compensation, whether to buy, sell, or merge with other companies or industry groups, where offices close and relocate, and how much priority a company gives to issues such as social responsibility. Good corporate decision-making requires the ability to hear and consider different points of view, which comes from people who have different backgrounds, experiences, and perspectives. Companies that have women directors and executive officers lead by example. They send a clear message that they value diversity of thought and experience. you can do it unless you confront that fear. To any aspiring female board members, my advice would be to equip yourself properly to take on the challenge and really understand the responsibilities of being a board director. Invest in the AICD directors course, speak to other female leaders and rise to the challenge, you might be very surprised at your own ability.

I am grateful to my male mentors and peers for opening my eyes to opportunity, I feel the real challenge for us today is in encouraging potential female leaders to understand what they are capable of and stepping out of their comfort zone to bring more diversity to our boards. Often the only obstacle is fear of failure and if there's one thing I've learnt, you will never know

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UVC LIGHT HAS BEEN USED FOR STERILISATION AND AIR AND WATER PURIFICATION FOR DECADES With the advent of deep space missions and the space station, NASA had to find a way of prolonging the life of fresh produce which was being destroyed by ethylene gas produced by the ripening process. Hence the birth of the Photo Catalytic Oxidation (PCO) Technology.

A few companies in the US took on the technology, and by conducting further research, have found that it could not only eliminate ethylene, but had the capacity to eliminate mould spores, bacteria, VOCs, MVOCs, viruses, smoke, odours and many other allergens.

Unlike Ozone producing machines, these air purifiers can be used in the presence of humans and pets with no detrimental effects. Using the imported US made components, Air Oasis (Australia) has started producing a range of Australian made air scrubbers, aimed at the hospitality industry, gymnasium, clubs and other venues where fast and high volume air purification is required. These air scrubbers are custom built to suit any client requirements. The HCT355 is fitted with 3 filters, a Merv8 dust filter, a Merv13 HEPA filter and an active carbon filter. Also in the package, there is 2 14inch AHPCO cells and it’s powered by a German made fan capable of producing 3000 cubic metres of air per hour. This should clean the air in an average hotel room in the 30 minutes it takes a housekeeper to service it.

Air Oasis was one of those companies that took on the technology, and improved it by developing their own Advanced Hydrated Photo Catalytic Oxidation (AHPCO). For the past 20 years they have been producing different models of air purifiers that have been sold in several countries including Australia.

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MAKING COOLING TOWER MAINTENANCE LOWER COST AND LOWER RISK

CARL SACHS

Cooling towers have been in the news for all the wrong reasons. After a spate of falls incidents in NSW, Executive Director of SafeWork NSW, Peter Dunphy offered this advice: “We’re urging NSW businesses to review their safety systems so that no more workers are injured.”

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here are also problems maintaining the biological safety of cooling towers, too. In November, an expert panel convened by NSW Health recommended strengthening the regulations around cooling tower maintenance in the wake of legionella outbreaks in the Sydney CBD in March and May that left 15 people ill.

HIGH RISK AND HIGH FREQUENCY OHS risk is measured in terms of the likely seriousness of an injury and the frequency of the hazard. Cooling tower maintenance ticks both boxes, making it very high risk.

How to assess risk ⁄

Seriousness

Likelihood

Common hazards to consider Item

Frequency of access (times per annum)

Cooling towers

15 +

Air-conditioning

6 – 12

Extraction

4–6

Fire exhausts

2–4

Kitchen exhaust

12

Business owners are expected to have cooling towers inspected every month, cleaned every six months and certified annually – on top of spot checks by inspectors. Health regulations place expectations on workplace controllers both in terms of access and microbiological safety. Under the NSW Public Health Regulation 2012, air-handling systems, hot-water systems, warm-water systems and watercooling systems: • must be installed, operated and maintained according to Australian/New Zealand Standard: Air-handling and water systems of buildings —Microbial control, Parts 1 to 4 (AS/NZS 3666.1-4:2011)

Falls from height are in the top three causes of work-related fatalities in Australia and a priority area for many workplace safety regulators. Invariably located on rooftops, cooling towers are normally reached by climbing ladders and crossing roofs. The entire route from ground level to the area around cooling tower itself presents a risk every time it is accessed for routine checks.

• must have safe and easy access for the purpose of the cleaning, inspection and maintenance • must be equipped with a disinfection procedure that is in operation at all times and that is designed to control microbial growth so that the level of Legionella in the system is not more than 10 colony-forming units per millilitre, and the heterotrophic plate count in the system is not more than 100,000 colony-forming units per millilitre. Where this is

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exceeded, remedial action must be taken as soon as practicable by a competent person or a person acting under the supervision of a competent person.

COOLING TOWER SAFETY ROADMAP: CODE OF PRACTICE FOR SAFE DESIGN OF STRUCTURES The roadmap for the safe access demanded by the Public Health Regulation starts with the Code of Practice for Safe Design of Structures. Its scope includes cooling towers and the Code aims to eliminate hazards with smart design before they are even created. It helpfully details the risk assessment and control process at each stage of the entire lifecycle:

For the contractors who must walk across rooftops and clamber around the cooling towers, walkways offer stark efficiency gains over harness-based systems. Time is saved at every stage of the job, from the moment they avoid lengthy inductions through to the ease of simply carrying tools to the plant rather than mapping out anchorage locations and juggling tools with ropes. Added labour savings arise because walkways do not demand special rope access training of hygienists simply to traverse the roof or the doubling up of personnel on standby for rescue.

1. Predesign

THE SLEEPING GIANTS HAVE WOKEN

2. Conceptual and schematic design phase

Both the OHS and health regulators have cooling tower maintenance high on their agendas. Both have responded to a spate of problems for the safety of the people who use and maintain buildings. It’s no coincidence.

3. Design development phase 4. Review of control measures. The hierarchy of controls is central to the Code and, in the case of working at heights, the hierarchy is quite prescriptive and favours passive controls such as walkways and platform teamed with guardrails over harness-based controls that require a high level of user training. While compliance with the Code is not mandatory in itself, it does provide a formal, industry-recognised benchmark for prosecutors establishing negligence under the WHS Act in the event of an incident.

COMPLIANT COOLING TOWERS COST LESS TO MAINTAIN The good news is that compliance is bankable. Following the safe access rules by installing passive systems rather than portable ladders or PPE controls also leads to cost savings from both: • The lower maintenance costs of walkways leading to platforms and reduced administrative costs • Labour savings

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The lifetime cost of passive systems like walkways leading to platforms and guardrails is lower than comparable anchor-based systems, especially when the ongoing administrative burden of inductions, training and recertification is considered.

Equipment that cannot be safely serviced is more likely to fail and, in the case of cooling towers, with potentially lethal consequences. Ultimately, though, it falls to HVAC manufacturers, architects, building owners, workplace owners and HVAC contractors to make safety a reality. The good news is that getting it right is a step-by-step process that will result in cooling tower maintenance that is safer, more effective, less costly and truly manageable for everyone involved. Carl Sachs is the Managing Director of the working at heights specialists Workplace Access & Safety. He is a renowned expert in height safety and consults to major corporations and government on working at height. He represents the FMA (Facility Managers Association) on Australian standard committee AS/NZS1891, and was a committee member that redrafted AS1657.


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FINDING THE BEST DIGITAL VISITOR MANAGEMENT SOLUTION FOR YOUR HOTEL

STEPHEN DARRACOTT I COUNTRY MANAGER FOR PITNEY BOWES, AUSTRALIA/NEW ZEALAND

STEPHEN DARRACOTT explains why he believes digitally managing onsite contractors and visitors should be a priority for hotels across Australia and how to find the one that best suits your needs.

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oday’s rapidly evolving digital landscape, offers leading hoteliers better solutions for managing visitors and workspaces. It is easier than ever before to implement digital strategies, processes and solutions to keep track of staff, contractors and visitors.When used to their full potential, the latest digital solutions can help to achieve greater productivity, give visitors an introduction to the building and safety exits and manage practices, while ensuring proper compliance processes are being met.

MANAGING WHO IS ON YOUR PREMISES IS MORE THAN JUST TAKING ATTENDANCE Workplace Health and Safety (WHS) legislation in Australia has serious penalties for non-compliance and in the event of an emergency, those penalties are compounded by the risk you could carry if you aren’t sure who is in your building or where they are. Ensuring the safety of your staff, contractors and visitors should be a top priority for any hotel. The days of a simple sign-in sheet for all visitors are gone. It’s no longer enough to simply have a visitor write down their name to gain access. In the event of an emergency, you need to know you have captured enough meaningful information to find and protect your staff, contractors and visitors. Effective workplace safety plans should include a high-quality photographic record to go with a contractor’s or visitor’s name, purpose of visit, and contact details. Today, the advanced technology that underpins digital visitor management systems allows photos and data to be captured more seamlessly than ever before.

FINDING THE BEST SOLUTION FOR YOUR NEEDS There are basic components of digital lobby visitor management solutions that should become the first layer of defence for

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any business trying to make critical improvements in WHS procedures and policies. Digital visitor management systems help ensure contractors and visitor information can be presented to organisations to determine when visitors are on premises, while having the ability to simultaneously provide visitors with necessary information such as safety plans and emergency procedures. Advanced digital visitor management systems also print visitor badges, generate real-time reports and capture emergency contact details to ensure all employees and visitors can be located as quickly as possible should they face critical safety situations.

FINDING THE BEST SOLUTION FOR YOUR OFFICE FOOTPRINT There is a large range of technology solutions available to satisfy security and visitor management needs. However, organisations looking for new digital visitor management systems need to be aware of the fine line that exists between systems fitting seamlessly into current workflow and office procedure without becoming intrusive. Organisations should be looking for systems that streamline the welcoming process, rather than those that make it more cumbersome. While many systems can run from smaller office equipment like tablets, many of the smaller systems do not provide adequate solutions to improve the security of a workplace. Facility managers need to search for systems that offer advanced solutions to meet their individual requirements and cannot easily be removed or misplaced from the lobby or office. Many substantial solutions still have small footprints that enable them to blend in to lobby space, offering intuitive touch screens that simplify check-in procedures but also offer a level of on-screen and printed badge customisation. Additionally, the data entered


can be retrieved from off-premise locations in case of emergency.

ANSWERING THE CHALLENGES UNIQUE LOBBY AND COMMUNICATION SITUATIONS Organisations today face a range of lobby and reception area challenges. Front lobby staff are often expected to be more agile and handle more business functions than the perceived routine tasks of greeting guests and directing incoming calls. Hotel workspaces need to find specific solutions that meet their individual needs, whether that is through a staffed front lobby or a staffless greeting area. Whether contractors or visitors are greeted by lobby staff or not, a digital lobby visitor management solution can be a great asset to communicate critical information to visitors. Many solutions provide organisations with the opportunity to share a short orientation for visitors and contractors, alerting them to emergency procedures and exits. These options are extremely effective in customising individual office requirements and creating a central process that can easily be rolled out across the entire organisation to keep up with the evolving number of staff, contractors and visitors on-site. This process can go a long way to helping you satisfy some of your WHS requirements.

• Do you have the ability to create customised visitor badges to add another layer of security for your premises? • Can you customise the sign-in process so visitors acknowledge compulsory information? • Does the system include a notification feature that alerts employees via email or SMS when their visitor arrives reducing the time visitors spend unattended? • In case of emergency, can you generate real-time reports and emergency contact details for occupants? • Can you safeguard confidential visitor information with secure storage features? Work Health and Safety for staff, contractors and visitors is a major concern for many organisations. Seeking out the best, non-disruptive solutions that simultaneously enhance operations can be difficult. The best combination for any visitor management system should include the best solutions to maximise safety, security and the latest technology to help protect hotel staff, contractors and visitors. Stephen Darracott is the Country Manager for Pitney Bowes, Australia/New Zealand, a global technology company that has found much success with its pbLobbyTrac visitor digital management solution.The digital management solution adopted by Pitney Bowes which offers cloud-based data storage technology that makes data accessible from anywhere in the event of an emergency.

CUSTOMISE VISITOR BADGES FOR ADDED BRANDING AND SECURITY Top of the line systems offer organisations many options to create customised welcome screens and visitor badge formats. They ideally allow organisations and their security staff to create badges with features such as company logos, visitor photos and contact details for the employee sponsoring the contractor or visitor. This also allows other employees to assist in office security as they will easily be able to stay alert to visitors who may be unescorted.

SECURING YOUR DATA AND CONNECTING TO THE CLOUD Any smart visitor management system should allow a level of interconnectedness and confidentiality that paper logs simply cannot match. With both secure databases and cloudbased technology, visitor details should only be retrievable by authorised employees in-house or in case of emergency, from off-premise locations using cloud-based technology.

Temperature Technology

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Optimally, these solutions should also stay connected to the workplace through real-time personal alerts to employees when their contractors or visitors arrive and complete the check-in process. There are a number of additional things organisations should consider when searching for the best system to suit their office needs: • Can you incorporate unique brand graphics and messaging to the system’s welcome screen?

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INDOOR AIR QUALITY FOR HOTELS

LEIGH ROBERTSON

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he Hotel industry has unique issues when dealing with indoor air quality. This article will explore some of those issues that Hotel engineers must consider when planning budgets, and considering planned maintenance regimes. The article will look at: 1. Indoor air quality vs. Energy efficiency 2. HVAC hygiene/condition 3. L egionella – Cooling towers not the only source

4. Proactive approach to indoor air quality

INDOOR AIR QUALITY (IAQ) VS. EFFICIENCY Traditionally, as buildings became more and more airtight in an endeavour to maximise energy conservation, complaints arise about the quality of the indoor air. Experience has shown that if a certain minimum amount of outdoor air is not taken into a building during times of occupancy, all indoor pollutant levels rise, including the carbon dioxide exhaled by all building occupants. Standards Association of Australia and ASHRAE have a minimum ventilation rate for different spaces, as per A.S.1668-2-2012 and ASHRAE 62.1-2013. A study undertaken in the US highlighted that with minor adjustments and technology, such as energy recovery and night re-cooling in extreme climates, energy efficiency can be achieved without compromising the overall indoor air quality. (US EPA “the study suggests that protecting indoor environmental quality in energy efficiency projects need not hamper

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the achievement of energy reduction goals, provided that the projects are instituted wisely. Avoiding measures that could degrade IEQ involved energy sacrifices that were small compared to the potential for energy savings from measures that are compatible with IEQ.”) Every year brings significant advances in these types of “sense, command and control” systems. Finer and more intelligent control of building operation systems will certainly save energy, improve client satisfaction and maximise buildings potential for maintaining IAQ. HVAC maintenance, which I will cover in more extent later, can also both improve efficiency and improve overall indoor air quality. IAQ and energy conservation are interdependent and both should be given the same priority to ensure the health of building occupants. Striving for energy efficiency does not have to reduce overall indoor air quality.

Below are a few examples of poor maintenance of AHUS that Healthy Buildings International has encountered in inspections of Air handling units: Photo 1 Heat coils- Mould growth downstream of filters

Photo 2 Chill coil chamber – Mould growth downstream of filters

Photo 3 Condensate tray – Standing water and heavy corrosion that may harbour bacteria

HVAC HYGIENE/CONDITION The hygiene of the HVAC systems in all Hotels can also be a cause of poor indoor air quality. Standing water within condensate trays or chambers can be conducive to microbial growth. Dirt past the filters may spread bacteria and also create conditions conducive to microbial growth. Corrosion may affect the efficacy of the system and allow unfiltered air into system and block drains. Poor fitting filters, missing filters, undesirable soiling and unsuitable efficient filters can all affect the IAQ within Hotel common areas and when suppling outside air to fan coil units and the like to Hotel rooms.

Photo 4 Complete bank of missing filters, heavy leaf matter buildup may cause issue


It is important when implementing maintenance plans, that annual inspections of all parts of the air handling units are inspected, and especially those areas that may be affected by moisture and excessive debris. This will ensure not only longer lasting plant, but also detecting any microbial issues that may have an affect on the indoor air quality of the Hotel.

LEGIONELLA – COOLING TOWERS NOT THE ONLY SOURCE Legionella species occur naturally in soil, rivers and lakes and have the ability to successfully colonise man-made water handling and storage systems, which often provide ideal conditions of nutrition and temperature for their proliferation. Legionella infection is not transmissible from person to person; it is caused by the inhalation of water aerosols containing the bacteria, by susceptible individuals.

The numbers of organisms required to induce infection is not known but will vary according to age, general health and other predisposing factors. The potential for legionella to become a hazard to the health of large numbers of people is greatly enhanced by conventional water and air conditioning engineering methods, as used in re-circulating cooling towers, air conditioning chill coils and humidifiers, water storage and distribution systems and other aquatic systems, such as whirlpool spa baths. What is not as commonly recognised is that heated water stored at temperatures too low can promote the growth of disease causing bacteria. Water temperatures in the range 20 to 45°C favour the growth of legionella bacteria. It is uncommon to find proliferation below 20°C and it does not survive above 60°C. Organisms may however remain dormant

in cool water, multiplying only when the temperature reaches a suitable level. Often overlooked is the warm water system used in Hotels. Water may be stagnant for a period of time, rooms that have not been utilised for a time may have showerheads acting as dead legs, storing water that may harbour the harmful bacteria. Butler’s sinks, that drop water from a height, may aerosol and become a risk system. Obviously spas, and whirlpools are also considered risk systems. Risks associated with Legionella growth within warm water systems can be managed in a number of ways. Routine flushing of fittings and branches is recommended, especially for fixtures and appliances with minimum use, as Legionella bacteria can be found in shower roses, taps and spouts. Any outlet that has not been used for more than 7 days should be flushed at full flow until the operating temperature of the

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system has been reached. Preventative maintenance such as system disinfection is essential for the minimisation of the risk of Legionella bacterial growth within warm water systems.

PROACTIVE APPROACH TO INDOOR AIR QUALITY The article has addressed some of the issues that engineers face when dealing with indoor air quality in their hotels. The issues highlighted in the piece are by no means an exhaustive list, however a list of some lesser known causes of poor indoor air quality. Concerns such as

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formaldehydes used in furnishings, volatile organic compounds commonly found in cleaning products, and poor ventilation common with some Hotel rooms can all contribute to poor indoor air quality. Regular indoor air testing and checking of safety data sheets on products used is an example of proactive approach to indoor air quality, and it may be that most engineers have a plan in place to monitor these. How many however regularly inspect their air handling units for sources of contaminants? Regular inspections can identify concerns before they become an issue. These inspections will also assist in prolonging the life of the HVAC systems.

Are regular inspections carried out on little used outlets in hotel rooms that may be providing ideal water storage for bacteria to grow? Regular inspections do not need to be costly, and may involve a simple process of flushing the system through. A proactive approach will demonstrate to staff that the Hotel is mindful of the conditions of their workplace. A proactive approach to indoor air quality can enhance the reputation of a hotel, and be a selling point for Hotel rooms and conference facilities!


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THE NEW WORLD OF

CUSTOMER SERVICE

JANET C MARLETTO

Several decades ago Tom Peters defined “fine service” in his major best seller, In Search of Excellence. At that time Nordstrom’s was the platinum example. Their “no hassle” return policy was just that even if they had not sold the item originally! There is the classic example of a “customer” who returned automobile tires! Nordstrom’s honoured the return and made service history because it sells clothing, shoes, accessories, and jewellery like other upscale stores.

S

adly, that tire returning pseudo customer was a preview of what is seen all the time now.

dawned in 2001, the typical customer followed rules of etiquette, decorum, and politeness and had reasonable expectations of a graceful resolution. However, in this age of speed in all aspects of life: 24/7 news, all aspects of social media with instant access and communication, the world of customer service has morphed into the “be ready for anything” mode. This includes the “quick to rage” customer who seems to lack patience and often lacks effective communication skills. Consequently, the customer service person must be able to “detach” and remain calm, understanding, communicative, and positive. Kindness is powerful; superciliousness is deadly. If a customer detects a “smirk,” all credibility and rapport can be lost. I remember a situation at a luxury hotel where I was manager on duty. A hotel guest had a concern which was being handled by a front desk agent. All of a sudden the guest requested a manager. I arrived to find a guest who was offended by the facial expressions and body language of the front desk agent. The guest and I interacted professionally. I asked the guest to explain his concerns. All the while I listened and nodded at intervals to indicate that I was listening

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and understanding. At the conclusion of the discussion, I asked the guest what he would like to have happen. He enumerated his desires. They were reasonable and do-able. The guest was pleased and stated so. He also added that he appreciated how I had interacted with him. All of this comes down to clear and proper training and modelling. It is definitely worth the effort.

them. As luck would have it, I received notification that the majority of them were available at the same time. So, I went to the library and spoke with a librarian because I was not going to be able to read for several weeks. She announced that they offer vacation check-out by extending the due date for a few weeks. This was ideal! What a great surprise and a wonderful service!

Most people who handle customer service are either naturally pleasant or are trained to be so. Thus, a polite customer is treated professionally and kindly. However, in this “Instagram” world, it is not unusual for a finicky or displeased customer to express displeasure via the cyber world before sharing the concern with someone on site who can correct or improve the situation. This is the equivalent of judging and assuming before anyone was given a chance to reverse the situation. In fact, it is as bad as an enraged customer screaming at the customer service person or manager. This is the sign of a person lacking in sophistication and manners.

Recently, I was preparing for a trip. I expected to rent a car so that I would be able to drive from the airport to the hotel and to various locations. Above all, I wanted to be able to drive to the airport by 4 o’clock in the morning. To be sure that this could work smoothly, a few days before departing, I called the car rental company to find out what the logistics are related to picking up and returning the car. The gentleman proceeded to inform me that if the shuttle was not available that I could take a cab and be reimbursed. I stopped him there and asked where the rental cars were located. (In the past they had been downstairs in the airport.)

We all have experienced less than satisfying customer service. Yet, it is excellent service that fills us with gratitude. It often surprises us too! For example, I had placed a number of items on hold at my local branch library. I had been waiting months for some of

He said vaguely that they were “a distance.” He never defined that. Then I asked him about returning the car. That was cumbersome too. All of this was defeating the purpose of convenience. So, I called the hotel and learned that they had a complimentary shuttle within certain time frames and that they could


recommend a cab driver. The service oriented hotel person affirmed that they had drivers who could assist me and that I could schedule them for my visit. Needless to say, I did that immediately and called to cancel my rental car reservation. Thanks to the excellent drivers I had a way to the hotel after shuttle hours and a way to the airport at 3:45 in the morning! What great service! This was not a highly rated hotel; however, this level of service is high level... and totally appreciated! This kind of service causes a guest to overlook flaws. We would like to think that everyone is doing the best they can. People want to do well. The current trend of not training staff for fear of losing them to competition is counterproductive. Everyone suffers: the customer and the employee. This was evident at a huge store at a major attraction. There were staff members everywhere; however, almost no one could answer a question. This was the case in a nearby specialty shop as well. Very disappointing. Even in more modest locations, it is the same thing. Caring and informed employees shine like super stars because they are rarities.

attendant made up for an incorrect order with a complimentary item. The beautician gives a complimentary service on your birthday. The department store sends a discount for your birthday or account anniversary. These gifts act as appreciation for the customer. By reinforcing a connection between the customer and the business, there is a positive reaction on the part of the customer. What’s new? The application of gamification draws customers to the business. The business is rewarding the customer in advance. Years ago there was no such expectation. Now, the customers watch for these perks and even demand them. The boomerang effect happens when customers only shop when they receive some sort of monetary incentive. This cycling of rewards requires marketing expertise so that the bottom line does not crumble due to slumps. Some coupon givers manage the duration of the coupon very tightly. One fast casual restaurant allows only one coupon per table even when guests are paying separately. There is no extension of the effective date range. One retailer keeps track of “cash” gifts so that they cannot be used if they

have been redeemed previously. Yes, customers sometimes try to use them again. On the other hand if the customer earned the cash due to purchases of gifts for other people and the recipient returns the gift for real cash, the gift giver’s “cash” has been affected negatively... all without the knowledge of the gift giver. In this age of “gimme”, companies do their best to attract customers with discounts and gifts. Nonetheless, loyal clientele is more apt to return thanks to personalized service, because when there is a sense of generosity and kindness, it is a pleasure to shop or to do business with a company. The greatest gift of all is informed service thanks to competent training. Everyone acknowledges that losing staff is expensive. Yet, there is hesitation to train for fear of competition. The rewards of well trained staff include satisfied customers who sing praises of the excellent service to their friends. It is a win-win without a doubt. Janet Marletto’s profile is on LinkedIn; she can be contacted by e-mail: jmarletto@yahoo.com. She is available for effective mentoring and consulting

Customers return to stores and businesses where they are treated well. They enjoy interacting with knowledgeable and professional staff members. Above all, they spend more money at these locations. When this is the case, there are fewer disgruntled customers. Everyone does customer service by serving the customer. Even when things go badly, the customer has confidence that a fair and equitable solution will be found. This can be at a medical office, in a store, at a restaurant, at a hotel…anywhere. We all can identify with this: the replaced item at no charge; the unsatisfactory dish taken off the bill, an additional discount. These fortuitous actions are even sweeter when they were not requested. For example, the customer service person on the phone arranged for a credit on a cable bill because of so many hassles with billing and a clumsy website. The fast food

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Advanced Oxidation Process - AOP Brauer Industries has developed a revolutionary line of Advanced Oxidation Process (AOP) Disinfection Systems that enhance water quality second to none. The combination of Ozone and UV-C technologies creates Hydroxyl Free Radicals, one of the most reactive agents known to chemistry. These reactive species can virtually oxidise any compound found in water, maximising disinfection whilst killing all types of bacteria, fungi and viruses as well as chlorine resistant parasites such as Cryptosporidium. More importantly, these AOP systems will dramatically lower combined chlorine levels to keep your water within council regulations. Not only do AOP systems have very low running and maintenance costs, they are pre-built and skid mounted on 316 stainless steel frames enabling fast and easy install.

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Contact:

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BACK OF HOUSE JANUARY 2017

NEIL WEENINK

The Cats Whisker! SCHOOL DAYS AND THE EARLY TRANSISTOR

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o be sure, the gadget had many pluses. Not only could the transistor amplify electric current like a vacuum tube, it also used little power, didn't need to warm up, and was compact — a thimble-sized cylinder with a couple of protruding wires. But because its main ingredient was an expensive, hard-tohandle element called germanium, the transistor seemed likely to remain a laboratory curiosity. What happened instead was total technological conquest. Scientists and engineers learned how to make it from abundant silicon, shrink it to microscopic size, and harness it for once-unimaginable powers of digital computing, control, communication, detection, and display. As costs plunged and performance soared, transistor-based circuits found their way into thermostats and sewing machines, power tools, children's toys and greeting cards, cameras and cell phones, fax machines and industrial robots, tractors and missiles. Home, office, factory, farm, and practically every other venue of human activity, within a few decades, became a kind of vast ecosystem of transistorised electronics. The roots of the triumph reach deep. Germanium and silicon, along with a number of other crystalline materials, are semiconductors, so-called because they neither conduct

electricity well, like most metals, nor block it effectively, as do insulators such as glass or rubber. Back in 1874 a German scientist named Ferdinand Braun identified a surprising trait of these on-the-fence substances: Current tends to flow through a semiconductor crystal in only one direction. This phenomenon, called rectification, soon proved valuable in wireless telegraphy, the first form of radio communication. Ho Mavis! We’re getting close now. When I was in Dr Hanson’s boarding school in the late 1940’s, it was common place for we boys to charge up the stairs to our sleeping quarters following prep for the next day, and just as soon as the teeth were mandatorily cleaned, leap into bed and pull the sheet over both self and one’s Crystal Set which incorporated the infamous Cats Whisker. I kid you not Mavis. When electromagnetic radio waves travelling through the atmosphere strike an aerial, they generate an alternating (two-way) electric current. However, earphones or a speaker, must be powered by direct (one-way) current. Methods for making the conversion, or rectification, in wireless receivers existed in the closing years of the 19th century, but they were crude. In 1899 Braun patented a superior detector consisting of a semiconductor crystal touched by a single metal wire, affectionately called a "cat's whisker." His device was popular with radio hobbyists for decades, but it was erratic and required much trial-and-error adjustment. You can say that again! Under the bed sheets with earphones attached, alert for the foot treads of old ‘Stinks’ Ferris our science master and feared night watchman, one hand oh so gently touching the crystal with the whisker. Then lo! A broadcast from some local station in your ears… Of course there are the inconvenience’s of antenna and grounding and so on to arrange, but I kid you not, with no visible power, the magic of that first experience stays with you for life! And considering that it was in 1927 that the first hotel room radios become available in every guest room [at the Sattler in, Boston,] we have advanced a long way since Marconi sent the first wireless telegram across the Atlantic. Stay in tune! Neil Weenink

Vintage Sony 9-Transistor Two-Band Radio (FM-MW).

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ADVERTORIAL

PHILIPS 2017 SMART HOTEL TV ARE POWERED BY ANDROID t technology

WESTAN

supplier profile WESTAN

Philips 2017 Smart Hotel TV are powered by Android.

F

irst and foremost this opens up a world of applications from existing to custom built solutions for the hospitality industry. Philips have already worked with Tripadvisor to build a hotel channel specific application providing guests with easily accessed information about what is around the hotel that can be readily navigated from a TV Remote Control. All apps made available by Philips are checked for legality of use in a hotel environment which is technically a public space and also practicality of use by that we mean the ability to navigate with a remote control rather than a finger on touchscreen. Android also allows hotel chains to develop brand specific applications which can be hosted on the TV and present to the guest the brand message, loyalty program information and property information. Several global groups are in the final stages of developing these applications and making them part of a brand standard. We can also implement 3rd party applications to allow PMS integration, flight information data, weather information and even Airplay to be made available to guests. Of course there are a multitude of streaming video applications to choose from and these can also be included in the App Portal. The new Philips range will also offer via the free Philips CMND software the ability to create and deliver a Digital Compendium. This can include welcome videos, in room dining menus, channel guides and any other information you so choose. The implementation of this solution

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F

information. Several global foremost this canirst beandundertaken easily byareour network opens up a world of groups in the final stages of applications from existing developing these applications of System Integrators and updated as to custom built solutions for the and making them part of a brand hospitality often industry. as you so choosestandard. via either the Philips have already worked We can alsosystem. implement 3rd IP Network or the Hotel RF with Tripadvisor to build a hotel channel specific application providing guests with easily accessed information about what is around the hotel that can be readily navigated from a TV Remote Control. All apps made available by Philips are checked for legality of use in a hotel environment which is technically a public space and also practicality of use by that we mean the ability to navigate with a remote control rather than a finger on touchscreen.

party applications to allow PMS integration, flight information

information and The CMND software data, alsoweather works on the even Airplay to be made available Philips signage platform so you can not to guests. Of course there are multitude of streaming video only maintain in roomaapplications sets butto choose also your from and these can also be included in the signage screens in reception, meeting App Portal. rooms, restaurants, conference facilities The new Philips range will also via the free Philips CMND and anywhere else youoffer might require software the ability to create and from one simple and free deliverplatform. a Digital Compendium. This can include welcome videos, in room dining menus, channel guides and any other information you so choose. The implementation of this solution can be undertaken easily by our network of System Integrators

We have recognised the demand for BYOC and made streaming from devices to our screens easier than ever with customised instructions for all compatible manufacturers the explain how to cast from device to screen.

Android also allows hotel chains to develop brand specific applications which can be hosted on the TV and present to the guest the brand message, loyalty program information and property

We have even made it simple for guests to change the language of the TV to that which they are most comfortable with all from the customised interface and of course when the TV is switched off and

and updated as often as you so choose via either the IP Network or the Hotel RF system.

it reverts back to the default stays off for five minutes it reverts back language. to the default language. Of course you cannot

The CMND software also works on the Philips signage platform so you can not only maintain in room sets but also your signage screens in reception, meeting rooms, restaurants, conference facilities and anywhere else you might require from one simple and free platform.

contemplate Smart TV in a Hotel without considering the privacy

cast from device to screen.

and simple to access either via the customized and branded

Of course you cannotofcontemplate your guests. All PhilipsSmart Smart wipe every guest login, TV in a Hotel withoutTV considering the browsing history, application minutes after the TV privacy of your guests.history AllfivePhilips Smart goes into Standby delivering one of the most secure smart TV TV wipe every guest login, browsing environments available on the history, application history market. five minutes We have recognized the demand forafter BYOC and a Smart TV isn’t very themade TVstreaming goes intoFinally Standby delivering from devices to our screens smart if you have to print out onethanofever the secure smartin each TVroom to easier withmost customized instructions instructions for all compatible explain how to use it. So we make environments onfunctionality the market. manufacturers the explainavailable how to all the simple to find Finally a Smart TV isn’t very smartor simply if digital compendium pressing the home button you have to print out by instructions in for instant access to channels, casting, weather, each room to explainapps, how to use it.language selection and hotel information. It really couldn’t be easier. So we make all the functionality simple to find and simple to access either via the customised and branded digital compendium or simply by pressing the home button for instant access to channels, apps, casting, weather, language selection and hotel information. It really couldn’t be easier.

We have even made it simple for guests to change the language of the TV to that which they are most comfortable with all from the customized interface and of course when the TV is switched off and stays off for five minutes


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energy@energyservices.com.au

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 ACTIVE FILTERS / VOLTAGE OPTIMISATION EQUIPMENT  SOLAR POWER SYSTEMS


Project Finance Products & Incentives Energy Systems & Services (ESS), in partnership with Energy Efficient Finance (EEF), provides funding for all electrical projects including Power Factor Correction (PFC) projects, related equipment and installation, covering all types of commercial clients including:    

Business / Companies Specialist & Entertainment Facilities Government Buildings Commercial / Commercial & Industrial Facilities.

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Product features:  Up to $50,000 “Low Doc” (i.e. NO FINANCIALS required)  Minimum amount financed $5,000  Up to 5 year terms available and 7-years subject to credit  Repayments are fixed so there is no risk of interest rate rises  Your business owns the equipment from day one  No Deposit required = 100% of purchase price financed if you choose to finance the GST component of the invoice  If your business accounts for GST on the cash basis, then the GST on the purchase price will be received as an Input Tax Credit on your next BAS return  Subject to the turnover of your business it may be entitled to immediate write off of the equipment cost. The financing of equipment assists you in the situation where you have not budgeted for the expenditure and do not wish to tie up your vital cash reserves or other working capital lines. We can show that in many instances the savings when combined with the repayments will create a net benefit to your business.

Further Incentive Immediate Tax Deduction for assets up to $20,000 for small business… as announced in the 2015 Budget, laws have passed that allow small businesses (SME’s) to claim an immediate tax deduction for depreciating assets they start to use – or have installed ready for use – provided each asset costs less than $20,000. The measure will end on 30th June 2017. To be eligible for the immediate deduction you must be running a small business with an aggregated turnover of less than two million dollars. This includes fixed electrical assets, such as Power Factor Correction equipment. And in most cases an approval is only minutes away by contacting us at… energy@energyservices.com.au.

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Energy Systems & Services Holdings Pty Ltd Unit10, 31-33 Chaplin Drive Lane Cove NSW 2066 T 02 9425 1800 | F 02 9427 1141 E energy@energyservices.com.au

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What is Power Factor (PF)? When you pay for a latte, the last thing you want is more froth than coffee. The same thing can be said about power. Froth on a latte is like wasted energy.

Reactive power kVAr (froth)

Real power kW (coffee)

Power Factor =

Apparent power (latte)

kW (coffee) kW2 + kVAr2 (coffee + froth)

PF is the ratio between Active – or Real – Power (kW) and Apparent Power (kVA) i.e. a measure of efficiency. It is a measure of how effective incoming power is being used by your electrical equipment, and is expressed as a numerical value between zero and one.

ENERGY

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Energy Systems & Services Holdings Pty Ltd Unit10, 31-33 Chaplin Drive Lane Cove NSW 2066 T 02 9425 1800 | F 02 9427 1141 E energy@energyservices.com.au

www.energyservices.com.au

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The higher the power factor, the more effective the electrical equipment is being used e.g. a power factor of 0.7 means that 70 per cent of power supplied to the equipment is being used effectively, and 30 per cent is being wasted. This wastage is an unnecessary cost! An appliance with a low PF draws more current from the available power supply than an appliance with a high PF. Circuits with purely resistive heating elements (e.g. filament lamps, cooking stoves, etc.) have a PF of 1.0; circuits containing inductive or capacitive – reactive – elements (e.g. Transformers, Induction motors, Welding equipment, Arc furnaces, Fluorescent lighting, Electric motors, Solenoid valves, Lamp ballasts, etc.) often have a PF below 1.0. Ideally your power factor should be as close to one (1.0) as possible to ensure your site is using energy efficiently.


How does Power Factor impact my business energy cost?

Energy Systems & Services (ESS) Holdings Pty Ltd.

Taking control of and monitoring Power Factor can lead to reduced kVA demand and therefore reduced electricity costs. Improving Power Factor can lead to savings on your business electricity bill.

ESS offer the following range of products and services:

Installing Power Factor Correction (PFC) equipment can be a cost effective measure to reduce your electricity bill. Energy Systems & Services has delivered PFC projects with short payback periods, in some cases less than a year! PROBLEM: Customer paying unnecessary high demand charges.

SOLVED: Demand charges reduced by installing Power Factor correction equipment.

Greater gap = greater demand charges

Smaller gap = lower demand charges

(kVA) customer pays

(kVA) customer pays (kW) actual usage

(kW) actual usage

 Supplier of PFC equipment  Installer of PFC equipment  Technical adviser on PFC equipment  Project manager for supply and installation of PFC equipment  Provider of specialised Financial Packages* for funding PFC supply and installation. ESS are non-biased in the selection of components and systems adding flexibility to ensure a design, program, procedure or system is ‘fit for purpose’ and cost effective, with minimal disruption to the facility’s operations. Talk to ESS (www.energyservices.com.au) today to learn more about our specialised Financial Packages and to see if PFC equipment could benefit your site.

Benefits of PFC…  Reduced cost: Reduction in kVA demand and therefore electricity costs  Equipment life: Extend the life of your equipment  Compliance: Compliance with regulatory codes  Expansion: More power available for site expansion without the need for new switchboards and cable  PFC reduces the amount of reactive power required to be sourced from the electricity supplier

Financial Assistance for Business Did you know supply authorities offer businesses in eligible areas funding to help cover the cost of installing PFC equipment? PFC could be a cost-effective initiative for your business to reduce electricity costs. Also ESS offer project finance for all electrical asset upgrade projects including power factor correction.

 Smaller sized transformer and installation power wiring (less current required due to PFC).  Future plans of expansion (of plants, etc.) are more greatly obtainable.  Financial (tariff) example: - 1000 kW load at PF of 0.75, S = 1333kVA - 1000 kW load at PF of 0.95, S = 1053 kVA Difference is 280 kVA => 280 x $0.3757 = $105.20 penalty per day or $3,156 penalty per month.

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ADVERTORIAL

WHO DID YOUR CUSTOMERS SHOWER WITH THIS MORNING? RAY SQUIRES I COMMERCIAL MARKETING MANAGER, ELGAS

Throughout Australia the biggest single use of fuel in commercial industrial operations is for heating water. LPG is an easy choice as its Efficient, Continuous and Cleaner. continuous hot water 24 hours a day for your customers not to mention whether your guests rooms are warm enough in the cooler months. You know that your customers have a had a great day and many want a nice hot shower and neither of you want to be discussing why that isn’t happening because there isn’t enough gas. Elgas can make sure that your showers ready and your rooms warm 24 hours a day!

In your business you have a enough to do without worrying that there is enough

Elgas are Australia’s largest supplier of LPG with a wide distribution network, enormous backup of LPG reserves and can provide an optimised energy solution backed by professional advice and expertise. Wherever you are there is a representative near you with local knowledge and expertise of LPG and appliances. For more information contact Ray Squires, Commercial Marketing Manager, Elgas, 1300 362 389

Copyright © 2013 Elgas Ltd

W

ith rising energy costs it can be a balancing act keeping costs down and productivity high. LPG is an extremely cost efficient method of water heating with little energy loss from its production or use.The fast recovery rate of LPG hot water units means the hot water storage tank size can be kept to a minimum too. Because LPG is cleaner burning, lower exhaust emissions make it far healthier for the environment and lowers maintenance costs for your equipment.

Endless LPG Hot Water LPG is an extremely energy efficient method of water heating, with little energy loss from its production or use. LPG delivers hot water a lot faster too. You simply turn it on and it flows at a temperature that you can control and unlike other fuels there are no peak and off-peak pricing levels to worry about.

COMMERCIAL & INDUSTRIAL

1300 362 389 www.elgas.com.au

There are many different applications for LPG hot water and Elgas will offer you an energy efficient heating method to best suit your requirements. Hot Water Systems • Your LPG system will work even at freezing temperatures • No worries about peak and off-peak rates with LPG • Space efficient with little visual pollution for better aesthetics Some of the benefits include: • Never have customer complaints about the lack of hot water • LPG hot water systems are quiet. They won’t keep your guests awake at night • No worries about peak and off-peak rates with LPG • No pumps and motors that can break down and require servicing, as is the problem with heat pumps • Even multiple units take up little space and are typically mounted outdoors to save valuable interior space

LEADERS IN LPG SUPPLY • SERVICE • SAFETY


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I WISH TO APPLY FOR: Renewal of my Membership 

Membership Number (if known):

I WISH TO BECOME A NEW MEMBER VIA: (a) Fellow – a member of at least 10 years standing who has made an outstanding contribution to the advancement of hotel engineering (as determined by the management committee) or this association may be advanced by the management committee to the grade of Fellow. This membership class is a life membership of the institute. (b) Honorary Fellow – any person who has rendered conspicuous service to the hotel industry (as determined by the management committee), or any person prominently connected with but not necessarily in the hotel industry who may be approved by the management committee, shall be eligible as an Honorary Fellow. This membership class is a life membership of the institute. (c) M  ember – a person shall be eligible as a Member if the applicant holds a certificate, degree or diploma or such other qualification in engineering approved by the management committee, and has at least 5 years experience in a head of engineering position and shall be directly engaged in hotel engineering. (d) A  ssociate Member – a person shall be eligible as an Associate Member if the applicant holds a qualification in engineering approved by the management committee and is directly engaged in hotel engineering and his/her qualifications and/or experience do not in the opinion of the management committee entitle him/her to admission as a Member. (e) Student Member – a person who is attending an appropriate course of instruction at an Institution approved by the management committee shall be eligible as a Student Member (f) Affiliate Member – shall be a person of 21 or more of age who is associated with the Hotel Industry and whose, qualification or experience do not in the opinion of Council entitle them to admission as a Member or Associate member. (f) Corporate Member – entitles applicants endorsed by the Council to be eligible for Corporate Membership, which will carry those rights and entitlements of an Affiliate Members, with a maximum of (5) members of the corporation being eligible to attend monthly meetings. In addition, this membership will entitle the Corporation to receive all specialised material sourced and published by the Institute for overall benefit of the Hotel Industry. All applicants’ membership classification shall be determined by Council in accordance with the above guidelines.

Membership  Corporate Membership  Associate Membership  Student Membership  Affiliate Membership  Honorary Fellow Membership (no fee)  Fellow Membership (no fee)  SURNAME:

GIVEN NAME(S):

COMPANY NAME:

POSITION:

POSTAL WORK ADDRESS: WORK TELEPHONE:

WORK FAX:

WORK EMAIL:

WORK MOBILE:

HOME POSTAL ADDRESS: HOME TELEPHONE:

HOME FAX:

HOME EMAIL:

PERSONAL MOBILE:

Please send all my correspondence to my:

Work Email 

Home Email 

Please send me an Invoice (if required) for payment by:

Email 

Mail (a receipt will be sent by mail) 

Please send me newsletter by:

Email 

Mail 

Please send ‘Hotel Engineer’ to my:

Work address 

Home address 

QUALIFICATIONS/EMPLOYMENT HISTORY:


FEES: Membership/Associate Membership:

New Member AUD$130

Yearly Renewal AUD$100

Student Membership:

New Member AUD$90

Yearly Renewal AUD$60

Corporate Fees:

New Member AUD$550

Yearly Renewal AUD$550

PAYMENT CAN BE MADE BY: NSW Chapter: Cheque payable to:

Australian Institute of Hotel Engineering (NSW) Chapter

EFT Transfer/Direct Deposit to:

BSB: 062 014 Account Number: 0090 2426 Commonwealth Bank of Australia

(Please use surname/company name as reference)

QLD Chapter: Cheque payable to:

Australian Institute of Hotel Engineering (QLD) Chapter

EFT Transfer/Direct Deposit to:

BSB: 084 462 Account Number: 205126424 National Australia Bank

(Please use surname/company name as reference)

VIC Chapter: Cheque payable to:

Australian Institute of Hotel Engineering (VIC) Chapter

EFT Transfer/Direct Deposit to:

BSB: 013 403 Account Number: 4988 69693 ANZ Ringwood Nth

(Please use surname/company name as reference)

WA Chapter: Cheque payable to:

Australian Institute of Hotel Engineering (WA) Chapter

EFT Transfer/Direct Deposit to:

BSB: 086 006 Account Number: 518 190 216 National Australia Bank

(Please use surname/company name as reference)

MAIL COMPLETED FORMS TO: NSW Chapter: The Secretary, AIHE NSW Chapter, PO Box H263, Australia Square NSW 1215 QLD Chapter: The Secretary, AIHE QLD Chapter, PO Box 5118, Gold Coast Mail Centre 9726 VIC Chapter: The Secretary, AIHE VIC Chapter, PO Box 2136, Caulfield Junction VIC 3161 WA Chapter: The Secretary, AIHE WA Chapter, PO Box 6191, East Perth WA 6892 Your membership application will be processed, which includes the following:: o Certificate of membership

o Membership number

o Member name badge

o Official AIHE receipt

* Note: Allow up to four weeks for processing.

I have read, understood and agreed to conform to the Institute’s Code of Ethics as set out, conditional upon acceptance of my application for membership. Note: your membership includes receiving ‘Hotel Engineer’ quarterly. As the AIHE is a non-profit organisation, GST is not applicable. Signed: Date:

FOR INSTITUTE USE ONLY Date received:

Fee received:

Grading:

Cheque #:

Entered:


NEWS Save energy and space As well as providing significant energy savings, replacing an aging traditional boiler with a condensing boiler can reduce the boiler plant footprint significantly. Automatic Heating’s Meridian Condensing Hot Water Heaters (Boilers) are available in wall hung and floor standing models to suit various installation requirements, and are cascadable with a BMS Interface option to save plantroom space and provide sequence control of multiple units with BMS feedback. Additionally, installation is made easy with inbuilt pumps and flow and return headers, while the Meridian is an AGA Approved Type A Appliance so no individual approval inspection is necessary. Meridian Condensing Hot Water Heaters work at very high and constant efficiencies reaching up to 108.6% enabling seasonal savings up to 35%.

For more information, visit www.automaticheating.com.au

UNIQUE FLOORING “Committed to service and quality” Flooring demands innovative designs that are welcoming and unique for the discerning traveller seeking luxury, style and comfort. A highly competitive industry, hotels demand contemporary flooring that creates ambience yet offers cost effective solutions that address practical, environmental and safety issues, understands the importance of design, function, planning and implementation for the ultimate in hotel flooring.

Visit our website at www.uniqueflooring.com.au or please call Mark Gannon on (02) 9838 7011 to find out how we can customise your hotel.

www.uniqueflooring.com.au 73


NEWS Total Facilities, 29 – 30 March 2017, International Convention Centre Sydney Total Facilities presents two-days of discussion and discovery for FM and like-minded professionals. It combines Australia’s largest offering of innovative facility products and services with forward-thinking strategies to optimise facility and workplace performance. A thriving exhibition floor featuring over 150 leading brands will showcase real solutions to meet operational challenges, whilst free-to-attend educational seminars offering bold perspectives and latest FM thinking will raise methodologies to drive business performance. Join Australia’s largest community of FM minds for unrivalled networking and engaging discussion for enhancing our livingworking environments.

Changes to Australian Standards Demand New Kitchen Hood Filters For full compliance to the flame arrestance clause of AS/NZS 1668.1:2015, a UL 1046 certified kitchen exhaust hood filter is required. Airepure Australia is aware of only one single stage hood filter, now available within Australia, that is UL 1046 rated and would satisfy your compliance to AS/NZS 1668.1:2015 – the Captrate® Solo. Distributed by Airepure Australia, the Captrate® Solo is a highly efficient, single stage hood filter constructed to meet new stringent fire safety criteria. UL 1046 standards test grease filters for their ability to limit the spread of flames in a used state that replicates real world kitchen applications; i.e. “after having being loaded with grease in a manner representative of cooking that produces grease rich exhaust”.

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Find out more at totalfacilities.com.au

Traditional single stage honeycomb filters are not UL 1046 rated and would not comply with AS/NZS 1668.1:2015. Clause 6.2.9 within AS/NZS 1668.1:2015 relates to cooking processes with exposed flame or embers; such as gas cooktops, oriental cooking tables and open flame charcoal equipment utilising solid fuels, and determines that when exhaust duct length exceeds 10 m “…devices that prevent the spread of flames in accordance with UL1046 shall be incorporated into kitchen exhaust hoods…” With 3 times the grease capture ability of standard baffle filters, Captrate® Solo can significantly reduce the maintenance requirements and fire hazard associated with grease build-up in hood plenums, duct work, fan assemblies, rooftops and adjacent surfaces. These filters will help to reduce operating costs by decreasing the frequency of hood and duct cleaning and extending the life of particle and odour filtration within downstream air purification systems. Featuring a unique, S-Baffle design in conjunction with a slotted rear baffle design, the Captrate® Solo filters are constructed from robust and lightweight 430 grade stainless steel (typically

used for kitchen grade equipment) and is sized to fit into standard 50mm deep hood channels. These filters will also help you achieve AS/NZS 1668.2 compliance, as they are easy to remove by hand from kitchen exhaust canopies. In-house cleaning is achieved simply by soaking these filters in a commercial degreaser overnight and/ or washing in a standard dishwasher cycle.

For more information on Captrate® Solo, please visit www.airepure.com.au or call 1300 886 353


SOLVE HOTEL ODOURS QUICKLY WITH

BIOZONE

SCIENTIFIC REFUSE ROOMS/GREASE TRAPS often emit offensive odours. Waste water from restaurant and hotel kitchen areas that flow to grease traps are sometimes not able to handle the constantly fluctuating waste water loads, and regularly emit toxic Hydrogen Sulphide or H2S smell. Some grease traps can cause concerns weekly, and at times daily, and be a constant source of odour problems. In these establishments, the elimination of offensive odours quickly and effectively is a priority and BioZone Scientific’s technology provides clean fresh air, and timely results. BioZone combines science and technology found in nature to provide a specialised tailored solution that provides a fast, chemical free low maintenance answer to remove odours, bacteria, mould and viruses.

GUESTROOMS can have residual odours from causes such as cigarette smoke, cooking, sickness and be prone to musty smells from a lack of air conditioning servicing or rooms being closed for long periods of time. This can leave an unpleasant environment for the staff and guests and can create conditions that promote mould, bacteria and virus growth.

“BioZone Scientific’s Mini PowerZone unit is simple to use: housekeepers can set the timer and leave the space to clean while they concentrate on other tasks. Consequently, guest rooms can be cleared quickly and in a fresh, germ, mould-free condition for the next guest. This saves time and money, and ensures guest satisfaction and hygiene.”

Australian Standards Approved, HACCP Approved.

www.biozonescientific.com.au I Ph 1300 070 040 75


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The Hotel Engineer Volume 21 Number 4