Issuu

Volume 24, Number 4 December/January 2019

PP 319986/101

HOTEL ENGINEER

Official Publication of the Australian Institute of Hotel Engineering

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CONTENTS 19

Cover image shows Bailey, a Crystalbrook Collection Hotel, Cairns, QLD.

Volume 24, Number 4 December/January 2019

PP 319986/101

HOTEL ENGINEER

Features

Publisher's welcome

49 A tale of two city motels

AIHE State news

55 Staying on top

19 Utility cost reduction and management for hotels 23 Bailey – The five-star sibling in Cairns’ most luxurious portfolio

Official Publication of the Australian Institute of Hotel Engineering

Stewardship in a circular economy

Mould and dampness

64 The changing face of engineering, construction & FM 67 It always pays to check!

29 Six key technology trends and their impact on the hotel guest experience

68 WorkSafe blitz on ladders

34 Wrapping up 2019 and preparing for the new decade

77 Back of House – January 2020

Linen service

37 A blueprint for innovation in FM

79 Membership form

41 Our recycling system – What happened and what can be done

Product news

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PUBLISHER'S welcome

THE HOTEL ENGINEER The Official Publication of the Australian Institute of Hotel Engineering

AIHE STATE PRESIDENTS Anura Yapa, NSW E: Anura.Yapa@shangri-la.com David Zammit, VIC E: david.zammit@hyatt.com Tony Fioraso, WA E: Tony.Fioraso@crownperth.com.au QLD President E: ryan.mcguicken@star.com.au

elcome back to another edition of Hotel Engineer.

I hope everyone has had an enjoyable break as we look ahead to some new developments in 2020. The AIHE has been busy behind the scenes, and we are expecting some exciting announcements for the benefit of all members and hotel engineers in the coming months. If you want to start off the year on the right note, it might be time for a reminder on recycling. Did you know 87 per cent of what is collected for recycling ends up in landfill? Although Aussies are great at sorting the recycling from their rubbish, there are some common mistakes which could cause contamination and make the entire process redundant. In the first of a series of article on the topic, Dr Trevor Thornton of Deakin University breaks down the current situation facing the nation. Next issue, he will look at how to implement a waste management plan. When it comes to electronic waste, John Gertsakis of the Ewaste Institute tackles the best ways of dealing with these products in your hotel once they’re outgrown their use. When was the last time you thought about your facilities management protocols? We explore the potential for innovation in this field and some of the reasons why business throws FM onto the backburner. McDonald Lucas looks into a system developed by RMIT researchers, which claims to offer a more accurate way of modelling an assets lifecycle. While in a reflective piece, Kristiana Greenwood, who has written many articles for us and recently stepped down as Chair of the FMA, looks back at the changes she has seen in the FM industry over the past 20 years, and her experiences entering what was a male-centric industry. We wish her all the very best in her new endeavours.

ADBOURNE PUBLISHING 18/69 Acacia Road Ferntree Gully, VIC 3156 PO Box 735, Belgrave, VIC 3160 www.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 PRODUCTION Emily Wallis T: (03) 9758 1436 E: production@adbourne.com ADMINISTRATION Tarnia Hiosan T: (03) 9758 1436 E: admin@adbourne.com SUBSCRIPTIONS Enquiries: (03) 9758 1436 Fax: (03) 9758 1432 Email: admin@adbourne.com

When it comes to reducing energy costs, Ian Knox of HFM Asset Management draws on his extensive experience in the industry to offer practical tips for slashing your hotel’s power bill. Mould can be a problem all year round, and different climates present different challenges for a hotel. Sara Bailey, Senior Consultant at QED Environmental Services, looks at the best ways to treat it. A couple of slightly different articles to the usual is the excellently written and researched story by Janet Marletto whom breaks down the traits of each generation and what they look for in a Hotel along with Simon Reeves tale of two city motels. For anyone whom has an interest in hospitality history, it’s a must read. Wrapping up 2019 is our eco architect Mark Thomson and regular writer Brendon Granger whom looks at six of the most exciting technology trends. Join us throughout the year for more of the latest in the hotel engineering industry. Regards Neil Muir 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.

WESTERN AUSTRALIA

reetings from Western Australia,

Our meeting in October was held at Crown Perth. The Water Corporation provided an update on Perth’s water supply including an overview of a recent research project into water use across hotels in the CBD, and share case studies and insights into best practice water use. The presentation also touched on the desalination percentage of water used as a primary source of supply in WA and the challenges with managing our resources. The meeting was well attended with over 30 members which was followed by some refreshments and food for networking. Many thanks to Jessie Cochrane, Sandra Montoya and Janarthan Garnesh from the Water Corporation. In November we held a combined meeting of our Annual General Meeting and a presentation from Surround Sounds and Schneider. The meeting was held at the office of Surround Sounds in Nedlands. Schneider Presented: Schneider Electric’s EcoStruxure approach to the IoT concept is very well respected, and there is some new topical content that the engineers would appreciate. Broadly, the drivers around the conversation are Guest satisfaction, Operational Efficiency, Energy & Sustainability Performance. • Scalable room control solutions – Standalone | Integrated Limited | Fully Integrated (including designer focussed guestfacing wiring devices)

• EcoStruxture for Hotels – Open scalable IoT platform digitally transforming and powering building operations • Electric Vehicle Charging – Digital load management systems • Augmented Reality/asset | maintenance advisory solutions At the AGM all positions were declared open and all the nominations were read out for voting. The final committee was elected as follows: Tony Fioraso – President Lee Binsted – Secretary Bernd Schwinghammer – Treasurer Martin Doyle-Social Coordinator Ray Meagher – Social Coordinator Gaelle Reymann – Meetings Coordinator Congratulations to the new committee members and I would like to thank the outgoing members: Doug Stemp, Barry Haydinger and John Rodden for all their efforts and assistance to the Institute. In December we held our annual Christmas Party at The Point. It was well attended by over 40 people and by the photos attached everyone had a great time, In closing we hope you all had the very best Christmas and New Year and we look forward to seeing you throughout the year, Regards Tony Fioraso President AIHE Western Australia

QUEENSLAND

he Queensland chapter have received positive support from suppliers and corporate sponsors during 2019. We met in Brisbane, thank you to Lindsay Slade from Pro Lamps, which was well represented by members of long-standing tenure. These members wished us all the best as they step down from their time on the committee or at the helm.

We hope that readers of this journal see the benefits of joining the AIHE. The membership is built on relationships and networking as its main goal, ensuring technical innovation and that knowledge and fellowship is achieved across all hospitality institutions. Members gain opportunities to meet and network with all facets of building maintenance and construction which includes representatives of utility organisations.

Knowledge through application, delivering results, guaranteed! • HVAC Service and Cleaning • HVAC Filter Products & Profiling • Fan Repairs/Guards/Spring Mounts • Removal of Redundant Equipment • Light Engineering/Fabrication

In 2020 we will be working hard for a new invigorated Queensland chapter with increased interest in our membership offerings. The new committee are committed to establish performance targets, with both long- and shortterm objectives, working cooperatively towards identifying areas needing improvement whilst still being mindful of new opportunities, techniques and approaches. Late in 2019 we were to have a meeting at the Gold Coast on our future direction which had to be cancelled due to poor attendance. This is understandable due to the nature of our business at this time of year, and in future we will endeavour to arrange these meetings at a better time. We will however, make contact with people soon, in the hope of getting together and launching 2020 starting with our AGM and a membership drive showcasing what the organisation has to offer.

Potential members whom would like to be involved with all the benefits of AIHE membership please contact me directly at ryan.mcguicken@star.com.au A big thanks to our committee, especially the long serving members, for their tireless efforts and to the other state chapters for their continued support and advice. Regards Ryan McGuicken President AIHE Queensland Chapter

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NEW SOUTH WALES

reetings from NSW Chapter

Another year has come to a close, 2019 has been an eventful year for the NSW Chapter. As this is the last article for 2019, I would like to roundup our last quarter briefly.

Following the successful Update Conference & Trade Exhibition in Queensland, we had our much anticipated â€˜Mini Trade Showâ€™ of the year on 29th of October at Radisson Blu Plaza Hotel, Sydney. Over sixteen organisations set up their stalls for the event and gave presentations about their new products and services that they had to offer to the hotel engineering industry. This year we had the highest attendance of hotel engineers on record for the mini trade show. Mr. Peter Tudehope General Manager of the Radisson Blu Plaza Hotel who opened the Mini Trade Show offering any support and assistance towards betterment of the Hotel Engineers was encouraging the members.

AGM 2019 was held on the 20th of November at Shangri-La Hotel, Sydney for the seventh consecutive time. I would like to take the

opportunity to thank our GM, Mr Philippe Kronberg for providing us the venue and his continuous support towards the Institute. I want to thank the EXCOM Members at Shangri-la who took time from their busy schedules to attend the AGM to greet and support our members. Kieron Hunt the Resident Manager opened the AGM on behalf of the General Manager. Andy Goonesekera of the Intercontinental Sydney delivered an in-depth presentation on ‘BMS Optimisation’. We really appreciate the time he took to prepare the presentation which allowed our Engineers to have a better understanding on BMS Systems. After the presentation, Election of office bearers for the year 2020 took place with all positions declared vacant. Andy Goonesekera requested to take the position of Pro-term Chairperson and conducted the election process. The newly elected members are as follows; President: Anura Yapa Vice President: Trevor McCarren Secretary: Benjamin Gray Treasurer: Brendon Granger Event Coordinator: Viran Yapa

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Committee Members: Andrew Yap, Don Abdou Congratulations to all newly elected committee members and a huge thanks to the outgoing committee members for their outstanding contribution throughout the year. The last official event of AIHE NSW Chapter was our Annual Christmas Party which was held on the 30th of November at Pullman Sydney, Hyde Park. I would like to thank Viran and Brendon for organising the party. The karaoke session was surely a highlight that carried on into the night!

Last but not least, I would like to express my appreciation to all Committee Members, Hotel Engineers and our Corporate Members for their involvement in the Institute. I want to thank the General Managers for their support over the past year and look forward to working with them in the future for the betterment of the hotel industry. Wishing you a very happy festive season and Happy New Year 2020 to all of you and your families! Best Wishes. Anura Yapa JP President â€“ AIHE NSW

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VICTORIA

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s the year 2019 ended, I do hope that you all enjoyed some time out with your families and close friends, taking advantage of this festive time to recharge for the New Year ahead.

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We ended the year with our AGM and Xmas cocktails at The Residence @ Grand Hyatt Melbourne, on December 11th. This annual AIHE hosted event was a wonderful opportunity for our members to bring along their partners, enjoy each other’s company, make a few new friends, whilst enjoying the hospitality of our hotel. Although numbers were down on last year, the night was still most enjoyable, by all that were able to attend. Our corporates as usual were very generous in offering raffle prizes on the night, which were well received and appreciated by all you walked away with a gift. We were fortunate enough to welcome back the talented young pianist Lee Jie who gracefully performed for us during the course of the evening. Lee’s presence certainly added a touch of class to our event and astonished our guests, as we all noticed how she has progressed her musical talent since her first performance for us in 2017, thanks again Lee. The formalities of the evening resulted in the following committee being elected to head up the chapter in 2020. Committee Members: John Appleyard, Ian Charman, Joe Bonfa, Gabrielle Chamberlain & Victor Herrera Secretary: Karam Ashraff Vice President: Stephen Docherty President: David Zammit A warm welcome to our new committee member Karam Ashraff, who has stepped up to the role of Secretary. I certainly appreciate your support in this important role, and look forward to working with you in familiarising yourself with the administration of our memberships, thank you. Additionally, we thank both Peter Nesbit and Soudi Noori for their support on the committee over the past years, both stepping down at the end of 2019. During the course of 2019 we welcomed the following new members to our chapter: Hotel Engineers • Brett Jones / Crown Hotels • Karam Ashraff / Park Hyatt Melbourne • Manual Wong / Sofitel • Wilson Quintero / QT

• WSP Consulting • Verosol • MPM Group • Tec Air • Bathroom Werx • Specialized lighting • Otis • Signature flooring It is really pleasing to have the sustained interest from our engineers and corporates with their desire to join our chapter, bringing about new ideas, network opportunities and the life line of the chapter to ensure its continued existence. The addition of these new members brings our total membership to 99 members, up from 86 in 2018. Thank you to all of our hotels and guest presenters that hosted our meetings throughout the year, along with Stephen Docherty being instrumental in his coordination around making this happen. And not forgetting to mention Stephen’s passion for his ever evolving meeting invites that capture all the logos of those who supported us along the course of the year… thanks SD. As we kick off the New Year, I take this opportunity to wish all of our members and their families the very best of health and happiness for 2020. Our chapter in some ways is an extension of our own families; I suppose this happens when you have liked minded 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. So let’s bring on 2020, make it great, and we will look forward to welcoming you to our first meeting in February. Regards David Zammit President AIHE Victoria Chapter

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UTILITY COST REDUCTION

and management for hotels IAN KNOX I MANAGING DIRECTOR, HFM ASSET MANAGEMENT

Ian Knox, the current managing director of HFM Asset Management, and prior to that at Accor for ten years as National Technical Director amongst other roles, recently shared some of his experience and practical thoughts on utility cost reduction and management for hotels in a changing environment.

nergy can be a confusing world. Some parts of our community would have you believe that conserving energy and reducing CO2 emissions should be the primary driver in reducing costs and tackling Climate Change. A day does not pass where consumers are messaged with energy reductions, CO2, renewables, Adani etc is on our daily news feed. Our former Prime Minister potentially lost his job on the back of very poor Energy Policy. The reality is that there are still two clear reasons and drivers why hotel owners would want to change their behaviour and engage in the energy debate. • Financial benefit • Environmental Benefits / Climate Change The relevant local, state, federal governments all have a position on what should be done to stem “Climate Change”. The reality is the hotel industry actually is confused as to what can be done and achieved. The larger accommodationbased hotel companies for years have been marketing their environmental credentials related to water and energy, eg. “Hang your towel on the rail and we will plant a tree”. The hotel industry in reality is considered to be one of the worst performing in terms of energy and CO reductions when compared to industries such as retail, commercial, aged care etc. Energy usage in hotels continues to rise while all other sectors in buildings are reducing. The Solar salesman will have you believe that the solution is to install solar panels on the roof of you premises and the problem is solved. Within WA my company reviews and advises hundreds

of clients on the issue of Energy annually, and there is some common themes we see. • The renewable solar salesman has confused everyone as to the solution to costs and benefits of renewables. The solar salesman is a continuation of the LED Salesman, the pink batts era and the issues that have been experienced with quality, poor returns on investment. • The impact of utilising Gas versus Electricity has a dramatic bearing on the CO2 emissions. • Very few hotel businesses understand where they energy is consumed in the hotel. • Very few hotel businesses understand what is the best way they purchase their energy. • Ninety % of all hotels we review are currently purchasing their electricity on incorrect “Procurement arrangements”. Some of Perth’s largest hotels and international hotel groups are purchasing their energy on the incorrect structures. Noting that hotels generally would be considered competent procurement managers. Some important Facts in the Energy Market, considering a typical electricity account, using Western Australia as the example, where we have our main office: • Approximately only 30 % of the total hotel energy account is related to energy retail charges from Synergy, Alinta etc. • The federal government has in place a “Renewable Tax” to provide subsidies for Solar, wind etc of approximately 10% of the total bill. This also includes all our residential homes. • The state government charges related to Western Power who transport the energy from the power stations to your hotel

equate to 35% of your total bill. The Network Infrastructure poles and wires (Western Power) • The state government agency that manages the network, accounts for approximately 20% of the hotel’s annual expenditure. Based on this summary only 40% of the energy account actually relates to your energy usage or CO2 emissions. The key facts are that the majority of the hotel’s electricity account is not related to their energy usage, but related to • When they consume the energy • For how long the hotel records its maximum energy at energy one time • The bulk of the energy ACCOUNT for the year is determined in a very short period (3-4 days in summer period). Your energy usage for the remainder of the year does not significantly influence the hotels total expenditure The discussion about energy cost and emissions reduction is complex. Energy cost reductions directly relate to • Energy Efficiency (using less) • Energy management (when and how the hotel uses the energy) • Production of energy via solar / renewables (production of energy)

KEY PRINCIPLES – ENERGY COST REDUCTION When a hotel is considering investing in energy cost reduction strategies, consider that it is • Cheaper to reduce consumption (use less) than to produce energy (solar production). A hotel owner will get a far better return on investment by reducing his energy use before installing solar panels on the roof of his pub. • Ensure that the electricity supply contract is correct. Hotel owners now negotiate there own tender pricing and in the majority of cases it is “”Incorrect”. Take professional advice. • The best financial result and CO2 emissions reduction will be delivered where a Holistic - Reduction + Production strategy is implemented.

KEY PRINCIPLES – ENERGY CONSUMPTION REDUCTION When a hotel investigates where the energy is consumed, hotels in most cases do not understand where the real energy consumers exist.

MY TIP If the relevant energy consuming asset or fixture makes “NOISE” it is consuming significant amounts of energy. Electric heating elements consume significant amounts of energy. Examples: • A post mix pump makes noise and consumes a lot of energy. • A single light globe does not make a lot of NOISE and as such, consumes very little energy. • An electrical salamander in a typical hotel kitchen will consume more energy that the total lighting in the pub over a day. • Equipment such as refrigeration equipment, air conditioning equipment are the largest consumers in any hotel, and they make NOISE. Ensure like your car, they are regularly serviced to keep them efficient. Ensure you have a Service Book on your major plant and equipment just as you would with your home vehicle. Currently Western Australia is experiencing the lowest electricity and gas prices ever seen and the hospitality industry is benefiting as a result. However, prices will start to increase as the expansion of renewables, potential reduction in coal usage, china influence on gas purchasing, government policy and the climate change debate. My main advice is that hotels currently will be “Financially” better off to reduce their energy usage than to produce it (Solar). Take advice on the purchasing of energy and regularly tender your energy supply contracts for gas and electricity.

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BAILEY

– The five-star sibling in Cairns’ most luxurious portfolio In a family with three siblings, the youngest is often considered sociable and creative. In the case of Crystalbrook Collection’s three Cairns properties, its newest member of the family, Bailey, certainly fits the bill.

he 255-room, five-star hotel is built on an appreciation of fine art and culture. It’s more than a hotel. It hosts an ongoing arts programme and is set to engage with many local and national art events and festivals throughout the year. A different artist is featured on each of Bailey’s 12 floors, while

a giant, six-tonne marble mosaic (produced in Turkey over 5000 hours by 25 Syrian artists who had fled their troubled homeland) dominates the hotel’s foyer. Bailey describes itself as ‘the type of character you’d find at the local farmer’s market or exploring the latest museum exhibition’.

While a consumer of all things creative would fall in love with what Bailey has to offer, the same can also be said for the hotel engineer with an interest in the industry’s cutting edge. Under the bonnet of this sleek, modern build is a playbook of present day technology. Mark Ansell is Chief Engineer of Crystalbrook Collection, Cairns, which includes Bailey alongside Riley and Flynn in its portfolio of highend accommodation options in the northern Queensland city. “The properties are considered our children, and each of the children have their own personalities,’ Mark says. “So you can stay at any Crystalbrook Collection property in Cairns and receive a completely different feel across each location. If you go out to any other major brand, they’re all the same. Crystalbrook Collection’ philosophy is each of the ‘children;, Bailey, Riley and Flynn, each have their own personalities, and we’ve done that in the way we deliver their product to our guests.” Bailey opened to the public in November. It is only a year younger than the more family-oriented Riley, which was Cairns’ first new five-star resort in 20 years.

MODERN BMS At the core of the hotel’s operation is an ultra modern Schneider Control EcoStruxure BMS. This system casts a wide net over the hotel’s operations, controlling everything from the lighting to HVAC, while also recording the metering for hydraulics, electricity consumption and irrigation. Mark says he

has used many different BMS during his career, but he considers the Schneider product to be among the best. The ability to meter consumption across the property enables engineers to set benchmarks and put strategies in place to conserve energy. “From an energy perspective, it gives us a really good outlook on how the building is performing, right through to the chiller plants. The control and the monitoring of the chillers are second to none. We have a high-level interface between the chiller

and the BMS systems, so the amount of data we get from the chillers is absolutely amazing.” Bailey has three 630kw SMARDT PowerPax air-cooled chillers, running at a CoP (coefficient of performance) of 3.5, which is very efficient for Cairns. Making the property even more energy efficient, Mark explains how the BMS boasts a three-tier air conditioning set up. “When the rooms are unoccupied, the room temperature sets to 26 degrees. When the guests check-in, the air conditioner will go into a standby mode, which brings the air conditioning down to 23 degrees. Once the guest walks into the room, it resets to 21 or 22 degrees. So overall it’s an energy saving initiative used in all the guest rooms, and it’s a great way to conserve output.” Irrigation through the grounds is also controlled through the BMS. It monitors external conditions, such as rainfall, and can be an extremely valuable tool when contending with Cairns’ fluctuation weather patterns. It can change irrigation to suit the current climate, so in Cairns’ wet season, the irrigation can be drastically reduced to cut back on water consumption. When it is dry, water usage can be optimised.

THE CUSTOM-BUILT PORTAL Engineers at Bailey have access to their own web portal, which Mark coded himself. Mark has extensive experience in this area, having coded for 15 years. This customised solution puts the engineering team ahead of competitors in the industry by offering outstanding efficiency. Plus, the entire engineering operation is paperless. The web portal records and tracks all maintenance and contractor compliance. All forms are electronic, including those related to internal and external maintenance procedures, fire systems and fire isolation, hot works, confined space, and working at heights.

“You can buy maintenance software programs but they just aren’t tailored to a full facilities management package,” Mark says. “So I’ve been able to build a package that fully customises management for all three Crystalbrook Collection properties. Engineering staff have their own tablet and anywhere in the building they can log on to that website and undertake maintenance, look up manuals, complete any risk assessment forms or hot works permits. Staff members also have the ability to log contractors in and out of the property.”

OTHER PRODUCTS Ampac has supplied the fire and evacuation systems. Considered a world leader in fire solutions, Ampac’s systems are fully automated in Bailey. The hotel features six Otis ReGen lifts, which are fitted with a traction regenerative drive. When the lifts are descending, they convert the kinetic energy into extra power for the lift, reducing 75 per cent of their operating power consumption. The three Crystalbrook Collection properties are among the few in Cairns to have this advanced lift system. Ultra fast Wifi covers the entire property. A series of Wireless Access Points are fitted throughout the building, providing outstanding coverage from basement to ceiling. Crystalbrook Collection’s three properties are all connected through a super fast fibre network offering speeds of up to 10 gigabytes per second. This infrastructure required a special permit from the local council. Crystalbrook Collection’s ongoing investment and positive impact in the local community helped this project receive permission and thus come to fruition. “The glory of this network is it is backed up across all three properties, so if it fails on one property, the others will keep it going. It’s failsafe.”

Most of the small HVAC chilled water units are Daikin units. “They’re all energy efficient and everything is VSD-driven, which is the best way to optimise consumption.” The building is fitted entirely with LED lights. This was an initiative of Crystalbrook Collection when the building was in its design phase. “If you’re lucky, a regular building may be 80 per cent LED compliant. It’s wonderful to be in a building which is 100 per cent LED compliant. Even our emergency lights are electronic.” All of the lights can be monitored on the web portal. This means engineers can schedule tests for the LEDs, and it is very easy to see when lights are not working. “The days where the poor engineers had to do lighting rounds are over. We have a scheduled maintenance routine where the shift engineer will simply log on to the interface and check which lights are out, and see any issues with regards to drivers or light fittings through the web portal.” EvoHeat pumps are used to manage the temperature of the pool. “They’re the most efficient means of heating and cooling for our swimming pools. We also have humidity control in most of the HVAC throughout the property which enables us to reduce consumption.”

While all modern hotels will attempt to minimise waste and enhance environmental credentials, Bailey takes this commitment to another level. Guest room keycards are created with recycled wood, with the door locks supplied by Vingcard electronic locks. Biodegradable, plastic-free bags and disposable containers are used, while an internal program offers paper, cardboard, class coffee pod and printer cartridge recycling. The restaurant is committed to reducing food miles by sourcing local produce; with beef coming from the Crystalbrook Collection family’s own cattle station in the Atherton Tablelands.

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SIX KEY TECHNOLOGY TRENDS

and their impact on the hotel guest experience BRENDON GRANGER I DIRECTOR, TECHNOLOGY4HOTELS

From in-room voice assistants and self check-in kiosks, to robot porters and casting services, the hospitality industry is experiencing a boom in technology. What technology is right for your hotel and how might it transform your guest experience?

he following post identifies six of the most exciting technological trends in the hospitality industry. For a more in-depth overview of this post, check out the accompanying eight-part video series.

1. DIGITAL ROOM SERVICE The dog-eared compendium remains a common feature in many hotel rooms — it’s something even 5-star properties feel obliged to provide. But aside from being expensive to maintain, the compendium is a pretty uninspiring way to let guests know about your hotel. This is most definitely a place where technology can do a better job. Today, hotels can feature all the information in a traditional compendium on an in-room tablet, or on a guest’s smartphone. Suffice to say, this makes it far easier for guests to find information and make requests — whether it’s ordering fresh towels, finding the location of the gym, checking pool opening hours, baby sitting services, etc. Enticing images and an interactive display make this technology more appealing to use, helping to increase guest spend. From a cost-saving point of view, it’s also far less expensive to update a digital in-room tablet than a physical compendium.

2. CASTING SERVICES Most people arrive at a hotel with their own digital content. They want to watch their favourite shows or play music on their personal devices while relaxing in the comfort of their hotel room. To enhance this experience, some hotels are investing in a new form of streaming technology known as “casting”.

Services such as Roomcast and STAYCAST enable guests to “cast” their own content from a personal device to the in-room TV, vastly improving their experience. There are thousands of casting apps available (including Netflix, Stan, SBS on Demand, Kayo and YouTube) and casting works on both Apple and Android devices — a major advantage!

More importantly, it’s essential to get the basics right before fully automating. As an example, a huge frustration for guests is bedside lighting – they often can't find the right switch for the light they want to turn on/off. Hotels must ensure they don't obsess over fancy automated solutions when more pressing problems require attention.

When a person casts a show to the TV, they can still use their phone as normal. This allows them to multitask (such as browsing the net) while their favourite show plays on the big screen.

Automation represents an exciting new frontier, but it can’t remedy every inefficiency. If you automate, it needs to be intuitive, deliver true value to the guest and be used with the intention of solving a specific problem.

Given the huge popularity of streaming at home, it’s likely that people will soon want, and expect, to stream personal content from the setting of the hotel room.

4. INTERNET OF THINGS

Compared with traditional streaming, casting provides a more secure option as users can stream content by accessing the cast-enabled apps already on their own devices. That said, hotels need to do their utmost to ensure security issues are well managed — for instance you don’t want a guest casting to the TV next door!

3. IN-ROOM AUTOMATION In addition to helping with energy management, in-room automation can enhance the guest experience and lead to positive online feedback. For example, a hotel in Brisbane has received numerous TripAdvisor reviews from guests who were impressed to find the lights automatically turned on and the curtains opened when they entered their room. But automation needs to be used with everyone in mind. Most guests will enjoy controlling the in-room lights via a tablet, but others might find it confusing. A non-tech option should always be available to keep everyone happy, but also to provide an alternative if the tech malfunctions!

The Internet of Things (IoT) has created a lot of buzz in recent years. But what is the Internet of Things? And what impact might it have on the hospitality industry? Put simply, the IoT describes all devices that are connected to the internet. As part of a digital network, all of these devices are able to collect and share data about their environment and how they’re being used. Hotels can leverage the IoT in an array of ways to add convenience. For instance, when a guest leaves their room, a door sensor could automatically call the lift to their floor, reducing wasted time standing around in the hallway. The IoT can also increase efficiency by speeding up maintenance. A lift that’s connected to the cloud can send out data (such as door movements, trips and fault codes) so that potential issues can be instantly reported and prevented. If the lift breaks down, fault codes and proposed solutions can be sent to the technician so they arrive at the hotel fully prepared with the right parts and tools. This self-diagnostic capacity can be extended to all connected devices within a hotel, helping to alert hotel staff when they malfunction, or even before they malfunction.

Looking further ahead, an IoT guest room can be used to learn from a guest’s behaviours and preferences to customise things for future stays. Imagine a hotel room that automatically sets the shower to your preferred temperature, schedules a wake-up call for your morning gym session, or dims the lights in the evening to suit your preference while working. Put simply, the IoT has incredible potential to hyper-personalise every guest's stay.

5. ROBOTS One of the famous examples of robots being used in the hospitality industry is Henn na Hotel in Japan. The hotel made the headlines earlier this year after firing half of its robotic workforce. Both staff and guests complained that the hotel’s droids were malfunctioning and couldn’t complete simple requests. Does this prove robots don't have a place in hotels? Almost certainly not. Henn na Hotel was testing the limits of current technology. It was experimenting to see how useful robots could be and, arguably, to gain a few attention-grabbing headlines.

As for the long-term utility of robotic workers? Relay delivery robots have shown decent potential for wider adoption. These automated butlers can deliver items during busy times to relieve the burden on hotel staff, while charming guests with their undoubted novelty factor. So far, over 70 of these units have been used in hotels around the world. Elsewhere, some hotels are using robots to undertake or assist with important “back-of-house” tasks. For example, Rosie from Maidbot can help vacuum a room while housekeeping make the beds and clean the bathroom, helping to speed up room turnover times. While concerns over robots replacing humans have some validity, many will likely be used in an assistive capacity – helping hotel staff to do repetitive, dangerous and dirty jobs more quickly and safely.

6. VOICE ASSISTANTS While voice assistants are becoming more mainstream in the home, most travellers aren't ready for them in the hotel room. In addition to lack of familiarity, understandable concerns about security and privacy might prevent mass

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adoption. After all, there have been numerous reports of Alexa eavesdropping on its owner's conversations.

guest experience by adding convenience and personalising their stay in a myriad of ways.

How to overcome these concerns? One way is to create a default where the guest has to “opt in” rather than “opt out” for an in-room voice assistant to be activated. A device that offers a voice and screen is also more likely to be accepted and enhance the guest stay rather than voice alone.

For more in-depth information on how the latest technology is transforming the hotel industry, check out this post's accompanying eight-part video series.

Privacy concerns aside, it's worth reflecting on whether voice-based technology will ever be right for certain guests and hotels. Requesting towels and ordering room service with a “Hey Alexa…” voice command might be a welcome perk for some, but others could find it unnecessarily fussy and prefer speaking to a human member of staff.

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.

In the end, every hotel must weigh up if the technology will enhance the experience for their own guests. If your hotel does invest in voice assistants, it’s essential to provide an alternate form of communication using traditional options (such as the in-room phone) to accommodate everybody's preferences.

LOOKING TO THE FUTURE The latest technologies have the potential to revolutionise hospitality – helping hotels do things better, cheaper and faster. Deployed in the right way, they can transform the

ABOUT THE AUTHOR

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. 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.

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WRAPPING UP 2019 and preparing for the new decade MARK THOMSON I ECO ARCHITECT

Attending the 2019 World Architecture Festival in Amsterdam was a great way to conclude 2019 and review the world’s best hotels as judged by world leading Architects. There were sixteen 2019 finalists from eleven countries on 4 continents, ranging from remote drive in resorts to 700 room plus major hotel and conference venues.

ome of the notable elements common in the finalists were the use of natural materials, many sourced locally and showcased proudly to capture regional character. Passive design elements were commonly used as a method to reduce running costs, particularly reducing air conditioning loads. Large glass windows capturing daylight via shaded large openings were cleverly used when surrounding views were worthy of capture. Green Roofs and the integration of vegetation indoor and out, design features utilised by many of the finalists. As well as providing improved thermal insulation, green roofs proved valuable in reducing the scale of large projects and assisting to integrate facilities into the surrounding environment. Many projects sustainably repurposed building materials and even whole buildings, breathing new life into old structures, some of historical and cultural value. Recycling of building materials and reusing timber elements featured in many projects. Finally the trend in modular and prefabricated elements seems to be increasing in new hotel projects. In remote locations prefabricated elements prove economical if designed considering the local labour opportunities. The winner was a beautifully crafted eco resort, Lindas Lodge at Omarama New Zealand by Architectural Workshop. Sited in a spectacular landscape, this project was meticulously detailed with services seamlessly integrated within a clever structure, understanding the sites difficult building conditions. So now onto 2020. There is little doubt that climate challenge issues will be an ongoing issue in 2020. We enter what some scientists describe as the last decade to implement effective measures to halt a global temperature rise of 2 degrees, with our current trajectory tracking towards 3 degrees. The good news is that change is

underway. Renewable energy sources may soon dominate our energy options. The low carbon economy is expanding and more options exist to exit from fossil fuel dependency. We’ve seen and experienced great energy efficiency initiatives over the past decade and now the focus will change to “the embodied energy of materials” as well as operating facilities as efficiently as possible.

Hotel Engineers play a vital part in our future, as the Hotel and Hospitality sector represents a growing industry which is coming under scrutiny by governing authorities. The National Construction Code has implemented 30 % energy efficiency requirements in this years update and two more 30% increases are expected to target carbon Zero facilities over the next decade. So it is evident that more pressure will be exerted to save energy in hotel facilities to reduce our sectors high carbon footprint. I believe we are up to the challenge. I hope we can be seen as leaders in transforming positive change for our future and preparing our sector to take the looming “climate challenge” head on!

ABOUT THE AUTHOR Mark Thomson is an eco Architect with qualifications from the GBCA and EarthCheck organisations. Since 2018 he has been a Prize Judge in the international World Architectural Festival. With 30 years experience in the Australian design, development and construction industry, he has built and refurbished multiple hotel projects around Australia. Mark was co-owner in a national hotel chain up until 2005. His current design and consulting business, Eco Effective Solutions is based in Brisbane, Australia. www.ecoeffective.com.au I mark@ecoeffective.com.au

Images: Lindas Lodge 2019 World Architecture Festival Winner of Completed Buildings – Hotel and Leisure. Photography by Patrick Reynolds. Architects: Architecture Workshop, architectureworkshop.co.nz Sourced: https://www.habitusliving.com/architecture/aroundthe-world/lindis-lodge-architecture-workshop

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INNOVATION IN FM DONALD MACDONALD I MACDONALD LUCAS

In these days of smart phones, smart TV’s and smart everything else, industry in general is coming under increasing pressure to be innovative. Facilities management is no exception. However, innovation in FM is suffering from dual pressures. On the one hand we live in fast moving fickle times, what is innovative today, will be passé́ tomorrow and old hat the day after that. Against this background how does FM provide a service that continues to innovate over time? A service which uses technological developments to improve the cost and/ or the quality and/ or the timing of FM service delivery. Enabling FM to be perceived by the host organisation as more of a strategic partner rather than simply a cost burden.

f keeping up with the changing technical landscape is one challenge for FM, financing innovation is another. Let’s face it FM is the no plaudits Cinderella industry. FM is rarely appreciated in whichever environment it is being delivered. This puts it at a disadvantage when competing, with core business, for scarce funds. This challenge is particularly pronounced in the hospitality sector where funding for innovation in FM whether by maintenance staff or housekeepers is always likely to come second to demands for new and novel ways to improve the customer experience. At one time outsourcing may have been seen as a pathway for organisations to secure more innovative FM. The rationale being that by passing responsibility for service delivery to specialist service providers their subject matter expertise would help drive innovative practise into their client’s sites. However there have been a number of impediments to the achievement of this aspiration. They include: • Typical FM contracts feature low profit margins and high bid costs leaving little funding available from which to fund innovation. • Initial contract terms are fairly short, typically, say three years, with the opportunity to have them increased in one or two year increments up to a total length of five or seven years. This makes the return on investment on innovation difficult to calculate and thus the business case a challenging one to make. • Once an FM contract is secured, as long as the service promise is met, security of tenure is assured, and thus the competitive tension that, in other industries, drives innovation is typically lacking.

• Bids are often evaluated, and tenders awarded, based on historic innovation’s in tender responses. Rather than on the methodologies of bid respondents to innovate into the future. • It is challenging to write an FM specification and contract, the main tools to influence contractual outcomes, to incentivise innovation. Thus, it is not hard to see why true innovation is seen in FM contracts rarely. • As illustrated by Steven Johnson in his illuminating Ted Talk “Where Good Ideas Come From” innovation is typically the result of a collaborative process, collaborative processes of a type that are typically absent from FM contracts. And yet, whatever the obstacles, for FM to remain relevant and for it to continue to add value to core business, into the future, it is essential that it innovates effectively. The affordable funding of research and development is key to the realisation of this goal. Facilities management is of course a multi- faceted discipline. Better defined perhaps by what it is not rather than what it is. In a nut shell it comprises those activities that core business does not have an interest in but for which core business inherits a responsibility for delivering as a by – product of existing. In many industries, activities like housekeeping and catering are perceived as facilities management. But in a hotel setting it is not unusual for them to be treated as core business and for hotel management to take a great interest in them, due in no small part to the direct relationship between these activities and the guests experience. After all Trip Advisor reviews discussing dirty rooms or heating failing in the middle of the night are not good for business.

One area of FM fertile for innovation is analysis of the ways in which asset populations perform and deteriorate in situ. Enabling an improved understanding of the way that planned maintenance, reactive maintenance and life cycle replacement interact, assisting with more accurate budgeting for life cycle works through life cycle modelling. The wider FM industry typically uses a deterministic, linear approach to life cycle modelling. Often relying upon spreadsheets to predict the point in time when assets are likely to reach the end of their design life and need to be replaced. This is an inaccurate method of predicting asset failure. For example, where a large population of identical assets are introduced into service on the same day, such as split systems in a number of similar guest rooms, this methodology would forecast them all requiring to be replaced simultaneously. A scenario which is both impractical and highly unlikely. In contrast RMIT has developed a web enabled life cycle estimating tool titled CAMS (Centralised Asset Management System). It has evolved over a number of years through a variety of grants and relationships with several partners including: • Brimbank City Council, VIC; • City of Kingston, VIC;

Through a relationship dating back to 2015 Macdonald Lucas have worked collaboratively with RMIT providing them with feedback on and input into the development of CAMS from an industry point of view. This industry perspective has enabled the CAMS development team to focus on the aspects of the tool of greatest value to industry. This input has proved invaluable in helping RMIT to maximise the commercial value of CAMS and thus optimise industry adoption. The relationship between Macdonald Lucas and RMIT has been a symbiotic one. It has: • Helped with the development of CAMS as described above; • Provided a pathway for RMIT graduates into the FM industry; and, • Enabled Macdonald Lucas to recruit graduates that have prior practical experience of CAMS and are therefore adept at its implementation and application and are thus capable of ‘hitting the ground running’ upon commencement with the company. The partnership between RMIT and Macdonald Lucas may be considered innovative because:

• City of Melbourne, VIC; • City of Monash, VIC;

• By working with a partner from the tertiary education sector, whose core business is innovation, Macdonald Lucas have been able to escape the limitations typically imposed on FM by constrained R&D budgets; and,

• City of Port Phillip, VIC; • Hume City Council, VIC; • Mornington Peninsula Shire, VIC; and, • Swan Hill Rural City Council, VIC. CAMS offers a far more accurate methodology for lifecycle modelling than the deterministic techniques used elsewhere in FM. It has been developed by a team of RMIT research students using probabilistic statistical analytical techniques including Markov Chain, Monte Carlo and genetic algorithms to produce a suite of 720 asset specific curves that model degradation over the course of an assets design life. An example of one of these curves is shown in the figure below. Figure 1- Example Degradation Curve

Figure 1 shows the probable distribution of condition, over a period of time, of a population of identical assets all introduced into service simultaneously. These curves are applied at individual asset level and become tailored to reflect how each individual asset is deteriorating over time as data regarding its changing condition is periodically uploaded. The organisation is able to reach a decision about when to budget for asset replacement based upon the risk represented by the failure in service of each individual asset. The more critical the asset, the greater the consequences for the

organisation of asset failure in service the lower the probability of asset failure in service that the client is able to risk.

• Through it, a robust methodology has been developed, and continues to evolve, to model asset deterioration more accurately than the methodologies typically seen elsewhere in FM. However perhaps the true innovative value of the partnership between RMIT and Macdonald Lucas lies not in what has been achieved to date but rather in what is likely to be achieved going forward. Through the marriage of an academic organisation whose core business is innovation with an FM and asset management consultancy whose stated purpose is to bring robust, researchbased consultancy support to the FM and asset management sectors. Exciting innovations currently on the horizon include: • Developing algorithms that model how underground drains are affected by issues like traffic, ground type and the presence and nature of vegetation. Enabling asset condition information collected about a relatively small sample size to be extrapolated across a much larger population of similar assets; • Modelling how structures like roads and bridges deteriorate over time; and, • Quantifying the content of in situ assets that are appropriate for recycle. To help minimise the volume of waste from building works going to land fill. Enabling revenues generated from the recycling of these assets to cross- subsidise the cost of asset replacement and asset refurbishment works.

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very year, Australians send over 5 million tonnes of food waste to landfill and when food goes into landfill, the environment suffers because of the carbon in food. Carbon in food is found in different kinds of molecules like carbohydrates, proteins and fats. When the carbon in your food goes to landfill, micro-organisms break them down producing methane gas - one tonne of food waste sent to landfill creates 2.8 tonnes of methane gas. Methane gas is bad for the climate as it traps significantly more heat than carbon dioxide, and damages our ozone layer, causing climate change. There is a solution for waste generators of all sizes. Sustainability program, enrich360 provides operations with unavoidable food waste like hotels, with dehydration equipment, which reduces the volume of that waste by up to 93 per cent saving on storage space and collections. The enrich360 dehydrator system, turbo charges the food waste decomposition process through accelerated dehydration and agitation, reducing the original waste volume by between 80 and 93%. Food waste (everything goes in; meat, fish, fruit, vegetables, coffee grinds, flower displays) is placed inside the food dehydrator where it goes through a fully automatic process of dehydration, sterilisation and volume reduction. No additives are required – no water, no sawdust, no enzymes. The equipment requires only the input of electrical power for motors and heat energy. Food waste is simply loaded and the process thereafter is fullyautomatic and takes approx. 8 and 24 hours to complete depending on the size of the unit. At the end of the process, the machine is emptied completely and is immediately ready to receive the next load.

The machine can be loaded and run seven days a week – no need for any lay days with this process. The product from this system will be utilised as a directly-applied fertiliser, a pelletised fertiliser or as a compost enhancer. enrich360® fertiliser and compost helps reduce soil degradation and helps grow better more nutritious produce. The enrich360® dehydration process also creates reusable water of around 75 litres per 100kg of food waste which can be captured for re-use. enrich360® food waste dehydrators come in a variety of weight capacities from 22kg per day up to 1.1 tonne per day. The units are constructed by a world leader in this technology and feature stainless steel body and exterior for easy cleaning. They are simple to use, compact (from under a meter footprint) and efficient. enrich360 offer purchase, rent and rent-to-own options, along with generous government subsidies in some states, and enrich360’s reuse model reflects industry recommendations. Every hotel involved in the enrich360® program, no matter how small their part, is a member of our circular economy. Once you are up and running and reach the accreditation standards you will be able to undergo a Certification Audit and receive your enrich360® Accreditation. This is a good way to get your students and staff involved and committed to the program and creates great Public Relations opportunities for your facility; associated educational establishment and your various stakeholders. For further information: www.enrich360.com.au

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What happened and what can be done DR TREVOR THORNTON I SENIOR LECTURER – HAZARDOUS MATERIALS MANAGEMENT, DEAKIN UNIVERSITY

Since January 2018, China advised that they would not be taking our recyclables unless the contamination contained within the loads was cleaned up significantly – the so called China National Sword Policy. Since then other countries (eg., Malaysia), have returned containers of recyclables due to unacceptable levels of contamination in them.

o what were the real issues and what can be done?

Recycling in Australia has been marginal in terms of balancing how much we recycle, what it costs to do so and who is purchasing the sorted product and how much of it. Make no mistake, recycling is a business. If you produce something and there are no markets, then losses are to occur that could eventually send you and your organisation broke. This is what is needing to be fixed. All of us need to understand what happens to our recyclables and waste and what are the consequences of contaminating the recycling stream – from this we can hopefully have a cleaner product and reduce the costs of recycling, thus making it more economical. So what is contamination in recycling streams? Basically it is materials that are not wanted in that stream. It is plastic in the paper/cardboard stream or textiles such as clothes in plastic and so on. We are not necessarily talking about toxic chemicals and the like. However, containers used for detergents, disinfectants, and the broad range of chemicals do contain residues. While some of these fluids and powders do get removed (often while materials are being baled), some residues remain and this can also cause issues for those wishing to use the recyclables as their raw materials. So it is no wonder that Australian business are somewhat reluctant to use what we currently sort and send out as their raw materials. What can we do about it? All take responsibility as to what we put into the recycling streams be at home or at work. Most of

the contaminants can very easily not be there if we just took a little more care. Think about what training or advice staff receive about your waste and recycling systems. Do they really cover what should go into the various streams, or is there an assumption they know? Reading corporate sustainability reports we note that landfill diversion targets and achievements are readily noted. Yet who actually determined what is happening to these materials and where did they go? Using an invoice from a recycling company indicating what and how much is collected seems to be the only metric used to measure diversion rates. So what seems to be successful may not be so. In a broad sense, in Australia, we have a very good recycling rate. Yet 87% of what is collected for recycling ends up at landfill. So we are not as good as we think. The following are some of the minimum actions that need to be implemented in order to improve recycling and reduce what ends up in landfill. Some have in fact been looked at in the past, but need revisiting (there is no particular order of relevance/ importance). • First of all, focus on avoidance and reduction in all decision making and education activities/programs. • Education. Looking at successful behaviour change programs (Life Be In It, Seatbelt wearing, anti–smoking, Slip Slop Slap, HIV awareness etc), what was the cause of success? Multiple messages addressing different demographics and importantly

sustained over many years – not the “once per year” message on recycling we currently get. • Reduce mixed messages. At the supermarket there are messages that encourage the placing of soft plastic into the provided bins – however, when we get home we assume that these plastics can go into the domestic recycling stream (and they cannot). This is just one reason contamination levels are high. • Provide incentives and/or disincentives for businesses to purchase recyclate as raw materials. Taxes/levies or grants are just some tools. Find out from your purchasing department what percentage of materials are made from recyclate and then develop a strategy to improve this. Management should require reporting on the percentage of recycled materials purchased – measured against all purchases. • Don’t focus just on plastic packaging. It is composite packaging and over packaging that are the bigger issues. • Provide the necessary infrastructure to enable the recycling industry to address both the issues of contamination (so we have a cleaner product to sell), and the equipment (to sort more materials than we currently do). While the list of alternatives can go on and on, we are left with two fundamental approaches. Education and market development. This then leads onto the final point. We need to provide encouragement for business in Australia to process and use much more of the materials coming from the recycling facilities. We do use some, and this shows we can do it – we need though to use more so that there is a reduced reliance on overseas markets, but more importantly reduce the environmental, economic and social consequences of the current system. It is now over to each of us to encourage all stakeholders to meet, discuss and implement actions. It is essential that all stakeholders meet, discuss and work out viable strategies to

ensure that our waste management system does not face a similar scenario ever again. We must also have a good think about what we do and why. No longer are the old maxims about impacts on the environment as true today as they once were But sometimes using disposables may be better environmentally than reusable. This is essential to understand as we are bombarded with messages about reducing our use of disposables, but in doing so may not be as environmentally sound as we think. A study conducted several years ago found that there were some differences in the environmental impacts of reusable and disposable coffee cups. This study found that the reusable cup needed to be used approximately 1,800 times before it could be considered a better environmental impacts than the disposable kind. The reason being the use of hot water and detergents. Another similar study found that for reusable cups to be better than disposable a ceramic cup needed to be used 39 times to be a better option than paper disposable cups and 1,006 times as compared to a polystyrene cup. The conclusion of this latter study was that if the reusable was likely to be lost or broken, then disposables are a better option. Greater level of knowledge about how we impact environmentally and what we should be doing is vital. Knowing about how recycling systems work is one aspect. This is the first of a series of articles Dr Thornton will be writing for us. In our next issue he will look at how to develop and implement an effective waste management system Dr Trevor Thornton, Senior Lecturer – Hazardous Materials Management, School of Life and Environmental Sciences, Deakin University

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STEWARDSHIP IN A * CIRCULAR ECONOMY

Hotel engineers can make a difference JOHN GERTSAKIS

Most sectors and industries in Australia are confronting waste and recycling issues, and the need to step-up with improved performance and greater innovation. This includes how hotel engineers, facility managers and operations staff deal with products and services typically used in hotel and accommodation environments. In short, we must shift beyond dated waste management approaches and embrace product stewardship in support of circular solutions, writes JOHN GERTSAKIS.

ecent announcements by the Federal Government place these issues firmly on the national agenda. Prime Minister Morrison has not only appointed an Assistant Minister for Waste Reduction and Environmental Management – the Honourable Trevor Evans MP – he has also earmarked $20 million for a product stewardship investment fund. The government has also pledged to fund a circular economy hub. These actions and commitments hold great potential if carefully advanced and executed.

circular and sustainable. In short, what is needed is a genuine move from the ‘take-make-waste’ mode of production and consumption to real-world applications of stewardship that support circular solutions. We must move beyond ‘old school’ collection and recycling solutions and focus on upstream priorities that are preventative in nature.

As Australia’s focus on waste and recycling issues continues, it becomes apparent that some sectors and industries are tackling the issue with urgency and innovation while others continue to drag their feet. Communities and many local councils are also pushing forward with their desire to cut waste and think more responsibly about consumption. States and territories are in the mix with container deposit schemes, plastic bag bans, levies, ewaste landfill bans and policy papers on what the circular economy means for their communities and business. Of course, progress varies dramatically between these sectors. So what might this mean for hotel engineers and related personnel? After all, stewardship has been part of the green building, furniture, flooring and fabrics space for years and in some cases noteworthy products and services have been delivered. This includes environmentally improved flooring and carpet products, producer-funded take-back and recycling schemes for computers, televisions, mobile phones and printer cartridges, and low-VOC coatings to name just a few. Nonetheless, the time has come to build on achievements to date and drive new programs and initiatives that are more

ESSENTIAL CIRCULAR ECONOMY ACTION How does this translate in simple terms? It requires a much stronger and measurable focus on designing out toxics and waste from the beginning rather than adopting and perpetuating ameliorative and incremental approaches. Circular thinking also demands that hotel engineers aim to keep products and materials going longer. Premature obsolescence of products is a menace that undermines circularity at every turn. We need to move beyond assuming that recycling in isolation is the only strategy or solution. Reuse, refurbishment and repair are key principles that underpin a circular economy, as are alternative business models such as the sharing economy, product leasing and dematerialisation. Within a hotel or accommodation context, the product life extension approach is particularly relevant and should be applied to all small appliances, whitegoods, televisions, mattresses, heating and cooling systems and lighting. Of course food waste and associated packaging is an area where many hotel operators have been making significant headway. However, we need to do more than choose recyclable or compostable packaging, and avoid waste in the first place. The key to long-term environmental benefit is to eliminate unnecessary, single-use and problematic packaging and products from how we operate. Let’s face it: waste resulting from products, their manufacture, use and disposal is fundamentally a design decision. Time to flip the role of design on its head and ensure that it unlocks positive environmental performance rather than being at the core of the problem.

A circular economy approach to product stewardship and hotel management provides an unmatched opportunity to make technical, management and commercial decisions that are truly regenerative, restorative and low carbon. Just doing ‘less harm’ and minimising impacts has not delivered a sustainable mode of production and consumption. This is unequivocally highlighted by the multitude of local, national and global environmental challenges we’re confronting today. A product stewardship approach that embodies circular economy principles can start the transition to a much higher level of hotel performance, especially in relation products and materials associated with the operational management of properties, sites, buildings and spaces. Anything less is a business as usual approach that is unlikely to deliver the required levels of waste avoidance and resource recovery needed to ensure a sustainable future. All the glossy reporting and clever PR in the world isn’t enough to hide the fact that we need to see some serious transformation that is circular, sustainable and socially responsible. Easier said than done, of course. National policies and programs will be needed to enable and support change across industries, sectors and communities. This will require targeted investment, market development, environmentally-oriented procurement and improved waste and resource recovery infrastructure. Although it’s a displeasing word to many in government and industry, it will also require intelligent regulatory instruments to achieve change. Where programs and schemes work successfully on a voluntary basis, these should continue and be supported, rewarded and promoted.

Australia, however, needs to develop a more sophisticated view of policy and regulation than it has to date if we are to see superior levels of environmental performance in key areas. Poorly formulated regulation is unacceptable, but informed, robust regulation can stimulate innovation and be a catalyst for designing exemplary circular economy outcomes. The relevance of responsible prosperity is paramount in this regard.

THE RELEVANCE OF PRODUCT STEWARDSHIP There are many models of product stewardship and extended producer responsibility (EPR) in Australia and abroad. However, its essence remains intact i.e. manufacturers, retailers and brands taking greater environmental responsibility for their products across the lifecycle, including the postconsumer stage. It also requires consumers and other relevant stakeholders to play their part to ensure responsible management and disposal of products. Assigning producers responsibility both financially or physically for the treatment of post-consumer products can provide incentives to prevent waste at the source and support the achievement of sustainable materials management goals. Australia is fortunate enough to have legislation dedicated to product stewardship and there is great scope to better use the Product Stewardship Act 2011. It can drive the creation of new schemes and programs in product categories such as mattresses, batteries, solar panels and a various other electrical and electronic products, including Internet of Things devices.

Government together with states and territories can adopt a more proactive role and develop robust forward strategies and action plans. They can facilitate improved product stewardship outcomes in a way that reflects circular economy principles and intervenes with proportionate regulation where necessary to plug market failures. The transition to a circular economy demands collaboration across the supply chain at unprecedented levels and a much more rigorous view of the policies and regulations that can deliver significant change. Product stewardship has a clear role to play, but only if it moves beyond recycling post-consumer waste and reaches back up the product lifecycle as a way of addressing the root cause â€“ unsustainable consumption. John Gertsakis is a sustainability practitioner with experience as an advocate, industry adviser and research academic. He is director and co-founder of the Ewaste Watch Institute and director of communications with Equilibrium consultants. Ewaste Watch Institute: www.ewastewatch.com.au Email: john@ewastewatch.com.au Twitter: @ewastewatch *The original version of this article appeared in the December 2019 issue of FM magazine.

Most importantly, the act recognises the specific needs of different industries and allows for voluntary, co-regulatory or mandatory product stewardship arrangements. This level of elasticity in regulation is noteworthy and provides affected stakeholders with a menu of possibilities when it comes to the design of producer and retailer-funded stewardship initiatives. Indeed, the hotel industry could consider developing a sectorwide stewardship program that can be accredited as a voluntary scheme under the Product Stewardship Act.

CONSUMPTION AND SOLUTIONS BEYOND RECYCLING Action on product stewardship in Australia has slowed considerably in recent years, especially industry-wide schemes. It is timely, therefore, that the Prime Minister has taken a direct personal interest in recycling and product stewardship matters. There is no doubt that much more can be done by the Commonwealth to invest in, support and enable product stewardship schemes and this should include the option of regulated take-back schemes, especially for handheld batteries and solar panels, both of which have relevance to facility management. We all have a role to play in the transition to a circular economy, including hotel engineers and FM managers. The Australian

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A TALE OF TWO CITY MOTELS SIMON REEVES

During the 1960s, two motels in Melbourne – located at opposite ends of the city fringe – vied for the coveted title of the most prestigious motel in town. Here are their stories...

THE PARKROYAL

n 1961, the Motel Parkroyal was the newest, largest, grandest and slickest addition to what was then fast becoming Melbourne's premier motel strip: Royal Parade, Parkville. As the city's principal entry point from the north, this had been the logical choice for the first motel to be built in the inner suburbs – the Caravilla de Ville, which commenced business at 461 Royal Parade in October 1958. Others soon followed, notably the Travelodge at No 539 (1960) and the

Parkroyal at No 441 (1961). The last represented a notably early undertaking by a young Irvin Rockman – later to become one of Australia's leading hoteliers and a one-time Lord Mayor of Melbourne – and Jessel Rothfield. The two men had travelled together through the United States, noting the latest trends in modern transient accommodation, and decided that what Melbourne needed was a truly upmarket motel. The chosen site on Royal Parade was ideal – not merely because it faced a major motoring thoroughfare, but also, on the other side of the street, the vast landscaped setting of Royal Park.

To come up with a suitable design, Rockman and Rothfield turned to St Kilda-based architect Theodore Berman, who had previously undertaken some smaller-scale residential work for them. His brief included a requirement to keep the actual construction costs to a minimum, so that more money could be spent on high-quality finishes and furnishings. Berman duly proposed a simple but smart flat-roofed building of three storeys high – not only the first motel in Australia to rise above two levels, but also the first to incorporate a passenger lift. With ninety “air-conditioned and luxuriously furnished suites”, it was also one of the largest motels yet built in the country. Its lavishly-appointed facilities included the Copper Grill restaurant (providing “gourmet meals in sumptuous settings”), a separate coffee shop, a convention room, a basement discotheque and a heated swimming pool with a special section set aside for children's use. Inside, the Parkroyal also introduced a range of modern American-style gadgetry that would soon become standard in Australian motels. Public areas provided 24-hour access to ice cube dispensers and vending machines for soft drinks and cigarettes, while each suite further boasted a built-in coffee machine and PA system to provide “individually controlled hi-fi pipe music”. Interior finishes, fittings and furnishings were all of the highest quality: teak panelling, salmon-coloured marble cladding, imported Japanese washable wallpapers, stylish contemporary furniture and even ceramic ashtrays that were designed especially for the motel (and bearing its logo) by noted potter Guy Boyd. The Parkroyal logo – a stylised depiction of a reclining human figure – was also incorporated throughout the building in signage, stationery and (most notably and prominently) as a huge relief sculpture affixed to the north facade. The street frontage of the motel was otherwise enlivened by a projecting canopy supported on a 70-foot (20-metre) wide parabolic concrete arch. Even before construction of the motel was completed, the arch had already become something of a local landmark; it was so strongly associated with the Parkroyal that architect Theodore Berman integrated it into three other motels that the chain subsequently erected at Canberra, Adelaide, and Brisbane.

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When the Motel Parkroyal opened on Royal Parade in 1961, a comparable motel strip had already begun to develop on the thoroughfare's southern counterpart: Queens Road, which, exactly like Royal Parade, was both a major entry point to the CBD and overlooked a vast public parkland. As early as 1955, it had been proposed to erect a multi-storey “motor hotel” on the corner of Queens Road and Arthurs Street; although this did not eventuate, it was not long before the first actual motel was established – the Commodore Motel at No 4 (1960) – swiftly followed by the Motel Palm Lake at No 52 (1961), the John Batman Motor Inn at No 69 (1962), the President Motel at No 63 (1965) and the Queenslodge Motor Inn at No 81 (1966). An ambitious venture of businessman Dudley Cain, the Motel Palm Lake was designed by Palestinian-born architect Mordachai Benshemesh (1911-1993) who had settled here in 1939 and, after opening his own office in 1950, made a name for himself as a designer of multi-storey apartment blocks in St Kilda. The four-storey Motel Palm Lake on Queens Road was just as boldly sited: overlooking the vast landscape of the Albert Park Lake which, with its prominent perimeter plantings of Canary Island date palm trees, inspired the motel's evocative name. Each of its 84 air-conditioned suites not only boasted a private bathroom and “TV, radio and piped music”, but also its own parking space. The complex also provided lavish conference facilities, a nightly dinner-dance and a licensed restaurant – The Outrigger – decked out in the then-fashionable Polynesian-flavoured Tiki style. The motel was officially opened on 13 December 1962 by the Lord Mayor, Cr Maurice Nathan, who, upon his arrival, was “presented with frangipani bloom gathered by a bathing girl from flowers floating on top of the motel's heated swimming pool”. In his speech, Cr Nathan stated that he considered the opening of a new motel to be “as

important as that of a new office building or factory”, and went on to plant some palm trees in front of the building to mark the occasion.

EPILOGUE For the remainder of the 1960s, the Parkroyal and the Palm Lake maintained a healthy rivalry for the position of Melbourne's most prestigious motel. During that period, both establishments would be substantially enlarged: the Parkroyal increasing to 140 suites and the Palm Lake to 164 suites. By the end of the decade, the latter was still advertising itself as both “Australia's largest motor inn” and “Melbourne's best value accommodation”, while the former was content to assert simply that it was “Melbourne's finest motor inn”.

Sadly, Royal Parade and Queens Road have both long since lost their status as Melbourne's premier motel strips. Several early motels have already been demolished (the Commodore and President Motels on Queens Road, and the Caravilla de Ville on Royal Parade) while others have been adapted and remodelled for other uses (the John Batman and Queenlodge on Queens Road, both converted into residential apartments, and the old Zebra Motel at 303 Royal Parade, now a religious training college). The former Palm Lake and Parkroyal motels both remain in operation – albeit under new names. Much of the original 1960s character of the Palm Lake Motel has been obliterated through successive phases of remodelling, which include a new facade, two more storeys and multi-level rear carpark that surrounds the once-famous swimming pool terrace; however, the two Canary Island date palm trees on the Queens Road frontage – planted by Melbourne's Lord Mayor at the official opening in December 1961 – still stand as a reminder of its original name. While the former Parkroyal in Parkville has also been extensively refurbished, much of its original 1960s charm has been retained. Its trademark parabolic arch, in particular, still remains – after almost fifty years – an eyecatching motif for passing motorists along Royal Parade. All illustrations are from postcards, booklets and magazines in the author's collection.

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A new era for showers in Australia Thermostatic showers popular in the UK and many European countries for nearly 30 years are now available in Australia through Therm-Oz Showers Pty Ltd. The Australian standard for this type of shower valve (AS4032.4) is now in the WaterMark scope and the AS/ NZS3500.4:2018 Plumbing code. The Therm-Oz thermostatic shower valve is fully WaterMark approved, Licence WMK26224 and can be legally installed, with a five-year guarantee.

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more water efficient, as water is not wasted while manually adjusting temperatures. There are no electrics; it is simply a far more efficient way of mixing hot and cold water. The Therm-Oz thermostatic shower valve is available with or without the chrome slide rail, handset, hose and soap dish. There are many choices of shower kits and combinations available such as overhead rain heads with a diverter for a handset. For new building projects the thermostatic shower valve is supplied with a fixing bracket that allows the positioning of the shower on the wall, giving the correct spacing for pipes. These are NB-CT100 without slide rail and handset kit, and NB001 supplied with slide rail and handset kit. Therm-Oz also offers a Reno Kit that replaces any two-tap manual shower over to thermostatic with

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STAYING ON TOP JANET C. MARLETTO

There’s “the Top”, the “Tippy Top”,” over the Top”--- What is the point of this article? It’s about the challenge of remaining a Top Quality Contender in the current and, perhaps, future hospitality market.

imes are changing and so is the customer focus. More importantly, there is no longer “a customer”, but, rather, a series of cohorts. In addition to consistency, it is the hotelier’s job to identify preferred target market or markets. Educators identify “cohorts” of students who have their own characteristics as a group. It is fascinating to observe the cohorts progress through grade levels and maintain their similarities. Sometimes they are magnificent and other times they are far from magnificent. In fact, that is how generational groups are identified and tracked in the United States. Thanks to these observations, we can identify “Traditionalist” ( or Silent Generation). “Baby Boomers”, “Gen X”, “Millennials”, and”Generation Z.” The above groups affect all aspects of life, e.g. workplace, economy, business sectors, real estate trends, and even family and social gatherings. For purposes of this article the focal points are the two sides of the workplace and a peek into family holiday gatherings. Retaining productive employees and providing desired services to customers benefit from knowledge of generational values. Thanks to better health and increased longevity, there are multiple generations working together in a typical workplace. Needless to say, each generation has its idiosyncrasies. Attitude is noteworthy because flexibility, openness, teamwork, collaboration, and areas of expertise, such as technology meld to produce the desired level of service. That is, desired by the business and by the target customer. To summarise the key characteristics of current Generations: (source: Colorado Springs Business Journal, August 2329,2019, Jeanne Davant) : “*Silent Generation: 1928-1945: Rule followers, duty, loyalty, development and learning, self-reliant. Expect respect for experience. *Baby Boomers: 1946-1964: Workaholics, materialistic, driven by personal success, optimistic, team-oriented, embrace technology but prefer personal contact.

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*Generation X: 1965-1980: Independent, self-directed, sceptical of authority. adaptable, focused on results, motivated by need for security, prefer working alone, technology literate. *Millennials: 1981-1996: Confident multitaskers, idealistic, expect feedback and rewards at work, see work-life balance, want meaningful work, corporate social responsibility, sustainability and diversity, technology experts. *Generation Z: 1997-2012 : Digital natives, short attention spans,creative,open-minded,motivated not by money but by flexible lifestyle, committed to social responsibility,enjoy working in small structured teams.” The generational parade described above is morphing as the “Silent Generation” and the “ Baby Boomers” change their lifestyles. Many are downsizing; many are out and out retiring. Of course, this means different things to different people. Those who are downsizing may be changing focus. There are the determined travellers who cruise, who take group tours, who purchase recreational vehicle to visit

family, friends, bucket list locations, and often stay for a portion of the year in a warmer climate. Of course, there are upper echelon retirees who travel as they always have: individually and first class. There are extremes to be sure. For example, there is the “retire as soon as I can “person who does not maximise his income and just wants to get up in the morning and do little all day. These are not travellers. They are tired of the daily grind. On the other hand, travellers in the Boomer and before group look for services and recognise the “you get what you pay for.” They decide on the level of service selected for a particular trip. Why stay in a full service, first class hotel en route when a modest motel will serve just as well for one night---late arrival and early departure? Location, cleanliness, sleep comfort, and security are the top considerations in this case. Thus, the older generations recognise service levels and their cost. Enter the Millennials. They are maturing and taking control of the entire economy along with trends. The tipping point was just reached: Millennials are focusing on stability. That is a home, car and security. It has been known for quite a while that Millennials value experiences over things. This means that they are probably not going to change tech gear for the next big thing. This has been demonstrated dramatically by their refusal to accept family heirlooms. Thrift shops are brimming with formerly valuable collectibles and fine furniture. How does all of this affect businesses? Successful businesses are offering flexibility in work schedules and hours of work. This requires creative thinking and problem solving so that business runs smoothly. Marriott, for example, is building a nested hotel. That means that a Westin Hotel is encapsulated by a traditional Marriott so that the Westin is like a sophisticated AirBNB with large units with multiple bedrooms to allow for family and group events. Food and beverage services are also available for those who prefer not to bring in food or prepare it. The feature of a rooftop bar makes it all the more appealing to be downtown. This is adaptability. It is under construction now and will be intriguing to check out in the next year in another article. Speaking of food and beverage, a prominent food magazine has just featured a wine for a holiday meal to suit the tastes of all of the generations! That is quite a feat! What does wine critic Alex Delany of Bon Appetit recommend to accomplish this daunting task? Piemonte’s Pio Cesare Barolo Chinato, an unusual wine because the classic Barolo is infused with herbs, barks, and roots. The traditionalist likes the gravitas of a Barolo, Grandma likes the soothing effect on her digestive system. It can be drunk neat or with a single ice cube. Apparently all wine drinking generations at the table are pleased with it. The Barolo Chinato is a metaphor for a solution to please all customers. Nonetheless, the Millennials are dominating the market place now and for years to come. They are seeking investment quality purchases such as

homes, appliances, and automobiles. They are not spending without forethought. How does their spending outlook impact hotels? More than likely, value is at the forefront. Insightful comment cards can support making modifications to offerings so that technology is supported in every aspect for a perception of high value. The trick is to clearly understand what is highly valued. Perhaps the comments or surveys can be done on an in room television screen or via text message. Ask the Millennials on the staff to develop the vehicle for best feedback and results. The Old Guard must step back if that has not already happened. Resting on past laurels is a sure fired death knell. By having Millennials at the helm, there is a greater chance to make the necessary updates to ensure a top rating. It has been my experience that fewer and fewer consumers understand what quality and value are. Too many have no clue about formalities at the table or at the reception desk. With Millennials interacting with Millennials, there is a greater likelihood of clear communication. The stress on sustainability and moral compass makes it logical to charge work groups to brainstorm services and events that appeal to them. Stimulating creativity acts as reinforcement for staff members who crave rewards from work. If the group develops concepts involving products, those products can serve as rewards for the team members. There are many highly successful Millennials who recognise and value “the best.” They savour the lovely experiences and use them to inform future choices. For example there are cruises for every sector of the travelling public. Hotels might have to think like cruise companies to satisfy the various niches. Just as there are social directors on cruises, hotels might consider creating a role for a similar person or persons who make it their business to interact with as many guests as possible in an unstructured environment. The purpose would be to make the guest(s) feel very welcomed, informed about services offered, and to uncover services or amenities desired and highly valued. A naturally congenial person who happens to be a Millennial is ideal for this role once totally knowledgeable about all aspects of the hotel or resort. This mini-team of service sleuths would pay for itself by sharing their findings on a regular basis (weekly?) to management so that low hanging fruit can be addressed with little ado. The enhancements will need to be shared with the entire staff. This on-going improvement system can only result in happier guests and satisfied team members. As we embark on the Age of the Millennial, we are eager to observe changes in every aspect of life. Travel will be noticeably changed, even as it has already changed dramatically. The Millennial supported applications of AI are ubiquitous and will be far reaching. Some will be life enhancing and some will be invasive. It is up to the individual to be discerning. The concept of simplification may become the saving grace. Bravo! The Millennials intuited the need for it.

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MOULD AND DAMPNESS

SARAH BAILEY I SENIOR CONSULTANT, QED ENVIRONMENTAL SERVICES

Mould, fungus, fungi, mildew, mold and toxic black mould are all different names for the visible growth of fungus in an environment. Despite having many different names, the cause of mould growth is always the same – moisture or dampness in a place where it should not normally be, resulting in mould being able to grow. It can be incredibly unsightly, and can also produce musty, mouldy odours – both of which can be very off-putting for guests, and that in turn can impact on occupancy of the hotel, guest experience and reviews. Mould can be particularly troublesome in northern Australia in the wet season and in the cooler parts of the country in the winter.

ould growth often can be seen in a room as a colourful growth spreading across a wall or ceiling, or on furniture, carpets or clothing. Mould is often coloured – usually black, green or pink, but some kinds are white or pale and cannot easily be seen. The absence of visible mould does not always mean that there is not a mould issue. Although the sometimes colourful fungi are often the most visible sign of a moisture and dampness problem, there are usually other microbes present in a damp area too, such as bacteria and dust mites, and these can also cause adverse health effects in occupants of the area, and can damage furniture, paint, wall coverings and even structural elements of the building. The growth of fungi and mould cannot happen unless there is a source of water or moisture for it to use. Just like most living things, a fungus or mould needs a source of food and a source of water to grow and survive. Fungi do not need large amounts of nutrients to survive and thrive – they can grow on any organic matter, even the most unexpected sources, such as the glue behind wallpaper, on soap scum and dust, in cleaning product residue and it can even use the paint from walls as a nutrient source. They grow very well on organic materials such as wood, leather, cotton, paper, wallpaper, cardboard, rugs, carpets and curtains, especially as these materials absorb moisture too. Fungi can survive with such low levels of nutrients that they can even grow on the light layer of dust on glass windows if condensation occurs. The water and moisture that allow the mould to grow can come from several sources, and, to eradicate mould, these sources

of water should be removed. Water leaks from potable water, flooding and rainwater leaks through roofs are an obvious source of water for mould to grow. High humidity in the air can also be a cause. Water can cause flooding of an area, which is usually easily noticeable and can be identified and dealt with quickly, or water ingress can be smaller leaks that continue slowly for some time and may not be immediately noticeable – but which allow sufficient moisture to infiltrate and area to allow mould to grow. Other less well known sources of water that can lead to mould growth are condensation onto cold surfaces, steam from cooking and tumble dryers and lack of ventilation within a space. Water can also enter the building through walls if they do not have adequate waterproof coatings, and from rising dampness. Defective vapour seals and insulation, lack of air tightness for the building and thermal bridging can all have an impact on the potential for mould growth. Obviously, prevention of mould growth is better than trying to fix the problem once it has occurred. Noticing sources of moisture, condensation and steam and removing them before they cause an issue is very important. In very humid areas, dehumidifiers or air conditioning preconditioners may

need to be installed to reduce humidity in the air inside the building. Ineffective design of air conditioning or ineffective cleaning of the system can lead to contamination inside an air conditioning system, which will require specialist cleaning and remediation. If water has flooded into an area, then the water should be removed if it is safe to do so, and the area cleaned as soon as possible to help prevent mould growth. There are 3 main categories of water, and each has different risks associated with it. Floods of water from the potable water supply or from rain water are the cleanest (category 1), and as long as these are cleaned up quickly and the area dried well, using wet vacuums, carpet dryers, dehumidifiers and fans, then the growth of mould can usually be avoided. As long as the area is dried fully within 72 hours of the spill then the issue should usually be resolved without mould growth occurring. Grey water (Category 2)– water from washing machines or from showers for example, is drinking water that has been used and so has some nutrients present, but is not dangerously dirty. If a flood from this source occurs, again it should be cleaned as soon as possible. The use of the water for washing will have added nutrients to it (detergents, dirt and small debris), that will allow fungi and bacteria to start to grow quickly. Cleaning and disinfection of the area along with drying the area quickly will help to prevent mould becoming established. If attended to quickly, then often most of the area can be remediated without having to disposed of carpets and other soft furnishings (depending on the severity and source of the spill). If a Category 2 spill is left unattended to for 2-3 days, mould and bacterial growth can begin and the spill may need to be classified as a Category 3 spill due to the additional risk created by the delay. If the spill is black water (Category 3) – which is sewage, toilet water contaminated with human waste and floodwaters, then specialist help should always be sought, as these spills can have serious health implications for staff and visitors to the hotel. There may also be impacts on areas such as the kitchens and food preparation if a sewage spill is present in the hotel. In most states, it is a legal requirement that a black water spill must also be notified to the local Environmental Health Department as soon as possible (usually within a few hours of it occurring), and they can provide advice on cleaning a spill properly and any other action that is required to remediate the spill, and on what

activities can still take place in the potentially contaminated area. The growth of fungus on a wall or on other building materials in the hotel is not just unsightly, but it can cause damage to the area where it is growing. A fungus grows by sending out hyphae, which grow like microscopic roots into the surface that it is growing on. This can cause damage such as pitting on metal surfaces, crumbling in wood, plaster and paint and damage to fabric and leather. Severe infestations can also damage structural timbers and other structural elements. Water damage that always occurs hand in hand with mould damage can lead to corrosion on metal structures. Once the fungus is established, it then produces spores, which are usually brightly coloured – often black or shades of green. As the fungi are designed to survive in very difficult growing conditions, they are very tough, and can be difficult to kill and remove, and spread easily. The presence of mould in a building can have health effects for some of those in contact with it, or in the same room as a mould affected area. For most people, exposure to a small amount of mould does not have a serious health effects – it depends upon the person exposed, and if they have allergies or other health problems. The most commonly seen health effects are allergy type symptoms, such as sneezing, wheezing, coughing and sore eyes and a sore throat. These symptoms usually disappear once the person affected moves away from the mouldy area to fresh air, or to another room where mould is not present. For those people with asthma, exposure to mould can trigger an asthma attack, or make an existing attack worse, and so people with asthma should avoid mould affected areas. For a person with other health issues, such as an immune system that is not functioning properly, exposure to fungus can be more of a problem, and can result in serious illness. Exposure to large amounts of mould will usually cause at least allergic type symptoms in most people who are exposed, and PPE should be worn if a very contaminated area is entered. Often the first priority for anyone who becomes aware of mould in a room, is to remove the visible area of mould. This should only be attempted with very small areas of mould, as removal of large areas of mould requires specialist knowledge, products and tools. For large areas, a mould specialist may be required to inspect the area, followed by a specialist mould removal and remediation company to carry out the removal safely.

Removal of small areas of mould (less than 1 metre square) can be done in several ways, but it will not be effective for long if the underlying sources of the moisture are not fixed at the same time. If the mould is removed and the source of moisture is not fixed, then regardless of the amount of cleaning chemicals used on the mouldy area, the mould will come back. The hotel engineers and maintenance/plumbing department will have to be involved in rectifying any leaks or moisture issues to properly fix a mould issue, as well as housekeeping. Often, cleaning with products such as bleach and vinegar are mentioned as being effective against mould. Commercial spray on products are also available, but some of these are not effective, and usually only act to remove the staining from the mould so that it can no longer be seen. This is not a long term fix for the issue. Warm soapy water and scrubbing is the recommended method for removing mould. Soapy water is not only effective, but has very few potential health and safety issues for the person carrying out the cleaning. Soapy water, or even a cream cleanser (such as Jif or Diversey R7) aids in this by dissolving any dirt around the fungus, and loosening the hold of the fungus on the surface that it is growing on. Both bleach and vinegar can also be effective at removing and killing mould, but must be used in the proper way, or they will not work well. Bleach should be used with great care, as the bleach itself can produce

respiratory effects in those using it, such as wheezing and coughing, and triggering of asthma attacks. If mould removal has been attempted previously, bleach can also react with any products remaining on the mould patch and create toxic by products. With any product, it is the scrubbing and wiping of the area to scrub the mould from the surface that is the most important aspect of cleaning, along with fixing and removing the source of moisture. It is very important to note that when using bleach or vinegar, that they must be diluted with water. Bleach should always be diluted following the instructions provided with that particular brand and strength; vinegar can be diluted at a rate of 70 80% vinegar and 20-30% clean water. Diluting the products to the correct level allows them to be taken up into the fungus cell and kill it more effectively. Stronger, undiluted cleaning products are less effective as they are too strong to be taken up into the fungus, and remain outside the fungal cell, and don’t kill the mould. Sometimes, even if the fungus has been removed or killed using scrubbing or a vinegar product, then a coloured stain will remain on the cleaned surface. This can be then be washed well with water to remove any remaining cleaning products, and then bleached with a chlorine bleach or similar product to remove the stain once the fungus has been killed. It is very important that any previous cleaning chemicals are thoroughly removed from the surface before bleaching, to ensure that bleach does not react with leftover cleaning

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products, as this can cause toxic chlorine to be produced. The SDS of any product used for cleaning mould should always be consulted prior to using to ensure that any personal protective equipment needed is used. The SDS should also be checked to ensure that the products being used do not interact with each other. The WA Health Department has excellent guidelines for treating small areas of mould in the home and workplace, and include advice on how to deal with spills and floods too. For small areas of mould on a hard surface, the guidelines recommend that a face mask (a P2 mask for example), safety glasses/goggles and gloves are worn while dealing with a mouldy area. Door to the area should be closed to prevent mould spores spreading to other parts of the building, and windows opened if possible to provide ventilation. The air conditioning should not be run while cleaning is taking place. The mouldy area and an area 50cm around the mouldy area should be scrubbed with soapy water to remove the mould,

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then the area wiped clean with soapy water on a cloth. If staining is present than a bleach solution can be used to help remove staining and make the appearance of the areas better. The area should then be dried as best as possible to remove moisture and help prevent regrowth of the mould. Any sources of moisture should be fixed to prevent a reoccurrence of the mould growth. If carpets and curtains or other materials that are very absorbent are badly affected by mould, these often cannot be cleaned effectively, and they may need to be disposed of. Small areas of mould can be removed by machine washing for fabrics or extraction cleaning for carpets, but the staining that mould may cause can make these items unusable. Large areas of mould, or those where the water source is not known will usually require investigation by a mould specialist prior to remediation, to best establish a proper scope of works for safe and effective removal and rectification. The cleaning may need to be carried out by a specialist remediation company, usually due to the PPE required to carry out the task safely, and to prevent spread of mould spores to other parts of the hotel. These areas may also need inspection after cleaning to confirm that the remediation has been effective, especially after a sewage or other black water spill. After a spill where black water has been involved, then inspection by an Environmental Health Officer may be required before the area can be brought back in to use. Decontamination of the air conditioning system may also be required after remediation or after a large area of mould has been present, as the ducting may become contaminated. As the removal of mould can be a labour intensive and sometimes expensive process, and the presence of mould can impact greatly on guest perceptions and enjoyment of the hotel, it is best to prevent mould growth from happening in the first place. A good knowledge of the causes of mould growth – for example broken extraction fans causing steam build up in bathrooms, leaks in pipes, rising damp, condensation on cold surfaces caused by inadequate insulation – along with an easy system of reporting faults and leaks to the maintenance department when they are small so that they can be fixed quickly, go a long way to prevent mould issues from occurring.

REFERENCES: WA Health Department Guidelines for Managing Mould and Dampness Related Public Health Risks in Buildings. https:// healthywa.wa.gov.au/~/media/Files/HealthyWA/Original/ Mould%20guidelines.pdf Website: qed.com.au I Contact: admin@qed.com.au

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THE CHANGING FACE OF

engineering, construction & FM KRISTIANA GREENWOOD

Recently we caught up with Kristiana (Kris) Greenwood whom has just stepped down as Chairman of the Facility Management Association (FMA). Kris was elected as chairman in 2014, the first female ever to hold this position, and remains on the board as Immediate past chairman for the next three years. We asked Kris to reflect on how the industry has changed over the past 20 years when she found herself in FM and, at the time, a very male dominated industry.

ris reminded us that itâ€™s not just the FM industry that has changed, but also Engineering, Construction, Development and Property management. All of these industries have been very male dominated in the past and is only now seeing a positive change towards gender diversity. Whilst her reflection here is her experience, many in engineering will relate to the same past issues and challenges. The Facilities management industry has come a long way over the past 20 years, and the change has been dramatic. Dramatic change also comes with many challenges and our industry has had to adapt much faster than we have been prepared for in many cases. When I joined the industry around 23 years ago, it was very much a male dominated industry and I used to have meetings with Facility Managers in offices which were usually in the building basement. A typical appointment would have me fit a hard hat to get to the Facilities office, navigating my way around rabbit holes underground, very often so full of cigarette smoke I could hardly breath let alone find my way! The Facility Manager would have a tool belt, floor plans strewn all over the floor,

a full ashtray and post-its all over the desk. The phone had a chord connected to a plug in the wall, and if there was a computer it took up most of the desk and was also covered in post-its. In those days, the Facility Manager didnâ€™t just manage the maintenance, he actually performed it! I would often be left sitting alone in a haze of smoke to wait while he quickly rushed off to fix a tap or a blocked toilet! In those

days, compliance was not fully understood and workplace incidents were much more common. We’ve come a long way. I remember my first FMA function. I was terrified to go along to the monthly lunch, being a new member and having only been in Australia for a year or so, I didn’t have any network and was really new to the industry. I arrived at the lunch, which was held at the top of the Rialto Tower in those days, and I stood in the doorway contemplating turning around and going back down the lift! As I was considering my options suddenly there was a tap on my shoulder and a very nice gentleman asked me if he could possibly get a beer. It was understandable, I was dressed in black, as were the waiters, and was the only female in the room. It was also a sign of the time and I have to say that he was absolutely mortified when I told him that I’m sure he could get a beer, and while he was there perhaps he could get me a wine. We’ve come a long way and it’s so good to now walk into an FM function and see at least 30% of the attendees are female and that is growing and now becoming the norm. That was the past, but what of the future? Depending on what you read or who you listen to, there are obviously various views on what the future of FM and the property industry as a whole is. However, there is a consensus some key factors that will influence big change are technology and the next generation. Increased influence from women, millennials, and the older workforce will have different service requirements for the employees of today. A more mobile and flexible workforce will need to be supported in complex and varied settings. Changes are happening fast and already choice, flexibility, and collaborative working have become key considerations in workplace design. Workplace optimisation has become recognised as a driver of productivity and a tool for attracting and retaining top talent.

A value proposition shift to business productivity will move the focus from cost management to value creation. Successful suppliers will become client advisors on business productivity. It has been predicted that the market for integrated facilities management services will increase from 10% of total global outsource FM market to 14% with APAC overtaking North America as the fastest Integrated Facilities Management growth in the world by 2025. APAC will be the largest overall FM market by 2025. Whether we work in commercial buildings, residential buildings, hotels, hospitals or Aged care, we need to be open to change and keep up with the pace of it. I believe the change is positive, we are seeing far more diversity across our industries and new young thought leaders who bring fresh ideas but who have high expectations around their work environment. It is challenging, but it is progress and although we’ve come a long way we still have a long way to go.

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It has been predicted that Human and robot collaboration at work will be commonplace by 2025. We see it now but it hasn’t really hit the FM industry in a meaningful way as yet. As the generations change, so do their priorities. In today’s workforce, the millennials and Gen Z, are focused on a lifetime of learning. Future generations are looking for more freedom at work and flexible working patterns. Rather than following the old world of education, corporate career and retirement, this coming generation is looking for more flexibility and the ability to innovate. The use of technology and new business models means that service companies will need to build or acquire data analytics capabilities to complement excellence in service delivery. Future skill requirements mean that partnerships, collaboration, and Mergers and Acquisitions will become more commonplace. We see this a lot now, together with many new companies starting up in our Australian market creating more competition and driving innovation in the way we deliver to our clients.

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IT ALWAYS PAYS TO CHECK! DAVID LILLY I STEPHEN L. DOGGETT

The Editors recount their experiences in finding bed bugs in hotel rooms David’s experience: for many years now we have been educating people about the importance of checking hotel rooms for bed bugs prior to settling in for the night. However, whether by good luck or good planning, I had never found bed bugs in any of the hundreds of hotel rooms that I had stayed in over the last 15 years of both local and international travel. In fact, I’ve been so lucky (or unlucky given my research on bed bugs and that I would have appreciated some additional field specimens!), I recently boasted to colleagues that I’d not once found them in my room. Well, that was until I arrived in Christchurch, New Zealand. After a long day of travel and meetings, it was tempting to skip the usual inspection and jump straight into bed, but routine is a difficult habit to break, and so down I went for the usual check of the headboard, mattress, ensemble base, and valance, assuming my past experience would repeat yet again. Except, to my surprise, a small but healthy-looking infestation of Cimex lectularius was lying in wait! A quick call to the front desk ensured a swift and apologetic upgrade to a new room, and a reminder that… it always pays to check! Stephen’s experience: similar to David, I had not found evidence for bed bugs in any room that I had stayed in…up until recently. Now I have had two encounters over the last three years, both from Australia. In the first case, my partner Merilyn (Mel) and I, were on holidays in central Australia to the red centre. We were visiting the famous Uluru (better known as ‘Ayres Rock’ by many) and the majestic Kings Canyon. The latter being a geological marvel naturally carved into an otherwise desolate and flat landscape. Upon entering the hotel, we placed our bags in the middle of the room (bed bugs are less likely there). Mel noticed some suspicious black spotting in a crack on the bed head behind the beds (I should say that Mel works with me and has been to many bed bug infestations; she also wrote the Fact Sheet for this edition’s ‘Name This Pest!’, which appears later in the magazine). Upon further inspection, the bed head was comprised of chipboard and the crack was the join between two chipboard sheets. This join was almost black with bed bug faeces. Furthermore, the join contained vast numbers of eggs, cast skins, and dead bed bugs. Cast skins and dead bed bugs were also in a spider web under the bed. What we did not find however, were any live bed bugs. The problem I have is that I react badly to bed bugs, in fact really badly. Even if I receive a single bite from a first instar nymph, I stay awake all night scratching. There was no way I was going to stay in a room

that had evidence of bed bugs, unless I had undertaken a thorough inspection and declared the room free of the insect. However, to do this it would have been necessary to dismantle the room. Bed heads would had to have been lifted off the brackets, covers on the ensemble base ripped off, carpet edges lifted, and furniture dismantled. As I did not have permission for a detailed inspection, which normally results in some minor damage, I could have received a rather large bill for room repairs. Thus the best course of action was to take a series of photographs and head over to reception with the evidence and request a room change. Not only did I get a new room (free of any bed bug evidence), it was a spa suite…in the middle of a desert (which is sort of obscene). The second time when I found evidence for bed bugs in a hotel was when I was in Cairns in far north Queensland. I was undertaking field work for my new book, ‘World’s Weirdest Mosquitoes’. The hotel booked is very famous in the area and part of a global chain. As per usual, my luggage was placed in the middle of the room, the bed pushed away from the wall, and bed linen removed to enable an inspection. My senses were alerted by the presence of a few small black spots along one side of the mattress beading. However in itself, this was not convincing enough to suggest bed bugs. But the spotting made me search with a renewed vigour and an enhanced level of attention. Low and behold, not only was more spotting noticed but also a cast skin. Again, no live bed bugs were seen, and a thorough inspection was not possible for the reasons outlined above. Like above, another room was demanded. Perhaps the most annoying aspect about this case was that I had specified while booking the room that it was to be free of bed bugs (I was advised to do this by a lawyer in the US, who would then sue the hotel if bed bugs were present!). I even dragged the manager up to the room to show them what bed bugs and their spotting looked like. Unfortunately very few providers of accommodation in Australia (or elsewhere in the world) have procedural policies in place when it comes to bed bugs. In my opinion, this is extremely negligent, particularly as the global resurgence has now been going for two decades, and the details of the resurgence widely known, even within the hospitality industry. In Australia we have had our industry standard, A Code of Practice for the Control of Bed Bugs in Australia, in place since 2005, and a procedural and policy guide for accommodation providers was made publicly available in 2011. Both are freely available from www.bedbug.org.au. I suspect it will only be when high profile legal cases occur, as has happened in the US, before hotels become more proactive when it comes to bed bugs. Article is courtesy of Stephen Doggett whom is Manager & Senior Hospital Scientist at the Department of Medical Entomology, NSW Health Pathology

WORKSAFE BLITZ ON LADDERS

CARL SACHS I DIRECTOR OF WORKPLACE WING

ey points for hotel engineers to consider

• Is a ladder in use at your workplace?

• Is it the appropriate tool for the job?

• Is your workplace using ladders correctly? • Are the ladders inspected and in a suitable condition? The use of portable ladders is the focus of site blitzes by the workplace regulator in Victoria. Announcing the targeted blitz, Minister for Workplace Safety Jill Hennessy said,

“Too many Victorians are not making it home to their friends and families after falling from portable ladders – and dozens more have been injured. This blitz is about ensuring employers are doing the right thing by their staff.” WorkSafe, the OHS policing body published a paper outlying their expectations and blitz in September. The communication stipulates that ladders should be appropriate for the job and must be used correctly. The announcement is timely, following three deaths in Victoria this year and given that ladders are the number one cause of fatalities due to falls from heights. Launching the initiative in October, WorkSafe Executive Director Health and Safety Julie Nielsen said,

“Even a fall from a low height can have serious consequences, so it is important that employers remain vigilant in ensuring they meet all their occupational health and safety obligations.” Address these three questions, and you’ll make any one of WorkSafe’s inspectors happy.

1. IS A LADDER IN USE? IS IT THE RIGHT TOOL FOR THE JOB? Questioning whether a ladder is the right tool for the job is appropriate. The prevention of falls hierarchy say that a ladder may only be used after considering the first 4 levels of the hierarchy of control measures for fall prevention. This applies to working on ladders and the use of portable ladders for access and egress to the work area. WorkSafe’s release says “Portable ladders are one of the least stable tools for work at height and for providing access to platforms.” This means that other types of access should be explored before resorting to portable ladders for access, egress and work. Next steps to take: • Explore whether a fixed step or rung type ladder is better suited to get to the work area. • Is an alternate surface better suited to the task such as a level work platform or scaffold?

2. IS YOUR WORKPLACE USING LADDERS CORRECTLY? Portable and rung type ladders are primarily designed for access and egress. They are designed to be climbed using two hands, which means that carrying tools and equipment is misuse of the ladder. WorkSafe’s release states that,

“Users must always be able to maintain 3 points of contact”.

Theoretically, equipment should be roped up separately. This involves the worker harnessing off at the top to an anchor, securing the area below and then hoisting a rope attached to their tools and equipment. In practise, this means two workers showing up on site with bollards, ropes, anchors, harnesses, lifting gear, paperwork and lots of time. In the real world of one person hotel facilities maintenance this seldom happens. This means that a worker generally climbs a ladder with say tools or a gas bottle in one hand whilst holding on with the other. The solutions could be • Use fixed type access like step type ladders or stairways which are better suited to carrying equipment whilst maintaining attachment. Check out your plant rooms and access to the roof. • Use separate systems of hoisting equipment comprising a crane, davit or forklift if that’s feasible. The means of mitigating risks are dependent on task, frequency, worker competency, work environment, job duration and exposure to risk. A knowledge of practical risk mitigation measures, availability and cost factors is critical given commercial realities. The hotel maintenance environment is very different to a stock standard construction site, with guests coming and going!

3. ARE THE LADDERS INSPECTED AND IN A SUITABLE CONDITION? The 2013 Regulators guidance note entitled “Selection and Safe Use of Portable Ladders” is widely referenced in the blitz release. Worksafe says,

“Ladders should be regularly inspected and maintained by a competent person to make sure they are safe to use.”

Eleven different inspection items and fifteen possible defects are prescribed for maintenance inspections, in addition to the standard compliance items relating to Australian standards AS1657 and AS/NZS1892. AS1657 deals with four different generic types of fixed ladders and the AS/NZS1892 series deals with different types of portable type ladders. To comply with WorkSafe’s requirements and to establish whether the ladder condition is suitable and passes, • Inspect all of the critical items against a checklist and maintain a register against the asset number. • Tag the ladder so that it is easily identifiable as inspected and future inspection dates are clear.

THE THREE STEPS ARE THE KEY TO PRACTICAL SAFETY AND COMPLIANCE Falls from ladders are the number one cause of workplace deaths due to falls from height in Australia. Following the three steps and WorkSafe’s requirements together with AS/NZS1892 and AS1657 goes a long way towards saving lives. Together, they spell out sensible height safety rules that make it clear how workplaces can increase the safety of workers at the lowest possible cost while minimising legal liability.

ABOUT THE AUTHOR Carl Sachs is Director of Workplace Wing, the advisory arm of the Workplace Access & Safety Group. When Carl isn’t debating NATA, CodeMark and his four sons, he provides advice to the Wallabies, Workplace regulators, Government and Hotel Engineers. Sadly, the Wallabies don’t listen.

Amalgamated Property Maintenance is a FAMILY OWNED AND OPERATED business. Amalgamated Property Maintenance was established to service the Body Corporate and Repaint Industry and are the only TRUE ONE STOP SHOP for undertaking total building refurbishments with our Open Builders QBCC Licence. Although our core business is Commercial Painting, we are SPECIALISTS IN WATERPROOFING, Concrete Rectification (Concrete Cancer) and Remedial Building Repairs to name but a few. Email or call us and we will arrange a suitable time to come out and meet you or your Committee! Amalgamated Property Maintenance is well known and respected for quality work and comes highly recommended, by all major Paint Manufacturing Companies, for our success and skills in Commercial Painting, Property Maintenance and Refurbishment services. Amalgamated Property Maintenance focus’ strongly on our clients’ needs. We pride ourselves on excellence in the quality finish of our products/services and the professionalism of those we employ. Amalgamated Property Maintenance work with all the major paint manufacturers, allowing us to provide to the end user, expert technical advice, written specifications and warranties that are backed by the manufacturer. Servicing the whole of the SEQ, Amalgamated Property Maintenance have an Open Builders Licence which allows us

to undertake all building refurbishment works at any height, including waterproofing, abseiling, window and balustrade replacement to name but a few. We are committed to the accommodation industry being members of: • Accommodation Industry Preferred Supplier Programme • Australian Resident Accommodation Managers Association (ARAMA) • Australian Institute of Hotel Engineers (AIHE) • Strata Community Australian (SCA) Servicing the Body Corporate and Commercial Repaint Industries, Amalgamated Property Maintenance is the only true “ONE STOP SHOP” for undertaking total building refurbishments.

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LINEN SERVICE PAUL CREEK

The linen service is an important part of the hotel industry with the expectation of clean crisp and ironed bed linen and fluffy white towelling to match. Can you imagine checking into a hotel with crumpled linen and stained towelling?

here may always be a small laundry in-house even if only a guest emergency or general processing service. In many resorts and long stay hotels there is the option of having an onsite guest “do it yourself” laundry which is very popular. Large size hotels must have guest-linen services, including dry/ wet cleaning. The main issues are whether to fully launder in-house or to have linen supplied. Note, it may be worth reviewing the process of towel laundering on-site as it may potentially save $100,000.00 per year depending on space available, location and capital outlay prospects. The positives and negatives here will also have similarly to the full laundry decision. Towelling needs less space to process, and with a range of automation such as the Weir Towel Folders which eliminates the long laborious hours used for manual folding.

DIFFERENT LINEN SERVICE SYSTEMS There are three streams of operating laundry services. They are an internal on-premise laundry (OPL) fully staffed by the organisation; own a full functioning laundry and contract

out the staffing component; or, send all the general linen out to a commercial contractor. There are advantages and disadvantages for each method, however it is still important for management of the facility to understand the linen service process and to manage all internal and external procedures tightly otherwise high costs will be experienced. The key steps with the laundry process are delivering and collection protocols, hygienic controls, safety issues, and staff training.

IN-HOUSE AND OUTSOURCING An OPL run by each facility is a series of systems incorporating the following process. Used linen is collected from the guest rooms and transported to be sorted in the laundry where it is laundered. The flow of the linen shall ensure there is no crossover of linen between the soiled and clean areas. Once the linen is washed, it is dried, ironed and/or folded and returned to the guest areas for reuse. Each action has “best practice” steps to be more effective and reduce operating costs. There is usually a high level of automation involved.

THE ADVANTAGES OF AN OPL • Control and management of quality and stock levels on the premises. • Cost controls can be managed at the hotel. • The linen will be owned by the hotel. • Linen deliveries will be more timely and frequent without additional delivery cost. • Problems will be addressed quickly. • Laundry staff will be part of the hotel team and will “live” the overall service experience. • Staff are more likely to provide input into quality improvement initiatives. • Imprest systems can be well managed to ensure there are limited shortages. • Chemical costs can be better controlled. • Profits to contractor not needed to be paid, for example 20-30%. • A well planned laundry with the correct equipment and staffing attitude will be cost effective.

• Staff are professional in the commercial laundry setting with appropriate equipment and training. • Will supply linen requirements as required.

THE DISADVANTAGES • Suppliers may have limited access and not be able to provide cost effectiveness or availability of service. • Quality of linen may be reduced due to high chemical usage. • The commercial contractor will make profit for their own organisation, flat wash is cheap to process. • If control of stock levels is not managed, over supply will cause high costs. Staff practices with handling of linen such as overuse -or clean linen just dumped rather than placed back in stock - will not be detected by the hotel. • Use of own linen at contractor will result in higher costs as it is laundered separately. • Lost linen is factored into the supply of linen cost.

• Able to undertake special tasks for instance; curtains, cleaning equipment, shower curtains, bedspreads without extra cost.

• Industrial issues may affect delivery times.

THE DISADVANTAGES

• Inflexible when it comes to special requirements and additional costs may apply.

• High cost of laundry build dollars per m2 may be excessive. • Undertaking stock control will result in additional process work needed in the laundry.

• Breakdowns of delivery vehicles may affect delivery.

• Small workable laundry is still required for guest laundry at hotel.

• Staff are often inexperienced and management do not have time to provide appropriate training.

• The facility will still need to employ staff to collect soiled linen, distribute clean linen, ring the orders through and wash all of the personal clothing.

• Lack of laundry supervision/management experience to ensure correct linen service procedures occur.

• Regional locations will not always benefit from outsource supplies if huge distances apply.

• High cost of setting up full laundry department and subsequent operational costs will not achieve return on investment (R.O.I).

MANAGING THE CONTRACTORS

• Labour costs if laundry is not managed well could be high plus on-costs of 30%-40% including workers’ compensation risk. • Staff selection for laundry may not always be the most suited. The laundry process is a demanding role, work place assessments should be made to ensure staff are suited to the physical nature of the work. • There is not space for the full complement of equipment, for example a chest ironers or towel folding machines. • Benefits will not be achieved if high production equipment is not available. The second arrangement, which many hotels are utilising, is hiring linen in.

THE ADVANTAGES • Most labour with related on-costs are included in the external services costs. • Production costs are included in the external services costs • Costs of workers compensation are undertaken by the external supply company.

• Linen is supplied by the contractor. Although there may be arrangements for hotels to own its own high grade linen.

It is important when assessing any contractor to provide a service, all the Hotels requirements are met. The Hotel is the customer and they can request for trolleys to be parked in a certain manner, to eliminate double handling. Creek Solutions Pty Ltd, has worked with several hotels in the planning of these services and set up many distribution methods.

LAUNDRY PROCESS The processes of the laundry services as recommended in the Australian New Zealand Standard for laundry practices (AS/NZS 4146:2000) will be the basis of all laundry procedures. The main points of a linen service are the design, disinfection and general processes. A laundry design needs to comply with hygienic control issues with separate soiled and clean linen areas (or processes adapted so that no issue arises). Paul Creek consults to the aged, health and hospitality industries throughout Australia, Asia and the South Pacific. paulcreek@ creeksolutions.com.au or 0425 356 134.

ADVERTORIAL

SOMETIMES THE BEST ASSETS ARE THE ONES WE SIT ON Who would have thought that a guests experience with a toilet seat could affect your hotel?

oesn’t matter which it is, a wobbly seat that doesn’t know it’s place or a crack in the surface, both give a reason to feel genuinely disappointed when using the

toilet.

Then there is the hygiene topic, stained toilet seats, or hinge fittings that have obvious signs of dark black gunk growing on it, don’t make you rush to rest yourself on such an object for any period of time. Now there’s always a direct line to the headperson who governs hotel maintenance, with many conversations about toilet seats needing attention repeated daily. Send a tradie to

fix a badly designed, low quality toilet seat in a hospital, and watch the dollars burn. Ineffective repair to problematic issues like broken hinges or seats coming away from the toilet, are common place. Maybe the motto is, use a well know brand that’s got a good track record and make sure you can quickly get your hands on spare parts from a local source. Use your head, look for a brand with commercial history who give no less than a 10 year warranty, multiple seat and hinge options, as well as direct representation on the ground Australia wide.

seats for your senses www.pressalit.com

THIS COULD CATCH ON IN YOUR HOTEL

In a busy world where time is precious, let your guests dream, use their imagination and bring out the adventurer inside. t: 0415 425 461, au@pressalit.com

BACK OF HOUSE

January 2020

NEIL WEENINK

he solar collector panels are on the roof, the system is connected and it's a grand sight to watch the old kWh meter turning backwards! So very simple; you have to ask yourself why the heck have we dithered so long, indeed why the heck don’t all of us connect with the great fire ball in the sky? Through a DC to AC inverter, the inverter being an inverted converter, the heart of the system if you will.

waged in the US, due to Thomas Edison’s promotion of direct current for electric power distribution over alternating current advocated by Nikola Tesla. It’s a fascinating story with even the invention and first use of the Electric Chair making headlines for the protagonists. By the end of that century it was all over. Tesla’s AC plant at Niagara Falls with power stepped via the new transformer systems won the day. Hooray for Nikola Tesla!

Many years ago, and before the troubles in the foot-hills of the great Himalayas, I happened to be in an old British hotel perched high in one of the beautiful valleys in the Hindu Kush. I was The Engineer to whom the locals came for advice on just about anything - there being the belief that the engineer was some kind of witch doctor with associated mystic powers. Ho hum!

Meanwhile, back at the ranch so to say, the General Manager of the hotel was working himself up into a pint size nuke incident. He had not been told about the state of affairs here he moaned; where were all the British staff, the expertise he was accustomed to, the decent lighting and decent power supply, in short how the blah blah was he to run this apology for a 19th century 3 star coach stop?

So there I was, a couple of sizable diesels driving DC generators with the hotel just 2km down the road. Managing 110 Volts on a good day giving around 100 Volts at the business end, the system worked albeit with huge losses.

Darn good question, I said. How would it be if we all sat down for Tiffin while I begin at the beginning? Once upon a time [I said] when the birds ate lime and monkeys chewed tobacco………

The GM was not at all pleased with his new appointment in the Hindu Kush. The word was that he had been a naughty boyoh so hence the posting. Whatever, I was frequently carpeted on matters more properly in the realm of Edison and Tesla and the Battle of the Currents. Not to mention Rudolph Diesel and his infernal heat engines. How in tarnation, the GM would bellow, am I to run this apology for a 3 star hotel when the lighting is up or down and mostly down, and the stink of engine exhaust is even in my bedroom! And so forth.

And so it came about that an old copy of Kipling was found in someone’s kit by an even older Indian fellah, and as quick as you might blink the page was opened with the story of Christmas.

In truth the guests were not so unhappy. They had something to write home about, in addition to experiencing one of the most beautiful backgrounds on the planet. That is, excepting monsoons and avalanches of course. So I did my 2-years and slugged it out with Authority and head office in the US who only knew of AC/DC in the Rock form, a pun I remember being mighty proud of! Thing is that in the late 1880s there was indeed an intense ‘Battle of the Currents

Ho Ho says I, never mind where we come from, no matter about the wretched smoke, the noise and the flickering, we nearly forgot the story of Christmas! That night all the staff and all the guests sat around a huge open fire beneath a wondrous moon, with the awesome Himalayas peering over the Hindu Kush, and then wonder of wonders our General Manager began to read the beautiful words of the Christmas tale…… We were at peace. Happy Christmas all Neil Weenink

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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) Member – 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.

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PRODUCT NEWS

REGISTRATIONS OPEN FOR ARBS 2020 Visitor registration is now open for the ARBS 2020 trade exhibition, Australia’s foremost platform to connect the air conditioning, refrigeration and building services industry. ARBS 2020 will be held in Melbourne from 19-21 May 2020, at the Melbourne Convention and Exhibition Centre, and offers access to Australia’s most comprehensive display of products, innovations and services from the top HVAC&R and built environment suppliers in the southern hemisphere. Visitors will have the opportunity to connect with thought-leaders to discuss future trends, explore the latest technologies and network with the industry. Visitors can also immerse themselves in intelligent building technologies and solutions within IBTech@ARBS our newest precinct within the exhibition, dedicated to the latest smart, connected and sustainable building and property technology. A thorough schedule of events complements the exhibition including the ARBS Industry Awards, which celebrates the talent that sustains our industry. Information rich presentations will also be delivered at the highly anticipated Speaker Series and IBTech Insight Series;

a complete program of speakers which has been developed to support the industry and will be released in the coming months. Sue Falcke, ARBS Exhibition Manager said the exhibition is surpassing all previous size records in Melbourne and is shaping up to be a bumper offering. ‘ARBS is the largest HVAC&R and building services event within Australia and if there is only one event to attend this year, this is it! We encourage all within the industry to join us.’ ARBS 2020 is a must attend event for the entire industry to connect, explore and discuss what’s important in HVAC&R and building services, all amidst an

Timeless classic The all-black Nero Thermoelectric bar fridges reflect timeless longevity. From the outback motel to the hipster hangout, accommodation providers are increasingly seeking to exceed their target market’s expectations. In-room appliances subtly reflect your brand at every touch-point. To that, both managers and guests will appreciate the nod to the environment with low energy consumption and LED lighting. The lock and key, as well as the whisperquiet, non-wearing, patented, cooling system and reversible door, ensures the Nero Black range ticks all the boxes.

The adjustable shelf provides flexibility, a three-year warranty, security and a minimum temperature of five degrees, the perfect chill. With design influences reflecting the shift to contemporary classics, the Nero Black is right on trend. Available in 20, 30, 40 and 65 litre sizes

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