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The leading resource for facilities management in Australasia

Volume 6 Number 4

December 2012–February 2013

Careers in facilities management

FM’s 2012 Awards for Excellence

Official magazine of the Facility Management Association of Australia Print Post Approved 340742 00155  $9.95 inc GST

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Level 6, 313 La Trobe Street Melbourne VIC 3000 Tel: (03) 8641 6666 Fax: (03) 9640 0374 Email: info@fma.com.au Web: www.fma.com.au

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GREEN BUILDINGS – WASTE

SECURITY

Published by ABN 30 007 224 204

430 William Street Melbourne VIC 3000 Tel: (03) 9274 4200 Fax: (03) 9329 5295 Email: media@executivemedia.com.au Web: www.executivemedia.com.au Offices also in Adelaide, Brisbane & Sydney Editor: Gemma Peckham Editorial enquiries: Tel: (03) 9274 4200 Email: gemma.peckham@executivemedia.com.au Advertising enquiries: Tel: (03) 9274 4200 Email: media@executivemedia.com.au Layouts Alma McHugh Editorial contributors: Stephen Ballesty, Mark Thomson, Jeff Renaud, Caoimhin Ardren, Kristen McNicol, Mark Abernethy, Kristiana Greenwood, Nelly Applehanz, Jordan Cullis, Brian Purdey, Bridget Gardner, Ray Millers. Stock images sourced from: iStock, ThinkStock and Getty Images.

Chairman’s message

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CEO’s message Industry news

BEST PRACTICE

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Don’t waste what you can use

FLOORING

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Profitable and green: a carpet- Work on the Move maker’s tale a winner

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RESIDENTIAL

THE MODERN WORKPLACE

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Residential Breaking away facilities from assigned management desking: …the only FMA AUSTRALIA chance at a flexible and INDUSTRY AWARDS FOR EXCELLENCE 2012 sustainable workplace Shining a spotlight on FM’s high TECHNOLOGY AND achievers INNOVATION

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GREEN BUILDINGS

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Hosted software versus in-house. Healthy buildings, What will suit healthy people your business?

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22 The editor, publisher, printer and their staff and agents are not responsible for the accuracy or correctness of the text of contributions contained in this publication or for the consequences of any use made of the products, and the information referred to in this publication. The editor, publisher, printer and their staff and agents expressly disclaim all liability of whatsoever nature for any consequences arising from any errors or omissions contained in this publication whether caused to a purchaser of this publication or otherwise. The views expressed in the articles and other material published herein do not necessarily reflect the views of the editor and publisher or their staff or agents. The responsibility for the accuracy of information is that of the individual contributors and neither the publisher or editors can accept responsibility for the accuracy of information which is supplied by others. It is impossible for the publisher and editors to ensure that the advertisements and other material herein comply with the Trade Practices Act 1974 (Cth). Readers should make their own inquiries in making any decisions, and where necessary, seek professional advice.© 2012 Executive Media Pty Ltd. All rights reserved. Reproduction in whole or part, without written permission is strictly prohibited.

Meeting MINING AND REMOTE the energy LOCATIONS management challenge Significant opportunities You don’t need for facilities to move to get management in good NABERS remote mining camps

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COMPANY PROFILES 5 Magnetite 8 Smart Building Services 15 Amalgamated Pest Control 16 Rinnai Commercial 20 Rheem 24 High Performance Window Films

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27 Exergy Australia 29 Encycle Consulting 30 Source Separation Systems 32 Gerflor 36 Floor Covering Technologies Group 42 Advanced Spatial technologies

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Combining physical and logical access control on NFC- enabled BYOD smartphones

HIGHER EDUCATION

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Higher education in the FM sector

CAREERS

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Facilities management careers

ESSENTIAL SERVICES – CLEANING

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Green cleaning is coming of age

MAINTENANCE & ESSENTIAL SERVICES

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Building maintenance and effective management

44 Energy Power Systems Australia 48 ADT Security 60 Atlantis 64 Perpetual PropertyCare 67 Hays Recruitment 72 Programmed Property Services

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from the Chairman

Chairman’s message

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s I come to the end of my term as Chairman of the Facility Management Association of Australia, I have the opportunity to reflect on some of the great work undertaken by the association during my tenure. The past three years have been exciting, challenging and, most of all, thought-provoking. During this period I have been honoured to lead the organisation through a range of extraordinary legislative and economic events and an overall complex time. With the assistance of my fellow directors, the Board has tackled substantial external operating environmental challenges, including the introduction of the carbon price, the global financial crisis and a contraction of government funding. Despite this, on both a local and global level much has been achieved. FMA Australia has been an active partner in the rejuvenation of Global FM: the worldwide alliance of memberbased FM organisations. Primarily, Australia has driven some of the fundamental reforms that have seen Global FM grow in strength and relevance, including the implementation of focused action plans and a restructured operating model that is now delivering real benefits to Australia. At a local level, we recognised the need for the industry to be better informed on a range of technical and operational areas within FM, and, as such, have undertaken a range of new and interesting research projects, often in partnership with either private or government organisations. This has resulted in the launch of a number of hallmark publications including The FM Good Practice Guide for Multi-Unit Residential, the 2012 Salary Survey, and the Operational Guide to Sustainable Facilities Management. These publications have set clear industry benchmarks and guidelines and are defining the information parameters from which the industry can continue to build. The pleasingly steady uptake of FMA Australia’s Diploma of Facilities Management also reflects a strong trend within the industry

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for a more cohesive and professional structure to underpin what is fundamentally a highly diverse industry. Developing skilled and qualified facilities managers with strong and well-defined career paths, who have significant opportunities, will continue to raise people’s awareness of – and help define – facilities management as a recognised profession that also attracts other professionals to the industry. It is with a renewed sense of direction and commitment that FMA Australia has set a strong foundation for the development of the industry moving forward, and it is clearly demonstrating its value to members. There are numerous challenges and opportunities ahead for FM, which the association is ready to address, and I anticipate great things for the industry in 2013. One significant measure of this is the FM Industry Awards for Excellence. My congratulations go to all of this year’s winners, and those who were highly commended, who in their quest for innovation and improvement help push all of us to greater things. In looking to the future of the industry, I was particularly delighted to see such strong nominations for Young Achiever of the Year. It is truly inspiring to have such capable, enthusiastic and creative people driving the industry forward and challenging us to constantly do better. I would like to thank our members, strategic partners, as well as our sponsors and industry stakeholders for helping to develop facilities management in Australia, and the association as the peak industry body. Best wishes for the festive season and I wish you all a safe and happy 2013.

Steve Taylor Chairman, FMA Australia

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from the CEO

CEO’s Message

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elcome to the December edition of Facility Perspectives. As the year comes to a close, there is no better time to reflect on recent achievements. An annual highlight is always the FM Industry Awards for Excellence Gala Dinner, where we have the chance to celebrate and recognise those who strive for excellence in innovation and practice in FM. The evening is a landmark that clearly demonstrates how the industry is growing in strength and maturity, and I would like to congratulate all of this year’s finalists and winners, who have shown such commitment and dedication within their areas of expertise. The Hon. Mark Dreyfus QC MP, Cabinet Secretary and Parliamentary Secretary for Climate Change and Energy Efficiency, presented the prestigious Facilities Manager of the Year award to Brad Collins from the Cromwell Property Group. Brad’s longstanding commitment to facilities management made him an ideal candidate for this prestigious award. Thanks also go to our sponsors whose support was vital in making the 2012 FM Industry Awards for Excellence such a success: 33 Atlantis 33 Programmed Facility Management 33 DTZ, a UGL company 33 Dyson Airblade 33 Express Glass 33 GJK Facility Services 33 Jones Lang LaSalle. I would also like to thank Neil Wood, 2011 Facilities Manager of Year, for his generous recognition of the Young Achiever of the Year. On behalf of our Corporate Charity Partner Whitelion/Open Family, congratulations to the winner of the return trip to Europe prize draw, courtesy of Singapore Airlines. For more information about Whitelion/Open Family, visit www.whitelion.asn.au. A full list of Award finalists and winners can be found on page 12. You’ll get a great feel for the colour and vibrancy of the evening from the array of photos on the flysheet of this edition of Facility Perspectives. The Good Practice Guide on Residential Facilities Management, designed to support facilities managers in the operational management of residential facilities, was released in September and has since attracted substantial positive feedback and been well received by those within the FM space. A limited number of hard copies are available to members, while non-members are invited to purchase this excellent reference material.

Similarly, the 2012 Facilities Management Salary Survey Summary Report, undertaken in partnership with Judd Farris, was launched last month. It is the first industry-specific salary survey in six years, and is by far the most comprehensive undertaken in relation to FM. Using some 30,000 pieces of data, it has allowed FMA Australia and Judd Farris to bring a comprehensive set of metrics to the industry, and has provided significant insight into remuneration, qualifications and other key demographics within the industry. It is an important tool for understanding the landscape of employment-related issues in FM. The call for papers for ideaction2013 – the Facilities Management National Conference and Exhibition – has now been launched. For information, visit www.ideaction13.com.au. To be held in Hobart from 26-29 May 2013, the theme for the conference is ‘building information for the future’; a vastly important topic given the landscape of digital building information modelling and the significant changes to mobile information technology. I have also recently completed the branch annual general meetings. For those of you who were able to join me throughout late September and October at those meetings, you would have heard the latest on the activities undertaken by national office, while the presentation is now available at www.fma.com.au. An important function of these meetings is for the newly nominated members to commence their service on the committee. I would like to thank both new and current committee members for their commitment to the development of the industry, and I look forward to working closely with the branch committees and Chairs over the coming 12 months. The Diploma of Facilities Management continues to grow in participation, with an increasing number of professionals of all ages engaging in this educational pursuit. I am expecting that the first of our graduates will complete the course prior to the end of the year, and I am eager to seek their feedback in ensuring that the course continues to fulfil the needs of the industry and individuals in developing highly skilled and qualified facilities managers. Finally, I would like to thank all members, sponsors and supporters for their commitment to FM, and I look forward to a very full and exciting program as we move into the New Year. I trust you will all have an enjoyable and fulfilling festive season. Best wishes for 2013.

Nicholas Burt Chief Executive Officer, FMA Australia

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news

Industry news International facilities management standards

New ISO standard for designing ultra-efficient homes

As part of its participation in the development of international standards for facilities management, Australia has established a formal mirror committee, with FMA Australia CEO, Nicholas Burt, elected as the committee chair. Coordinated by Standards Australia, the mirror committee is responsible for establishing the Australian position in the deliberations, and for electing delegates to attend the discussions (the most recent of which was held in November in Berlin).

A new ISO International Standard gives a framework for taking into consideration the design process in buildings that will lead to greater energy efficiency and lower energy bills. ISO 13153:2012, ‘Framework of the design process for energy-saving single-family residential and small commercial buildings’, will help designers to evaluate the energy-saving effectiveness of the elemental technology options at different stages of the design process.

New standards for ventilation and air conditioning Industry partnership for energy efficient lighting Jones Lang LaSalle and Royal Philips Electronics have entered into a partnership agreement to deliver energy-efficient lighting and energy management solutions to all Jones Lang LaSalle clients. The global agreement starts in Asia Pacific, and will be scaled up to cover the Americas, Europe, the Middle East and Africa.

Phase 1 of My Skills now available Students and employers will be able to use the Australian Government’s new My Skills website to find information on around 5000 training organisations, including many relating to facilities management. For more information, please visit www.myskills.gov.au

In association with various industry partner organisations, Standards Australia has developed a new suite of standards within AS1668 – ‘The use of ventilation and air conditioning in buildings’. The new standards relate to mechanical and natural ventilation respectively, and have been prepared for consideration by the Australian Building Codes Board for adoption to the National Construction Code 2013. FMA Australia has been an active participant in these standards, represented by Graham Howe from Penrith City Council; one of many such representatives working to further the interests of the Association, its members and the wider facilities management industry.

Tackling indoor climate change New staff at FMA Australia National Office Over the last two months, FMA Australia has welcomed two new staff members to join the growing team at National Office in Melbourne. Dulcinea Fox comes onboard as an organisational executive assistant. Cathy Hosking joins the team as National Events Advisor, with Tracey Savage now on maternity leave.

University of Sydney researchers will be looking for ways to slash one of the world’s biggest single sources of energy consumption – the heating and cooling of buildings – at a new state-of-the-art laboratory. The unique Indoor Environment Quality (IEQ) Laboratory will allow architectural and engineering researchers, as well as the construction and development industries, to test the relationships between design, internal comfort and energy efficiency.

UGL rebrands its property services business UGL’s property services business, comprising UGL Services and DTZ, is now united under a single global brand: DTZ, a UGL company. The acquisition of global real estate services company DTZ in December 2011 has ensured that UGL’s property services business is now one of the world’s largest integrated end-to-end providers of property services, with annual revenue of $2 billion.

Global FM in San Antonio, Texas In furthering the international links of FMA Australia, FMA Life Member Duncan Waddell, with the support of CEO Nicholas Burt, attended the Annual General meeting of Global FM, the worldwide alliance of member-centred facilities management organisations, providing leadership in the advancement of the FM profession. Involvement with Global FM helps FMA Australia build and maintain its various multilateral partnerships with similar organisations from around the world.

Free TV and computer recycling scheme for Victoria Senator Don Farrell, Parliamentary Secretary for Sustainability and Urban Water, has launched a free television and computer recycling service in Melbourne, as part of the National Television and Computer Recycling Scheme. The Scheme helps to prevent hazardous materials – including lead, mercury and zinc – from entering the environment, and to increase the recovery and reuse of valuable non-renewable resources, including gold and other precious metals.

New Disaster Research Centre Disaster affects lives, social cohesion and business, while its ripple effects can carry a huge impact across continents, especially financially. With the growing rate of disasters around the globe, the new Disaster Research Centre at Flinders University is at the forefront of researching disaster and how to minimise its impact.

Tenant’s Guide to Green Leases and the Green Lease Handbook

FMA Australia becomes a Sector Partner for Green Cities 2013

Developed as part of the National Strategy on Energy Efficiency, the key objective of the Tenant’s Guide to Green Leases is to raise awareness of the importance and benefits of using green leases from a tenant’s perspective. The Green Lease Handbook is a practice guide for lawyers acting for landlords or tenants seeking to incorporate green provisions into commercial leases. For more information visit www.climatechange.gov.au.

FMA Australia will again be a Sector Partner for the Green Cities conference and expo – Australia’s largest sustainable built environment event. Green Cities returns to Sydney, bringing together the nation’s top sustainability professionals for three days of inspirational dialogue, innovative thinking and paradigm-shifting collaboration. Green Cities 2013 will be held from 6–7 March 2013 in Sydney.

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company profile

company profile

Hear the NOISE in heritage windows? Perth’s CBD heritage refurbishments called for ‘fully-restored heritage buildings with the latest in commercial green design’.

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SIS, workplace transformation specialists, managed the project fit out, working closely with leading interior architects IA Group.

Challenge Retaining the windows was a priority and a quandary, given the assessment by Gabriel Acoustics: ‘Existing windows are poorly sealed... significant acoustic leakage... AS/NZS will require secondary glazing inside the existing glazing’.

Works Magnetite’s Graham Gaunt ‘... installed optical-grade acrylic glazing, creating an air cavity up to 100mm, in 134 windows. The windows are all magnetically sealed, so they are removable’. Thermal performance also improved. ‘It’s a buzz creating building efficiency.’

Dollars and Sense ISIS’ project manager Michael Foreman commented: ‘Magnetite was approached for an acoustic glazing solution. Advice and service has been excellent. After-hours work was cleanly, safely and efficiently performed. The result blends with the existing building fabric seamlessly’.

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Noise reduced by up to14dB, improving work conditions for staff. For old buildings, these are impressive results, creating a more efficient work environment. 10dB (A) equates to around 50 per cent noise reduction. Independent tests at the National Acoustic Laboratory show Magnetite achieves up to 70 per cent noise reduction through existing windows.

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best practice

Work on the Move a winner! BY STEPHEN BALLESTY, CFM, IMMEDIATE PAST CHAIR, IFMA FOUNDATION RIDER LEVETT BUCKNALL, SYDNEY The IFMA Foundation’s 2011 book Work on the Move: driving strategy and change in workplaces has been awarded the International Facility Management Association’s 2012 Distinguished Author Award. This was presented at the IFMA Awards of Excellence on 2 November 2012 at the World Workplace Conference and Expo in San Antonio, United States.

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ork on the Move was conceived and edited by Diane Coles Levine, IFMA Foundation Trustee and Director of Workplace Solutions for SCAN Health Plan, along with Nancy Johnson Sanquist, IFMA Fellow, and VP of Manhattan Software. Both are based in Los Angeles. According to Jeff Tafel, IFMA Foundation Executive Director, ‘this award honours an amazing team of volunteers who have raised the bar through their contributions to the advancement of the facilities management (FM) profession across the globe.’ Work on the Move was the collaborative effort of 22 authors from six countries, including Laurie Aznavoorian from Geyer, and

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myself from Australia. Our team of authors included leading experts in strategies for both the virtual and physical workplace. The book examines the forces driving workplace change and its effects on facility professionals, providing tools that will allow them to become more strategic leaders in the ongoing workplace revolution to enable their organisations to be more competitive. ‘The world of work is changing, and so too is the nature of the office. The function, design, and the location of the workplace have undergone a major transformation in recent years, and the process is continuing,’ said chapter four author Pat Turnbull, IFMA Fellow and President of Kayhan International in Chicago. ‘The fantastic reception and recognition of this book underscores the market readiness for all organisations globally to start thinking differently about the workplace and creating workplace strategies that align fully with the business and, most importantly, their people!’ added chapter 10 author Kate North, VP of e-work.com in Austin, Texas. Business leaders are constantly challenged with delivering greater value more efficiently. Right-sizing the workplace, technology empowerment, increasing productivity and employee engagement are pressing issues. FM is focused on the integration of people and processes of an organisation within its physical spaces, technology and budget, along with the allocation and interrelationship of these resources over time. Work on the Move was created to assist facilities managers to better understand and optimise the future of the workplace for large, mid-size and small organisations alike. This book examines the forces driving workplace change and its strategic impact on FM. It provides practical tools to show you how to take the driver’s seat, become more strategic, and lead change in the workplace. Work on the Move includes forward-looking case studies from around the world, and provides practical tools that facilities professionals can use to take workplace strategies from an idea stage, to implementation, to measuring their success. This book draws on experience from across the FM world, broadening the

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best practice

body of knowledge and seeking answers to questions like: why are some countries more advanced in workplace strategy than others? What can we learn from them? How do we prepare for workplace trends? What are the best practices in workplace strategy? How is FM technology changing to meet new workplace demands? How do we design space for mobility and flexibility? What will the office of the future look like? How does culture play a role in the office? What is the future role of FM? Getting the attention of senior management and making your case for the allocation-critical resources is a challenge. This book provides guidance on how to promote your ideas to management. There are examples throughout the book to take with you to meetings and drive ideas. Global best practices are showcased, with some awardwinning case studies in workplace strategy that demonstrate that FM is the foremost contributor to a more cost-effective, productive and sustainable workplace. This book is not intended to be read in sequential chapter order; rather, you can start wherever suits your next workplace project and the issues facing your organisation. To help you manoeuvre through the book, there is a Roadmap, which is intended as a quick reference guide for you to follow to pinpoint exactly where you need to be in the first instance for help on specific issues. If this does not work, then try the following Chapter Tweets – brief descriptions of what you will find in each chapter. If you are still lost, then try the next section – the Troubleshooters’ Guide, allowing you to navigate through, regardless of whether you: 33 are new to workplace strategy 33 are in the formative stages of workplace strategy 33 are having issues with an existing workplace strategy 33 already have a good workplace strategy, and are just interested in future trends. The information provided in each chapter, including insights, charts, graphs, pictures and case studies, can be used for management presentations to HR, IT, CRE, finance and others to explain workplace strategy, team roles, ideas and more. ‘Like the changing nature of work in and out of the office, Work on the Move was created in a collaborative, virtual work environment over a nine-month period,’ said Diane Coles Levine. ‘The global team of authors from six different countries never actually met face-to-face, proving that this new way of working can really be effective. We paired authors from different continents who were literally strangers meeting for the first time, collaborating using technology like Skype, Wiggio, et cetera. The initial in-person meeting was at the launch of the book at IFMA’s World Workplace conference in Phoenix in 2011. Nance and I still haven’t physically met several of the authors, but we continue the dialogue about the future of work through our LinkedIn group, called “Work on the Move”.’

The most popular and widely distributed publication by the IFMA Foundation, Work on the Move also led to the creation of a multiday ‘Workplace Strategy Summit’, held in September 2012 on the campus of Cornell University in Ithaca, New York. The Summit united facilities management professionals with the leading academic researchers and thought-leaders on workplace strategy. Together they explored workplace effectiveness, the nature of collaborative work, and the organisational, lifestyle and infrastructure changes that will impact the workplace of the future.

Work on the Move is available in a number of formats: printed and electronic from the IFMA Bookstore at www.ifma.org, for the Kindle e-reader at www.amazon.com, and for the Nook e-reader at www.bn.com. Stephen Ballesty, CFM, Immediate Past Chair, IFMA Foundation, Rider Levett Bucknall, Sydney stephen.ballesty@au.rlb.com

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company profile

Expert energy management solutions Smart Building Services Pty Ltd (SBS) is an expert energy management solutions provider that offers metering network design, data collection and unique online software solutions and utility-grade hardware.

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ince 2005, SBS has developed and commercialised innovative technology solutions to cater for the dynamic needs of the utility services, including: 3 Advanced industrial and commercial metering solutions for multi utility services 3 Green Star, NABERS and NGERS information visualisation 3 Real-time Smart Grid Energy visualisation including in-home displays 3 Online energy, water, air-conditioning, heat, liquid fuels and gas management Our most recent projects involve provision of systems to Westfield, Rio Tinto and City of Sydney.

NMI pattern approved meters As of 1 January 2013, any electricity meter used for billing of electricity must be National Measurements Institute (NMI) pattern approved. From this date, it will be a criminal offence to use a nonpattern approved electricity meter for billing. SBS stock a full range of EDMI NMI Pattern Approved Electronic Meters and are the official Australian Agent for EDMI Electricity Meters and also Kamstrup Ultrasonic Water Meters, Heat Meters and Gas Compensator Calculators. It is important to note that our systems are likely to be one of the few legal solutions for metering via Modbus on a BMS as the vast majority of panel meters in the market are not NMI Pattern Approved.

EDMI meters SBS uses EDMI Electronic Meters as its measurement platform for its utility services. All meters are individually calibrated against traceable standards and come complete with individual NATA endorsed calibration certificates. In regards to data collection, the following characteristics (although not limited to) set these meters apart from the rest of the market: 3 Holds up to 24 years of 30 minute data (load profile) 3 Holds up to eight (8) rates of tariff data 3 Displays total for current period (kWhrs, VARhrs, power factor) 3 Maximum demand

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No back-end PC or other device needed to log data Electronic Flag Alarms (EFAs) designed for meter integrity Voltage sage/swell logs Power quality parameters Communication logs.

Multi-utility end-to-end metering solutions Being one of the very few sub-metering providers that provide multiutility solutions, our end-to-end solutions unify all utility services (electricity, water and gas) into the one system. We also look at the whole picture in our design and implementation of our customised solutions and offer the following services as part of our customised solutions: 3 Meter system design and consultancy 3 Provision of utility grade meters 3 Commissioning (hardware and software) 3 Integration of meter reading system to existing BMS if required 3 Remote data retrieval 3 Data validation and export 3 Export of data 3 Customised client software solutions 3 Billing services

Specialised AMR system We specialise in the provision of systems that are timely, accurate and cost-effective. Our Automatic Meter Reading (AMR) systems allow remote data retrieval via: 3 Ethernet 3 GSM/GPRS/3G 3 Push GPRS

Data guarantee We are so confident that our data collection systems will work first time every time, we guarantee the integrity of the data if we have designed, installed and commissioned the metering system. This is our data guarantee to all of our clients.

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Multi-Unit Residential

Good Practice Guide

Multi-Unit Residential

Facilities Management



Electronic Download from www.fma.com.au

Out now! Facilities Management Strata Legislation Stakeholders Sustainability Energy Water Waste Maintenance Planning Essential Services Record Keeping Dangerous Goods Hazardous Materials Health & Amenity Indoor Air Quality Noise and Acoustics Security Access Management Traffic Management Emergency Management Contract Management Procurement and much more!

Hard copy Hard copies of the Guide can be purchased for $49.95 (inc GST) by contacting FMA Australia on 03 8641 6666, via email on info@fma.com.au or download the purchase form from www.fma.com.au.

Free member copy A limited number of printed copies are available free of charge to General Members, courtesy of Facility Management Victoria Pty Ltd. To obtain your free copy contact FMA Australia on 03 8641 6666, via email on info@fma.com.au or download the purchase form from www.fma.com.au

FACILITY MANAGEMENT VICTORIA PTY LTD

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residential

Residential facilities management With a growing number of Australians living in apartments, townhouses and other types of multi-unit residential facilities, the role of the facilities manager is becoming increasingly important. The recently released FM Good Practice Guide for Multi-Unit Residential is helping to drive progress in this area.

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ver the next five years, multi-unit residential apartment construction is forecast to surge. The growing trend for Australians to seek higher-density living instead of traditional single-unit housing stems from a range of factors, including a preference for inner-city living, escalation in residential land values, and declining average household sizes. Multi-unit residential facilities cover a range of property types and construction styles, from high-rise apartments with units stacked horizontally and vertically, to low-rise villa-style complexes with units clustered around central features. Each type has its own unique features, challenges and opportunities, not least for the facilities manager. A common theme is that they all involve a number of individual property owners sharing in the decision-making regarding management, maintenance and operation of common property and shared services, which introduces a different element of complexity to the management of each facility. A number of factors make multi-unit residential different from other types of buildings, such as commercial office facilities: 33 it is someone’s home (every hour of every day) 33 different types of emotions are involved 33 different priorities (for example, the need for continuous hot water). Owners’ corporations, or bodies corporate, are created to manage and maintain the common or shared property created when properties are strata-titled or subdivided. All lot owners automatically become a member of the owners’ corporation or body corporate, and it is this body that engages the facilities manager.

As with other types of facilities, a residential facilities manager may be employed directly as an employee, or they may be engaged as a contracted service provider to deliver one or more, or all, facility services. The residential facilities manager works closely with the strata manager and property manager and, in some circumstances (particularly with smaller properties), may in fact be one person with multiple roles. In its role as the peak national industry body for facilities management, FMA Australia is now developing a series of good practice guides, with the first of these recently launched in Melbourne. The FM Good Practice Guide for Multi-Unit Residential provides an overview of facilities management in multi-unit residential buildings, focusing on common areas and shared services. Developed with funding from the Hi-RES program coordinated by the City of Melbourne, the purpose of this national guide is to provide a common understanding of issues and good practice requirements, helping to bridge knowledge gaps between the various stakeholders involved in the development, construction, operations, maintenance, management and administration of multi-unit residential buildings. Forming part of a series of good practice guides, this publication covers all key areas relevant to those involved with facilities management activities within multi-unit residential facilities, regardless of size, complexity or location.

For more information visit www.fma.com.au.

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FM Industry Awards for Excellence 2012

Shining a spotlight on FM’s high achievers

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he 2012 FM Industry Awards for Excellence were held at a stunning gala event at the Grand Hyatt Melbourne on 22 November 2012. In what has become the industry night of nights, nominees and guests were able to celebrate a year of outstanding achievement, while enjoying great food and entertainment. With a record number of entries the following are the winners and highly commended for 2012:

Facilities Manager of the Year

Consultant of the Year Kingfisher Recruitment Established in 2005, Kingfisher Recruitment is a professional recruitment organisation specialising in the built environment. Driven by their customers and a progressive approach to doing business, Kingfisher Recruitment provides leading organisations with access to high-level recruitment advice and quality candidates. With a dynamic, enthusiastic and motivated team of recruitment consultants, Kingfisher Recruitment staff members consider themselves not as sales people, but as being committed long-term to recruitment in the built environment.

Brad Collins, Cromwell Property Group Brad is a facilities management professional who has 17 years’ experience with a diverse range of assets. In his role as National Facilities Manager for Cromwell, Brad oversees a portfolio of 28 assets worth $2.4 billion, and a team of 14. His building services technical expertise and knowledge of sustainability management have resulted in several accolades for his employer. Brad is also Branch Chairman of the FMA Australia Queensland Branch, and is closely involved with other member associations.

Finalists: 33 Kelli Jansz, Jones Lang LaSalle 33 Michael Barlow, Five D Holdings Pty Ltd (Highly Commended)

Young Achiever of the Year Proudly supported by

Finalist: 33 Telstra 2012 Corporate Environment Reporting (Jones Lang

LaSalle)

Contribution to Energy Efficiency 275 Kent Street (Mirvac) The Mirvac Engineering and Operations Team at 275 Kent Street, Westpac Place, led by Senior Engineering and Operations Manager Peter O’Reilly, achieved a 15 per cent overall energy reduction between April 2011 and March 2012. Delivered as part of a collaborative project that involved the engagement of contractors and tenants, the team members have been key contributors to leading innovations in the industry, including developing and trialling of new control strategies, which have been filtered through the Mirvac portfolio.

Finalists: 33 Mirvac Portfolio 33 Westfield – Building Service Energy Integration Project

Glen Cooper, Leighton Contractors – Services Division Glenn Cooper is responsible for facilities management of CitiPower’s and Powercor’s sites in Western Victoria. Glenn works closely with the client’s Asset Manager at each site, and ensures the delivery of efficient facility maintenance, essential services, lifecycle management, project management and minor works. A key focus of this work is delivering the works scope in line with both the client’s and Leighton Contractors’ safety policies and procedures. Glenn’s work enables the client to deliver reliable electricity distribution services.

Finalists: 33 Jack Gardner, Knight Frank Australia Pty Ltd 33 Matthew Brancato, Jones Lang LaSalle Telstra Account (Highly

Commended) With thanks to Neil Wood, 2011 Facilities Manager of the Year, for his generous $500 prize donation for the 2012 Young Achiever of the Year.

12

(Controlworks)

Impact on Organisation and Workplace Spotless Managed Services – Housing NSW Contract Spotless Managed Services – Housing New South Wales Contract has been conceptualised and based on a collaborative/partnership approach that specifically supports the employment of local, small to medium-sized enterprises. The Works Management IT Software System that has been developed for the contract continues to be the nucleus of their success, as it processes approximately 800–1000 works orders per day for Housing New South Wales, distributing them to more than 250 different sub-contractors across multiple geographic regions.

Finalist: 33 Worksmart@420 George (Jones Lang LaSalle)

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FM Industry Awards for Excellence 2012

In-House Client Team of the Year

Industry Innovation

Proudly supported by

Proudly supported by

Commonwealth Bank of Australia The Commonwealth Bank Group is Australia’s leading provider of integrated financial services. The Property team’s service offering is aligned to our Group’s vision and continues to positively impact the Group, its culture and its customers. Since Property was first insourced, its delivery of service excellence and innovation has seen their internal service offering continue to grow. This year, their strong internal brand is seeing the team expand to commence supporting the group’s international operations.

1200 Buildings Program – Environmental Upgrade Finance (EUA) The 1200 Buildings Program was launched by the Lord Mayor Robert Doyle in March 2010 and aims to catalyse and support the retrofit of 1200 commercial buildings in the municipality of Melbourne. The program is innovative, as it is the largest program of its kind in Australia and offers building owners access to finance through a new finance mechanism: environmental upgrade agreements, designed to encourage retrofit activity in a financially constrained environment.

Finalists:

Finalists:

33 Cromwell Property Group 33 Glen Eira City Council’s Building Asset Management Sub

33 Innovation in Technology (FM Innovations) (Special

Committee

Commendation) 33 JLL FM Service Delivery Model (Jones Lang LaSalle)

Cross-platform mobile support Concept Evolution™ Facilities Management Software: ● ● ● ● ● ●

Web-based Easy to use Functionality rich Scalable Self-service portals Cross-platform mobile

Let us help change your world. T:+61 (0) 2 6241 7853 info@fsifm.com.au www.fsifm.com.au

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FM Industry Awards for Excellence 2012

Service Provider of the Year Proudly supported by

Thanks to all our Partners for their valuable support: Principal Partner

Department of Customs and Border Protection Account Team (Jones Lang LaSalle) In the first year of taking over the Customs and Border Protection account, the Jones Lang LaSalle team has added significant value. Following a smooth transition, the team has implemented a rigorous supplier qualification process to better leverage vendor relationships for the Department. The facilities management team is aligned with the Department’s overall objectives and has delivered $1.5 million in cost avoidance or savings during the first 12 months, and achieved an average customer satisfaction score of 4.5 out of a possible 5.0.

Finalists:

Major Partner

Corporate Charity Partner

33 Provision of Property Services to the City of Sydney (Brookfield

Multiplex Services) 33 Western Power (Leighton Contractors – Services Division)

Sustainability and Environmental Impact Proudly supported by

Prize Draw with thanks to

Water Efficiency – Perth District Court (Brookfield Multiplex Services) Brookfield Multiplex Services has worked in collaboration with the Western Liberty Group, the Department of the Attorney General, the Water Corporation and other relevant stakeholders to revisit all aspects of water usage at the Perth District Courts. This is in order to identify a range of initiatives to deliver the most efficient, sustainable water usage strategy. Since 2009, water consumption for the Court has fallen by 26 per cent, from 23,313kL per annum to 17,169kL per annum.

Event images Images from the awards gala can be viewed on the official FMA Australia Flickr account by visiting: www.flickr.com/people/fmaaustralia

Finalists: 33 Environmental Reporting System/Emma Buick (DTZ, a UGL

Company) 33 Telstra 2012 Corporate Environment Reporting (Jones Lang

LaSalle)

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company profile

Pest control for peace of mind

A

malgamated Pest Control has been providing effective commercial pest control services to some of Australia’s largest and best-known companies for over 89 years, and with good reason. We understand the importance of managing your business systems to ensure you have an effective pest control strategy in place, and how to implement these and protect your brand. With an Australia-wide network of over 500 trained professionals, Amalgamated Pest Control is fully certified and a quality assured company to ISO9001*. Our pest control technicians are fully licensed to Australian standards and qualified in accordance with AS4349.3 and AS3660 series and other relevant codes of practice. Amalgamated Pest Control can also provide specialist support for compliance systems including AQIS, HACCP, SQF2000 and BRC. We provide an online reporting system so you can manage all of your sites via one easy-to-use portal, allowing you to gain visibility against your pre-defined goals and KPIs. We can also accommodate

centralised billing and accounts for easy accounting. Amalgamated Pest Control provides 100 per cent Australianowned all year round protection for your business with local knowledge and trusted expertise in pest control. Engaging Amalgamated Pest Control on your team is the best business decision you’ll make this year, to give you peace of mind in your business with a complete pest management solution. *LIC. NUMBER 20755.

National Coverage ✔ Online Reporting ✔ Quality Assurance ✔ Having the right partner in business not only makes you more successful, it will make your tasks easier, allowing you to get on and do what you do best.

Contact Rod McLeod today on 1300 862 139.

Quality ISO 9001

.COM.AU

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company profile

Quality and innovation in hot water Rinnai Australia expands the range of commercial water heating solutions with the development of a new product – the HEX250, reflecting Rinnai Australia’s global commitment to quality and innovation.

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his is a great addition to the already expansive range of hot water, warm water and solar pre-heat products that Rinnai currently offers. A key feature of the HEX250 is the use of stainless steel throughout the parts in contact with the consumable water. The concept of the HEX250 is straightforward. The water in the tank is heated by an external heat source, usually the HD200. Heated water is stored within the tank and this energy is transferred through the heat exchange coils, heating the consumable hot water to deliver the desired outlet temperature. This separates the consumable hot water from the heat source, helping to manage water quality issues and prolong the unit’s service life. The heavily insulated, 250-litre tank is manufactured in 444-grade stainless steel, while 316 grade stainless steel is used to manufacture the coil and the 32-millimetre headers. An industrial float valve is used to control the level of the water within the tank as it is a non-pressurised system, as demonstrated in the image below. HEX250 systems are built in modules, using the dedicated Heavy Duty Continuous Flow water heater as the standard heat source. Rinnai Heavy Duty Water Heaters are very reliable, with a thermal efficiency over 81 per cent. The heat source is available in modules of one, two or three water heaters with the option of internal or external models.

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The HEX250 system will deliver a constant output temperature of 60 degrees Celsius. To further enhance the efficiency of the HEX250 system, Rinnai has utilised an innovative control system that adjusts the temperature of the heated water to reflect the consumable water demand. It does this with an accurate temperature sensor, therefore reducing the amount of start ups each Continuous Flow unit has to complete. The water heaters have modulating burners, which match the output of the heater to the hot water demand. The reduction in start-ups prolongs the life of the heat source and reduces the start-up gas consumption. Rinnai has adopted a modular approach: HEX250 tanks, pump kits and manifolded Heavy Duty Water Heaters are packaged separately for easy handling and positioning on site. Rinnai’s commercial team can design a solution utilising the HEX250 to meet your needs, whatever the criteria. Complete systems can be assembled and skid mounted in Rinnai’s state-of-the-art South Australian factory using the same modular approach offering easy transportation and installation into position. Skid mounted systems require minor fit-off of electrical, cold, hot, return and gas connections before operation. Supplied by Stuart Lawrence. Contact Rinnai commercial for further information on 1300 555 545.

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State of the Art Technology >> Commercial Hot Water Solutions Experts in Pre Engineered Hot Water Plant Delivery Rinnai Commerical are experts in design and construction of Hot Water and Heating Plants. Let us help you with your next project. Our designs include the full spectrum of options including Hot Water, Warm Water, Solar Pre-heat and multi functional BMS Controls. Our systems are built off site to save time and money for both you and your client. • Minimal plant room variations • Lower construction costs • No need for installation manuals • No time wasted on site explaining how to • Costly labour transferred off site In addition, our Commercial hot water systems are widely used throughout schools and government buildings, apartment towers, office buildings, sporting facilities as well as hotels and commercial kitchens. Don’t leave your project to chance, a Rinnai designed and built system will work.

Built off site >> Save time and money >>

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For further information or to arrange on-site assistance, call Rinnai Commercial on 1300 555 545

11/8/12 4:42 PM


green buildings

Healthy buildings, healthy people BY MARK THOMSON, CORPORATE SUSTAINABILITY PRINCIPAL OF THE SCHIAVELLO GROUP OF COMPANIES From the plague houses of the 16th century to the ‘sick’ buildings of the 1980s, where we live and work has always had an impact on human health. While the way that buildings are designed, and the materials and methods used to construct and operate them, have been high on the green agenda for some time, the consequences for human health have been less prominent.

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his raises the question: why haven’t ‘healthy’ buildings received the same recognition as ‘green’ buildings? When this question was posed recently at the Healthy Buildings 2012 conference in Brisbane, lively debate ensued. ‘It’s true that the original genesis of Green Star was about “saving the planet”,’ says the Green Building Council of Australia’s Executive Director of Green Star, Andrew Aitken. ‘While this has shifted in recent years, and we are now more focused on the “people” aspect of buildings and communities, we tend to see reports about energy and water savings in green buildings, but less information about the benefits for people.’ A number of environmental assessment tools exist for green buildings, including Green Star, which rates buildings and communities at the design and construction phase, and NABERS, which assesses buildings at the operational phase. Both assess indoor environment quality, while a Green Star rating tool to assess the operational performance of existing buildings is also in development. ‘Around 30 per cent of the Green Star points available concern people issues, which is striking when you consider that 25 per cent of the Green Star points are available in the Energy category, and around 15 per cent in the Water category,’ Aitken says. ‘However, we find that companies are more comfortable reporting on easy-to-measure factors such as energy savings, water reductions and dollars in the bank. When it comes to the impact that buildings have on people, such as office productivity, worker sick days or teacher and nurse turnover rates, they are less inclined to want to report on those.’

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Nicholas Burt, Chief Executive Officer of the Facility Management Association of Australia (FMA) agrees. ‘It is much easier to understand – and in turn measure – a cost saving associated with energy reduction than it is one concerning human behaviour. Without a clear, evidence-based measure against which you can benchmark the changes in productivity, it’s hard for organisations to put a dollar figure on the benefits,’ he says. Vyt Garnys, Managing Director of CETEC, is an expert in indoor environment quality (IEQ). He thinks the phrase ‘healthy building’ is limiting in itself. ‘A ‘healthy building’ implies that the building is healthy, rather than that it facilitates better health among the people who live and work in the building. What we’re really talking about are “occupant optimised buildings”,’ Garnys says.

People and planet IEQ – which encompasses not only air quality and ventilation, but also issues such as thermal comfort, noise, visual environment and space – has both physiological and psychological impacts. Poor IEQ contributes to increased sick leave, increased staff turnover, reduced productivity and negative employee attitude. The CSIRO has estimated that it costs the Australian economy $12 billion a year. The OECD suggests that illnesses – such as asthma, headaches and allergies – associated with indoor air pollution are now one of the most acute problems related to building activities around the world. Numerous studies over the years, both in Australia and internationally, have found that better IEQ in buildings reduces sick leave and improves worker productivity and health. Typically, these gains vary between two and 10 per cent per worker.

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green buildings

Most of these studies examine the impact of good IEQ on individual buildings. A post-refurbishment study of the Green Starrated 500 Collins Street in Melbourne, which underwent a green upgrade in 2005, revealed a 39 per cent reduction in average sick leave days per employee each month, and a seven per cent increase in the lawyers’ billing ratios (despite a decline in the hours worked). In addition, the typing speeds of the building’s legal secretaries improved by nine per cent. Another study, conducted by the University of Technology, Sydney, tracked more than 2500 employees of Macquarie Bank over a 15month period as they moved into their new Green Star-rated office. The researchers found that a combination of sustainable building design attributes and activity-based working environments improved perceived productivity by as much as 15 per cent. The reliability of ‘perceived productivity’ metrics does pose some problems, though. ‘One of the challenges of measuring productivity is that everyone performs at different output levels in the same space, depending on the tasks required. The credible studies of productivity conduct both pre- and post-occupancy studies, and then assess quantifiable skills such as keystrokes, rather than cognition or planning,’ Vyt Garnys explains. Andrew Aitken says that some clear and reliable metrics are already emerging. He points to the first healthcare facility to achieve a Green Star rating: the Flinders Medical Centre, which has seen a nine per cent increase in the number of babies born since it opened its new green wing. The hospital is getting more people through the facility, with shorter recovery times, due to the emphasis on healthy building principles. ‘This is a clear metric that underscores what the hospital is built to do – heal people, treat people, deliver babies. We hear similar stories of hospitals in the United States that can demonstrate reductions in analgesic requirements for patients, faster healing times and lower nurse turnover rates. These are very simple metrics and remind us why we have a hospital in the first place,’ Aitken explains.

Measuring and managing So, what would a healthy building rating tool measure? There seems to be general consensus that it would include both a ‘wellness’ component that supports creativity, innovation and general wellbeing, and a ‘productivity’ component, which measures sick days, costs of sick leave and staff turnover, among other things.

The FMA is looking for a set of evidence-based metrics that measure productivity, health and wellbeing, and consider issues of engagement with tenants and occupants in operational management. ‘The FMA would welcome a very robust measurement system, because it is a high proportion of what the operational management of a facility is about. It’s ensuring that building is a productivity producer or a liveability producer,’ says Nicholas Burt. ‘A productivity metric also needs to encompass engagement – in terms of how the facility is operated – and how the occupants interact with the building,’ Burt explains. ‘Facilities managers are integral to the process of measuring and managing health and productivity, because they are responsible for how the building operates and supports the occupants within. They, probably more than anyone, understand what the building occupant wants and needs,’ Burt adds. The NABERS Indoor Environment rating tool, released in 2008, has been largely overlooked in the marketplace, with less than 15 ratings achieved since its launch. It offers the opportunity for a tenancy, base building and/or whole building rating, and is considered to be the most comprehensive metric available to measure healthy buildings. ‘It hasn’t been overlooked – it’s been rejected,’ says Chief Executive of the Property Council, Peter Verwer. ‘We need to be frank and realistic about the market’s perception of the Indoor Environment rating tool and its shortcomings, given industry’s very strong embrace of other environmental benchmarks.’ For Verwer, there are ‘technical and judgement issues to be made in relation to developing a benchmark that is as powerful as environmental benchmarks have been in changing behaviour. ‘We’re totally capable of doing it – we’ve already done it with Green Star. But we have to create a new mandate, and the way to do that is through engagement. This has worked very well with the environmental agenda, but hasn’t occurred in the healthy buildings arena,’ Verwer says. ‘Changing market behaviour is a matter of communicating simple stories,’ Verwer adds. ‘When you explain that ‘this building is delivering a four per cent higher return’, or, ‘this hospital is improving recovery times by nine per cent’, people get it, and they understand the value of that building. ‘The horse that’s already winning the race in Australia, the one that has the money, the momentum, and the market credibility is Green Star,’ says Verwer. ‘Green Star has been focused on “planet saving” and is now beginning to shift to “people saving”. Green Star has the capacity to address the people issues of our buildings.’ For healthy buildings to receive the same focus as green buildings, existing rating tools must address the growing awareness of IEQ on productivity. The panel concluded that it is best to have a consolidated tool from a single organisation, most likely rolled out by the Green Building Council of Australia, due to its wide industry acceptance and marketing capability. It is important that one tool can address both issues, and the forthcoming Green Star – Performance tool offers a great opportunity to ensure that all future rated buildings are both healthy and green. Ongoing discussions between the FMA, GBCA, NABERS and other stakeholders will ideally ensure more productive, healthy and green rating tool offerings for the future.

Mark Thomson was Day One Convenor of Healthy Buildings 2012, the official conference of The International Society of Indoor Air Quality and Climate. Mark is Corporate Sustainability Principal of the Schiavello Group of Companies.

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company profile

Delivering controlled temperature water Rheem is often asked which is the better solution for applications requiring controlled temperature water, such as nursing homes, retirement villages, hospitals and hotels.

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here are three primary requirements to consider in selecting the right solution:

1. 2. 3.

Safety Initial capital outlay Ongoing maintenance costs

The temperatures produced by TMVs and Rheem Guardian are within the range that can support the growth of Legionella bacteria. Appropriate installation and maintenance practices are required with either system type. Rheem recommends the inclusion of a process of disinfection to manage the potential for Legionella growth.

Initial capital costs Thermostatic mixing valves (TMVs) Systems using TMVs circulate water at temperatures exceeding 60°C around the building and temper at the bathroom to produce controlled temperature water at around 45°C to 50°C. 3 Two bathrooms are usually served by one TMV 3 TMVs are installed in cabinets to prevent tampering 3 To limit the potential for the growth of Legionella bacteria, the dead leg from the TMV to the tap must be as short as possible, and no more than 6 to 10 metres, depending on local regulations.

Guardian warm water Guardian warm water is a centralised system that produces water at around 45°C to 50°C and circulates this around the building. 3 All warm water outlets are supplied from the one plant 3 Guardian is supplied in a lockable metal cabinet and located in a plant room to prevent tampering 3 To limit the potential for the growth of Legionella bacteria the length of the dead leg from the ring main to the tap must be as short as possible, and no more than 6 to 10 metres depending on local regulations.

Safety All TMVs must be certified to AS4032.1. Rheem Guardian employs large capacity TMVs that are certified to AS4032.1 and Rheem Guardian is listed as an approved warm water system with New South Wales Health.

Number of Beds

The capital and installation cost of TMVs increases with the size of the establishment. Up to around 32 beds, TMVs provide a lower capital cost and installation investment; however, over this size, Rheem Guardian provides the lowest cost of compliance.

Maintenance costs Unfortunately, maintenance costs are rarely considered at the design stage, where capital expenditure is divorced from running expenses. Both TMVs and Rheem Guardian have maintenance requirements. It is here that the benefits of Rheem Guardian dramatically outweigh those of TMVs, regardless of building size, as the maintenance is restricted to one centralised plant. Total life cycle cost analysis is shown below for a range of aged care facility sizes.1

22

70

146

TMV

Guardian

TMV

Guardian

TMV

Guardian

Qty/model

11

80L/min

35

160L/min

73

240L/min

Capital Cost

$6900

$9400

$22,000

$14,000

$45,600

$19,000

Installation Cost

$1375

$2700

$4375

$2700

$9125

$2700

Total Installed Cost

$8275

$12,100

$26,375

$16,700

$44,725

$21,700

Yearly Maintenance Cost

$2150

$1370

$6850

$2210

$14,270

$2520

10 yr Life Cycle Cost

$29,760

$25,970

$94,690

$39,080

$197,500

$47,040

15 yr Life Cycle Cost

$40,510

$32,810

$128,900

$50,120

$268,870

$59,640

1 LIFE CYCLE COST IS A COMBINATION OF CAPITAL COST, INSTALLATION COSTS AND MAINTENANCE COSTS. COSTS MAY VARY DEPENDING ON THE MODEL OF SYSTEM EMPLOYED, THE WATER CONDITIONS AND MAINTENANCE REGIME REQUIRED AND/OR EMPLOYED.

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green buildings

Meeting the energy management challenge BY JEFF RENAUD, DIRECTOR, AUSTRALIA AND NEW ZEALAND, ENERNOC With electricity prices on the rise and the recent implementation of a carbon tax law, there is a renewed incentive to get the most out of every energy dollar. Electricity bills can account for a large portion of operating expenses, but often don’t include information that can be used proactively and inspire longterm change.

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any businesses are now looking into external energy management services that can have a significant impact on profitability by reduction or, in some cases, helping to realise new revenue streams. For example, many businesses have been boosting their bottom lines by participating in demand response programs, an energy management initiative that pays organisations in exchange for using less electricity in a few hours of the year.

What is demand response? Demand response (DR), otherwise known as demand side management (DSM), actively incorporates end users in balancing the supply and demand of electricity during peak periods; for example, high demand. During these times, typically in the hottest days of the summer months or in the rare occurrence of major system failures, the amount of electricity generated cannot meet demand, posing the risk of costly blackouts. Peak periods only amount to a few hours in a year, but millions of dollars are invested in building supporting infrastructure, and these costs are included in the end user’s electricity bill. Coupled with high-demand peak tariffs, it makes good business sense to actively mitigate these additional costs and to make efficient use of readily available resources. By signing up for demand response, participating organisations are paid as a power plant would be to reduce their electricity use during these times of supply/demand imbalance. In addition to the annual payments received for enrolment, further rebates are available depending on performance during DR dispatches. Demandside aggregators help connect energy users to utility DR programs, and help manage the process for ease of participation. From creating customised energy reduction plans, which protect business profitability, to monitoring performance and verifying results, the right partnership ensures that there are no risks, and businesses can focus on their core operations.

DR in action Participation in DR is a resource from which most industries can benefit. Methods of curtailment vary with each facility or site, and there are a number of ways to lower energy use for participation. For most, these can include minor adjustments in HVAC systems,

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green buildings

which is demand that can be unloaded without an immediate effect on building occupants. Turning off unused and ambient lighting, or adopting load zone switching to utilise natural light, can also be used to transform business expenses into incoming payments. Industrial plants may also look into conducting maintenance to make the most of the program, and offset any costs related to not being in full production any other time of the year. Indeed, many organisations, regardless of industry, have been able to make DR work for them, and have strengthened the way the facility contributes to the business.

‘You can’t manage what you don’t measure’ Participants of demand response programs also gain access to smart meter data, which can reveal more opportunities to save energy. Real-time monitoring software provides visibility into demand response dispatch performance, allowing participants to track their contribution and earnings, and can help identify other opportunities for savings through peak shaving, facility start-up and shutdown schedules, and increased overall efficiency. This platform also provides the capability to compare the energy data and spend of multiple sites for ease of management.

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Cost, control, convenience Technology advances have simplified the process of participating in DR. BMS systems help execute curtailment processes and restore normal operations with minimal labour investment, and businesses are given advanced warning of any impending grid emergencies, which ensures a smooth transition. Unless otherwise requested, businesses are assured complete control over their involvement and reduction strategies, and with DR aggregators offering technical support and coaching to maximise earning potential, there are further benefits to proactive participation, as businesses are also paid for each kilowatt of capacity returned to the grid during DR dispatches. In addition to saving dollars that would otherwise be used to pay dramatically increased tariffs, participants can expect another resource of revenue, while supporting a community effort in ‘keeping the lights on’ and the environmental impact of utilising existing resources for electricity. In the short term, the business case for demand response is simple: earn money by helping increase the reliability of the electricity grid by reducing peak demand. In the long term, demand response can also support key strategies, including corporate and environmental responsibility initiatives, cost reduction, and community support efforts. Overall, the benefits of demand response are making this simple energy management approach a practice that many businesses can’t afford to ignore.

Jeff Renaud is Director, Australia and New Zealand, at EnerNOC, a world leader in energy management applications and services.

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company profile

Cost-effective energy efficiency High Performance Window Films offer a range of window films that can assist with the thermal properties of a building, including Enerlogic Window Films.

E

nerlogic Window Films are an innovative and highly advanced new glass window film for application to buildings and homes. When applied to ordinary glass, the film makes it perform like double glazing, for as little as a quarter of the cost. Designed for both winter and summer climates, Enerlogic Window Films deliver maximum energy efficiency all year round and are quick and easy to install, without the replacement of glass and frames. Adding up to 92 per cent more insulation to windows, Enerlogic Window Films will allow you to save money and invest in the environment at the same time. 3 Warmer Climates: Enerlogic 35 has been designed to deflect solar heat penetration by up to 76 per cent and, 99 per cent of the sun’s UV rays. 3 Cooler Climates: Enerlogic 70 allows the winter sun’s natural light and warmth to enter while shielding away 49 per cent of solar heat from the summer sun and improving the window’s internal insulation capacity by 92 per cent in winter. In addition to this revolutionary glass insulation, HPWF supply and install a range of solar window films that cut solar heat gain by up to 80 per cent.

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Solar window films make living and work environments more enjoyable all year round as solar energy is blocked, eliminating hot spots. The application of some solar window films, specifically those that block up to 80 per cent of solar heat, can slash building and living energy costs, quickly paying for themselves by reducing the load on air-conditioning systems. For more information on the High Performance Window Films range of Enerlogic Window Films and solar films visit www.hpwf.com.au 

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green buildings

You don’t need to move to get good NABERS BY CAOIMHIN ARDREN, DIRECTOR, EXERGY AUSTRALIA Building tuning for improved energy efficiency and NABERS ratings

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t is a false perception by owners and managers of existing commercial office buildings that improving energy performance and achieving a high NABERS rating requires major capital investment. This is not correct, and contradicts one of the first principles of energy efficiency and sustainability: first make optimum use of existing infrastructure. Make the most of what you’ve got! In most average-performing buildings (2.5 NABERS stars or less), there are opportunities to reduce energy consumption and costs by 30 per cent through finetuning the controls and recommissioning existing plant and equipment. Over time, these savings can be used to help finance any required plant replacement or upgrade in following years. The constant search for a ‘silver bullet’ technology solution is another ‘myth’ that is perpetuated through the media coverage of new innovative products. Almost all media coverage of sustainability and energy efficiency achievements has tended to focus on capitalintensive and

new technology pathways to sustainable outcomes, with little attention to improving the performance of the existing plant and optimising controls. It seems there is no ‘news’ in telling owners and managers to just do what they are doing, but do it ‘better’. The reality is that in many buildings, low levels of maintenance and high degrees of latent conditions often leave these buildings in a situation where it seems that the only ‘simple’ way forward is to replace the existing plant with new technology; however, in existing buildings that have gone through years of manual overrides and oneoff tweaks, this approach frequently results in minimal improvement after significant disruption and cost.

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items listed above, and be able to address all the more obvious issues, although if they have not done these sorts of improvement works in the past, it is often useful to obtain technical thirdparty guidance.

green buildings

The next step in the process is to do a more detailed investigation to enable the definition of a recommissioning/tuning project. Typically, this requires specific expertise and analysis. The analysis required will delve into the actual operation of all HVAC plant, equipment and control devices. This operations review needs to be carried out over a period of time so as to be able to identify time of use issues, as well as single points of failure.

  An example of the analysis that can be carried out is shown above. The data shown is from a building that is achieving a 4.5 star NABERS rating. Even this building has some unseen issues, as demonstrated by the red circles that highlight a number of VAV boxes that are delivering noncompliant airflows (the single point on the far right is delivering almost four times the designed air flow – a massive waste of fan energy, and leading to tenant discomfort). This analysis demonstrates one of probably a dozen reviews that can be carried out on BMScaptured performance trends. The energy profile displayed below is another example of the analysis that can be carried out to understand how energy is being used in a building. The highlighted areas on the graph below show that there is consistent cooling and reheating occurring after hours. These should be eliminated, and an investigation undertaken as to why there is such a high degree of reheating occurring through the middle of summer.

Clearly, with increased levels of visibility of how your building is performing and the diagnosis problem areas, building managers and owners will be in a position to rectify and recommission the mechanical plant back to design standards, and optimise performance.

Way forward

IfThere you areis one of the many owners andfocused building managers with sub-standard building a way forward that is on bringing the existing performance, now may be a good time to optimise the systems you have before reaching for your systems back to the original design performance, and then tuning the chequebook or asking for capital funding.

systems to suit the current conditions and usage patterns.

The first steps towards achieving this are: 33 Collate all up-to-date ‘as-built’ design documentation, O&M

manuals and functional descriptions for control systems. Chances are, if you don’t know how the building should be operating, your maintenance teams don’t either and are probably carrying out inappropriate maintenance. 33 Check your lease conditions to make sure you are not continuing a legacy of providing air conditioning in excess of requirements (excess after hours, very low cooling or high heating set points, et cetera). 33 Review actual operation of major HVAC plant against the design and identify gaps. On almost 60 per cent of buildings we have visited, heating and cooling systems are running full-tilt, fighting each other to achieve supply conditions. 33 Check calibration and settings of control devices and sensors. Broken and poorly located temperature sensors (especially after fit-out works) often lead to HVAC equipment running excessively for no benefit. 33 Rectify plant operation and control parameters. For example, make sure plant is switched off when not needed, and only running for the required hours – not on weekends and public holidays – check that the chillers are staging correctly, and confirm that air handling systems are turning down when there is little load, et cetera. 33 Update asset equipment register with an objective assessment of the asset condition and expected life. Having realistic knowledge of how much life is left in your plant is crucial when

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deciding on the extent of re-tuning and determining an optimum time for replacement. Prior to commencement of any rectification works, in addition to developing an improvement project plan, you need to clearly define the existing performance benchmark, preferably at sub-system level (chilled water, air handling, heating, hot water system, et cetera). Without a benchmark and plan to work to, it is impossible to know if your actions are improving performance or worsening it. Almost all owners and building managers have the capability to do the majority of the items listed above, and be able to address all the more obvious issues, although if they have not done these sorts of improvement works in the past, it is often useful to obtain technical third-party guidance. The next step in the process is to do a more detailed investigation to enable the definition of a re-commissioning/tuning project. Typically, this requires specific expertise and analysis. The analysis required will delve into the actual operation of all HVAC plant, equipment and control devices. This operations review needs to be carried out over a period of time so it can identify time of use issues, as well as single points of failure. An example of the analysis that can be carried out is shown to the top left. The data shown is from a building that is achieving a 4.5 star NABERS rating. Even this building has some unseen issues, as demonstrated by the red circles that highlight a number of VAV boxes that are delivering non-compliant airflows (the single point on the far right is delivering almost four times the designed air flow – a massive waste of fan energy leading to tenant discomfort). This analysis demonstrates one of probably a dozen reviews that can be carried out on BMS-captured performance trends. The energy profile displayed is another example of the analysis that can be carried out to understand how energy is being used in a building. The highlighted areas on the graph below left show that there is consistent cooling and reheating occurring after hours. This should be eliminated, and an investigation undertaken as to why there is such a high degree of reheating occurring through the middle of summer. Clearly, with increased levels of visibility of how your building is performing and the diagnosis problem areas, building managers and owners will be in a position to rectify and recommission the mechanical plant back to design standards, and optimise performance. If you are one of the many owners and building managers with sub-standard building performance, now may be a good time to optimise the systems you have before reaching for your chequebook or asking for capital funding.

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company profile

Retrocommissioning specialists

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xergy Australia has been working with retrocommissioning approaches for over a decade and has an extensive track record of successful control and commissioning projects, many of which demonstrate energy savings in excess of 30 per cent. A prominent example is Freshwater Place in Southbank, Melbourne, which Exergy retro-commissioned from 2.5 stars to 4.5 stars, resulting in electricity savings of 41 per cent and gas savings of 78 per cent. Exergy’s retrocommissioning services include three critical components: building controls optimisation, re-commissioning and ongoing monitoring and tuning. This suite of services provides the comprehensive coverage needed to successfully deliver energy performance outcomes. Dr Paul Bannister, Managing Director of Exergy, says, ‘We have built up experience across dozens of buildings over the years, and have seen consistent energy savings achieved and maintained for all of our sites.’ Caoimhin Ardren, Director in charge of commissioning services at Exergy, adds ‘Retrocommissioning requires techological understanding plus tight project and scope management. We are experts at working through the issues with contractors and site teams to get the required retrocommissioning result, while bringing everyone up to speed in the process.’

For more information on Exergy’s retrocommissioning and other services contact Exergy at office@xgl.com.au. Ph 02 8065 1410 (Sydney), 02 6257 7066 (Canberra) or 03 9036 0677 (Melbourne)

SAVED ENERGY = SAVED MONEY

SAVED ENERGY = SAVED MONEY We can save 30%+ through recommissioning and tuning*.

* Based on an initial NABERS rating of 2.5 stars. Savings will vary for individual buildings.

MAKING ENERGY EFFICIENCY WORK FOR YOU

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green buildings – waste

Don’t waste what you can use

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aste management is often thought of as the management of operational waste – that is, waste generated through use of the building and its facilities. Recycling and the proper disposal of waste from within the built environment are essential to establishing and maintaining the sustainability of a building. But what about before the building becomes operational? A substantial amount of waste is generated in construction processes, and also needs to be disposed of intelligently. Forty per cent of the material that ends up in landfill is generated through the construction and demolition of buildings. In order to mitigate the environmental effects that this can have, better profiling of the waste minimisation and re-use strategies is paramount at the design stage. Building designers must pay due consideration to waste mitigation strategies, including the extent of demolition, and the materials being used in construction. How will these materials be handled? Can they be recycled and reused down the track? Are they durable, with little maintenance required? How are they packaged, and can this packaging be recycled? The total life cycle of a material must be considered before it is used in construction. It’s also important to select a contractor who has proven experience in waste management in the design process, and to ensure that you discuss the requirements of the building with regard to sustainable waste management prior to engaging a contractor or beginning work.

Managing waste on-site can be easy, if you follow a few simple steps: 33 Use different, clearly labelled skips for different types of waste

materials. 33 Ensure that these skips are emptied regularly to prevent

overloading or the incorrect use of containers. 33 Ensure that your contractors are aware of your policies on waste

minimisation. 33 Ensure that you have a waste management plan describing the

materials to be re-used or separated out. A minimum of 70 per cent of all demolition and construction waste should be recycled or re-used.

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What can be reused? 33 Steel – can be melted and re-used 33 Aluminium – is 100 per cent recyclable 33 Gypsum plasterboard – must be recycled as it

produces poisons when in landfill Timber – can be directly re-used Concrete – can be crushed and recycled as aggregate. Glass – can be re-used as aggregate for concrete Bricks and tiles – can be directly re-used or crushed for backfill et cetera 33 Plastics – can be granulated and re-used to make new plastic products. Operational waste management is what happens after the building is occupied. Tenants have a responsibility to ensure that any waste generated during operation of the building is disposed of sensibly, and with sustainability in mind. If there are no dedicated bins for each stream of waste in your building, there should be. Allocated bins should be easily accessible by all building occupants, and should have provision for recyclable waste, rubbish, green waste, composting and hazardous waste (for example, batteries and fluorescent light bulbs). Green waste includes garden waste and food waste, and should be separated from common waste. Provisions can be made for onsite composting, and councils are very helpful if you need advice for green waste and composting services. 33 33 33 33

For more information about waste management, visit the Waste Management Association of Australia at www.wmaa.asn.au.

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company profile

Facilities managers: the critical link in recycling Facilities managers play an essential role in improving waste management and recycling practices of buildings, facilities and institutions across Australia.

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olid waste generated in buildings is classified as Commercial and Industrial (C&I) waste. C&I waste makes up about 30 per cent (or about 7 million tonnes) of waste to landfill in Australia each year. In real terms, this is a ‘waste’ of materials and money. Waste to landfill is expensive and will become more so, particularly with the price on carbon and increasing landfill levies. It’s cheaper to recycle. All it takes initially is a little curiosity to understand what’s going out in the bins each day and identifying exactly how much it’s costing, then some planning and communicating with tenants/ building users, cleaners, waste and recycling service providers;

followed by some carefully targeted action and ongoing monitoring. Facilities managers are the critical link between tenants/building users, cleaners and waste service providers. They are in the perfect position to manage and coordinate stakeholders to all work towards a common goal of reducing waste and diverting it from landfill. By having a well thought-out waste management plan and resources to implement it, facilities managers will soon be free of those day-today headaches that waste can cause in buildings, and enjoy receiving fewer complaints about smelly bins or unsightly rubbish dumped in the wrong place. Your building can be clean, green and costeffective!

Encycle’s services:

● Waste Management Plans and Strategies ● Waste assessments and audits ● Waste and recycling advice to meet Green Star requirements ● NABERS Waste ratings ● Recycling performance reporting ● Waste contract review and tender scoping and evaluation

phone 08 9444 7668 Encycle_concept01_v2.indd 1

www.encycle.com.au

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company profile

Businesses are still focused on sustainability…and looking to facilities managers to lead the way

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ven in a global downturn, climate change is still a key business driver. Ninety-six per cent of the Global 500 companies responding to the recent 2012 Carbon Disclosure Project survey confirmed they have board or executive oversight of climate change, and 78 per cent of these companies confirmed that they have integrated climate change into their wider business strategy*. It is essential for facilities managers to understand this focus on climate change and the unique opportunities it provides to partner with clients and organisations to deliver increased value through sustainability initiatives and results. Importantly, companies are acting on climate change not only because of potential short-term financial returns or savings, but instead 68 per cent of respondents to the 2012 Carbon Disclosure report highlighted opportunities associated with customers’ behaviour changes and enhancing their reputation or both*. As Logica outlines in the report, its key stakeholders are increasingly expecting it to operate in a way that is economically, socially and environmentally sustainable and, it notes that meeting these expectations helps it to function more successfully, attract and keep high calibre people and retain key contracts.* Facilities managers can support such organisations to meet their sustainability goals through strategies such as effective waste management. Waste management is increasingly becoming a key priority for organisations seeking to improve their sustainability, driven by the increasing cost associated with landfill, the ability to easily quantify the environmental benefits of such programs, and the unique employee engagement benefits that can be achieved with the right program. Peter Cruwys from Source Separation Systems works with facilities managers to implement waste management systems, and suggests

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organisations are increasingly focused on getting the right solution to ensure they achieve results. ‘Organisations are increasingly demanding waste management solutions which actually achieve results. Increasingly, leaders are more experienced and aware that the successful separation of waste at the source requires behavioural changes and, as such, successful waste management requires solutions that are purpose-built for the environment and waste streams, featuring Australian standard colour coding, and specifically tailored apertures and graphics. We even provide a free Waste Audit tool on our website www.sourceseparationsystems.com.au so customers can benchmark and then track their improving waste diversions trends.’ In predominant positions, such as entry foyers, many organisations are also looking beyond the traditional waste products and seeking custom designed solutions to meet their specific needs, as Peter confirms. ‘We partner with companies to deliver source separation solutions in all types of environments, from requests to provide effective solutions that also complement the décor of award-winning airport terminals and five star hotel foyers, to requests to retrofit recycling streams into existing general waste bins in office kitchenettes or shopping centre food courts.’ As the focus on sustainability continues and more organisations recognise the economic, cultural and branding benefits associated, effective waste management is set to remain a key priority for organisations. *‘Business resilience in an uncertain, resource-constrained world’ – CDP Global 500 Climate Change Report 2012. Global Advisor and Report Writer PWC

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company profile

company profile

Flooring goes to the dogs

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new state-of-the-art RSPCA Animal Care Campus at Wacol, Queensland, is revolutionising animal welfare by delivering care, educating people and improving animal welfare across the state. Gerflor resilient flooring features throughout the centre, and was integral to achieving the happy, warm and inviting atmosphere that Brand + Slater Architects sought to create. ‘Colour was an extremely significant factor in creating the animal shelter. Colours were used not only to evoke the senses, but also to differentiate between the various functionalities of the building,’ Brand + Slater Director Rod Barr said. ‘Gerflor had a wide range of colour options that suited our design intentions. The ranges also allowed us to match laminate colour samples to vinyl colours to theme rooms, with which Gerflor was very helpful. Their colours and designs helped to make this unique design come to life,’ Rod added. But designing a facility for animals is not all about aesthetics. Some very practical issues come into play. Gerflor vinyl again answered the demands for hygiene and maintenance. ‘Vinyl is easy to clean and provides seamless joins for hygiene, and offers slip resistance and a range of anti-bacterial products. The Gerflor products we used were suitable for custom cut-out designs, which allowed us to be playful in our design, like the paw prints on the floor and some walls directing the public to dog adoption rooms,’ Rod said. The animal shelter design has created a significant amount of interest, not only within the animal care industry, but also from the general public. Rod and his team have received many compliments on their use of colour and materials to create a space that

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allows the animals, staff and public to interact in a safe, happy and playful environment. The centre is yet another prestigious project for Brand + Slater Architects. With more than 25 years experience nationally, Brand + Slater has built a reputation for commitment to quality with its focus on providing its clients with clever, functional and appealing design. Brand + Slater has completed a broad portfolio of work ranging in scale, type and complexity. ‘We value the challenges each project presents and the professional relationships that are formed between our clients, consultants and project team members. Each of our directors works closely with clients to deliver exceptional design, consultancy services, project management and environmental responsibility. The RSPCA Animal Care Campus adds to our impressive track record of projects for hospitality, education, health, tourism and government,’ Rod said.

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flooring

Profitable and green: a carpet-maker’s tale BY KRISTEN MCNICOL AND MARK ABERNETHY Ever considered the amount of carbon emissions produced in the manufacture of flooring in an average office facility? Or the amount of acid rain potential generated by what you’re walking on between offices?

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roduct choices made at the design and specification level have a significant impact on the environment, and facilities managers who may once have been forced to trade off green building materials for higher prices can now make green procurement choices without compromising their budgets. Accessing choices that are both environment- and budgetfriendly was once a ‘niche’ exercise, but with the announcement of New South Wales’s paramount award for sustainable products in September, the idea of ‘green but profitable’ has reached the mainstream. On 3 September 2012, Interface Australia, this country’s largest provider of commercial modular carpet, was announced the winner of the New South Wales Government’s 2012 Green Globe Award for Excellence in Sustainability (jointly with the GPT Group). The win was not simply a pat on the back for Interface’s 230 employees, says Interface Australia CEO Clinton Squires, at a time when the company is rebuilding after a devastating fire at its Picton, New South Wales, manufacturing plant. It was also recognition of a style of financial management that insists that financial profits are not the only ‘wins’ a business can have. ‘Interface was an early adopter of Triple Bottom Line reporting philosophies,’ says Squires. ‘Triple Bottom Line means that a business has measurements for not only its financial performance, but also its environmental and social performance. It’s recognition that a business entity exists in a physical and social world, as much as a financial one, and it’s something everyone at this company takes seriously.’ Squires says that some of the processes used in manufacturing in recent history have used damaging materials, and Interface had been at the forefront of moves to make carpet manufacture a ‘neutral’ industry in terms of its effects on environments and people. ‘It’s always a balance,’ says Squires. ‘Interface has been listed on the NASDAQ for 16 years, and so every quarter we have analysts going over our financial reporting – we have to be strong financially.’ He says the aim of Interface – the world’s largest maker of carpet tiles – was to first become neutral in its environmental impact, before investing in projects of a more proactive, restorative nature. ‘There are advanced plans in this company to move to a more restorative mode,’ says Squires. ‘But first you have to ensure that everything you do is neutral and still profitable.’ Part of the move to ‘neutral’ has seen Interface pushing environmental responsibility into its own wider supply chain by releasing third-party verified Environmental Product Declarations (EPDs) about the impacts made by their products. These declarations are not restricted to the impacts made in a

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business’s manufacturing process; the EPDs reveal the whole-of-life impacts made by the entire supply chain. That includes the supplier of raw materials, transportation, manufacturing, cleaning and maintenance while in use, and end-of-life impacts. EPDs and life-cycle thinking are under consideration by the Green Building Council of Australia (GBCA) for their Green Star rating tools, as a means of encouraging a higher standard of green product and building materials choices. The move towards EPDs is being encouraged by green building councils around the world, and Interface is the first carpet manufacturer in Australia to embrace the declaration of the environmental impacts made by their products. Clinton Squires says that EPDs – when first used by some businesses – were treated as proprietary knowledge about their products; however, Interface adopted EPDs as ‘report cards’ for the impacts made by their products, and have made them publicly available to the market via their website at www.interfaceflor.com.au/Sustainability. Squires says that this is part of the Triple Bottom Line philosophy of openness: the strength of an EPD is to enable independent, apple-to-apple comparisons between products based on their environmental performance. It means facilities managers can choose the products with the lowest impacts, in the environmental categories that matter most to them. ‘If you really want to be environmentally responsible, then you have to take an influencing role,’ says Squires. ‘Producing public information that allows the supply chain to make informed choices is part of that influencing role.’ Interface has also been active in an industry standard called Global GreenTag Certification. Much like the Good Environmental Choice Australia (GECA) certification scheme, products carrying certification by Global GreenTag are eligible to contribute to GreenStar credit points. Global GreenTag goes further than GECA and beyond current Green Star standards and requirements by reporting on the full life-cycle impacts made by products: reporting LCA data, carbon emissions, health, CSR impacts and more. Under the Global GreenTag Certification scheme, Interface modular carpets have been verified as the only 100 per cent carbon-neutral flooring in Australia. Reaching this goal has been years in making, but to get a glimpse of how far the carpet maker will go, it’s worthwhile looking at their recycling initiative. In November 2011, Interface launched Australia’s first modular carpet range – known as RAW – to contain 100 per cent recycled nylon yarn. The main sources for this innovative yarn stream are abandoned fishing nets from waterways all over the world, along

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flooring

Nylon nets are used in the Interface RAW modular carpet range

with used carpet from Interface’s ReEntry™ carpet recycling program. ReEntry is a free recycling service made available to customers when they choose Interface carpet tiles as the replacement carpet. ReEntry even accepts other manufacturers’ carpet tiles. Old flooring is either recycled by Interface into new carpet tiles as part of a closed loop recycling program, or re-used in the second-hand carpet market. In the last five years, more than 300,000 square metres of carpet tile have been diverted away from Australian landfills by the ReEntry carpet recycling program. That’s enough carpet to lay a one-metre wide path between Sydney and Perth more than 70 times. Interface Australia has adopted recycled yarn as a standard yarn stream, converting over 60 per cent of products sold locally to this yarn type. Adopting recycled yarn as a standard has been done at a price premium for Interface; however, in a move to encourage sustainable procurement choices by facilities managers and specifiers, and to make sustainable products more accessible, price increases have not been passed on to the market. Using 100 per cent recycled yarn for its carpets is one way that Interface has addressed the question of waste. It has also become involved in a proposal by the GBCA to issue a new credit to address waste in green building refurbishments. The GBCA Waste Management Credit relates to reducing waste both by good waste management practices, and by the sensible use of existing materials. Flooring makes a significant contribution to the waste-to-landfill from refurbishments. In fact, carpet is a top-10 landfill item globally, often being replaced well before its warranty or performance passes. The GBCA has recognised Interface’s ReEntry carpet tile recycling program as an effective method to reduce the waste generated from existing buildings, featuring it in their recently released Discussion Paper. Accepting modular carpets from all manufacturers’ brands, ReEntry is a universal solution to recycling old carpet, reducing waste to landfill and saving on landfill levies. One of the aspects of the Triple Bottom Line that is often overlooked is the social – a point that Interface has covered in its Green Globe award win.

The health and productivity benefits of biophilia – the premise that we are at our happiest, most energised, most alive and most productive when we embrace, and are embraced by the natural world – has led to changes in the built environment, and in carpet choice in particular. By bringing elements of the outside world into the business space, people become further connected to the earth, which results in less sick leave by employees, increased energy and proven enhancements in overall output, faster recovery times for patients, increased motivation to spend money in the retail environment, healthier people, healthier businesses and, most of all, a healthier bottom line. Interface is a proponent of biophilia in the design of their carpets, which feature dyelot mergeability and random design (no two tiles are identical), which reduces installation and replacement waste. Clinton Squires says the Green Globe award has been a big morale lifter for Interface employees since the Picton factory burned down in August. He also says, however, that the benefits of the green policies at the carpet maker were already being felt throughout the industry, which he sees as a benefit to the environment. ‘We consciously think of ourselves as key influencers in our industry. We can act as a role model in terms of what we are doing, and we also explain to our customers why they should buy materials made with a certain process. We can influence our suppliers in a whole-of-supply-chain approach to environmentally responsible processes and purchasing, and we have found that quite diverse groups want to be taken through our facilities so they can see how Triple Bottom Line actually works on the factory floor. ‘The awards are nice, but I think our employees are equally proud of the fact that other people in the industry visit us and want to see how we do this.’

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company profile

Integrated services lower total flooring costs Managed or integrated services are not new to the FM industry, but they are unlikely to be associated with flooring. Key building services such as mechanical, fire and security are regularly purchased with maintence and service level agreements as they have been demonstrated as the most cost-effective way to manage both service levels and risk associated with failure.

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looring may not be considered an ‘essential service’, but when the cost associated with poor performance is considered not only in capital cost, but occupant satisfaction, management time, OH&S risks and increased maintenance costs, the financial risks are substantial. There are well-known competing interests between design aesthetics and construction costs that generally overshadow longterm performance and life cycle cost considerations. Sustainability, although important, is often hijacked by the marketing of unique benefits that prevent objective comparison, and it is often forgotten that a ‘fit-for-purpose’ product is always the foundation of sustainability, and any other sustainability initiatives must be considered second. The reason that ‘fit for purpose’ must come first in sustainable design is that not only can poor selection lead to premature replacement, but it can also add significantly to cleaning frequency which in turn increases water, chemical and energy use. Assuming that everything up to and including installation goes perfectly, it is likely that the long-term performance is now in the hands of general cleaners who probably have many years of experience, but often have limited flooring knowledge or recent training.

The problem is that flooring has changed dramatically. Carpet tiles have replaced broadloom in most commercial applications. They look similar, but vacuuming and steam cleaning rely on airflow through the carpet for suction to be effective. Carpet tiles are impervious and generally have short dense loop pile to minimise appearance change. This drastically reduces air flow through the carpet when compared to broadloom carpet. Low maintenance vinyls have been around for many years, but surface treatments are continually improving; yet maintenance contracts often include minimum frequencies for wet mopping and dry buffing. When in areas where the floor is auto-scrubbed on a regular basis (three times or more a week) the floor will never require buffing. Some facilities auto-scrub larger areas every day and therefore never mop or buff the floors. There are real cost savings over time, including a short payback period on the capital equipment cost. Next time you look at the cost of flooring replacement, look beyond the price and consider how integrated flooring services to specify, install and maintain flooring throughout its life can simplify management with one point of responsibility, minimise risk and lower the total flooring cost. Floor Covering Technologies Group National Customer Service Centre 1300 668 456

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FLOORCOVERING TECHNOLOGIES GROUP

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National Customer Service Centre: 1300 668 456

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the modern workplace

Breaking away from assigned desking: …the only chance at a flexible and sustainable workplace BY RAJIV NAGRATH, HEAD OF CORPORATE CONSULTING, AUSTRALIA, JONES LANG LASALLE CORPORATE SOLUTIONS Here is the simple truth: when we assign desks, two things happen: they are vacant and they are covered in paper. Research has shown time and again that allocated desks are vacant about 30 to 40 per cent of the time, and the most common thing you find stored on desks is paper, and lots of it! Think about it: if 30 per cent of our office space is lying vacant at any given time, is there any real merit in being a green-rated building? There is only one way to get to a workplace model that is economically and environmentally sustainable, and that is by giving up ‘staff count equals desk count’ thinking.

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ver time, organisations have tried various workplace models to deliver a flexible real estate and facilities solution, but unfortunately all attempts have been based on tethering people to work points, thereby killing any chance of true flexibility. The key advantage of any non-assigned desking model, like Activity Based Working (ABW), is that vacancy is no longer a waste, and variations in occupancy demand can easily be absorbed. ABW delivers flexibility to an organisation in their real estate strategy with a workplace that allows for contraction and expansion in demand and headcount over time. Traditionally, the bottleneck in any real estate strategy has been the future headcount forecast, which makes it difficult for a CRE leader to negotiate the right amount of space and respond quickly. Occupiers seek flexibility by taking a long-term lease with options to deal with expansion and contraction; however, this comes at a cost. With ABW, organisations are able to achieve this flexibility through the workplace model. As a result, they may opt to take longer-term leases, which may deliver better incentives, simpler lease structures and more attractive rental prices, as they are able to offer the landlord security of income. An important consideration in the lease negotiation process is the performance specifications of the building. An ABW environment will ‘work’ the building harder than a traditional office fit-out, as the space is being more highly optimised; this may have complications for heating and cooling systems, egress, security and BCA requirements. If ABW is implemented across an entire real estate portfolio, the organisation has the benefit of a more flexible and transportable workforce. There is the ability to move people around based on client demand without the need for re-stacking every time. Organisations that have already implemented an ABW strategy have found that their churn costs have drastically reduced.

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Measuring effectiveness The effectiveness of ABW can be measured in a number of ways. The value that is easiest to demonstrate is from a real estate perspective, which might include reduced rental costs, ability to consolidate locations, reduced churn costs, energy savings, improved space utilisation, extended life of assets and improved cycle times. A truly successful ABW program will enable CRE to demonstrate positive impact on human performance, financial performance and overall organisational performance. The practice of measuring ABW impact on human performance is gaining momentum. With turnover costs estimated to represent 15 to 40 per cent of earnings for organisations, the ability to prove reduced attrition will capture the attention of the C-suite. It is important to also include qualitative metrics to get an overall read on the effectiveness of your ABW program.

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the modern workplace

Does size matter? Rather than being an issue of size, applicability of ABW lies with the business functions that the organisation performs. Its most successful application appears to be to organisations with workers of diverse work styles, internal and external mobility, and management behaviours that support performance over presence. A number of smaller to mid-sized organisations have recently implemented ABW, including Jones Lang LaSalle in Sydney and Canberra. There are some additional things to consider when retrofitting ABW into an existing building. This includes understanding the capacity of the building’s services; for example, power, egress and air-conditioning, and ensuring that the building is capable of introducing the supporting technologies, like wireless networks. Space planning is also a little more challenging, as you may have fixed restrictive columns and smaller floor plates, potentially limiting the ability to create larger people spaces.

The Jones Lang LaSalle experience We started our workplace journey with a pilot in our regional head office in Singapore. The half-floor pilot, involving about 100 staff, became the basis for our Australian head office in Sydney and our new Canberra office. Our vision was to create an environment that enhances the work experience for our people, providing them a space that allows them to collaborate, innovate and reach their full potential. As pioneers

in the real estate industry, our own workplace program is designed to reflect our brand values and be at the leading edge of workplace strategy. It was a collaborative development process with our people involved every step of the way, shaping the future of our organisation. We have eight different work settings, giving staff places to concentrate, collaborate and celebrate. Our people can move from spaces designed for intense, focused work to impromptu and informal meeting space, and formal meeting rooms, depending on the activity they are undertaking. It affords our staff the flexibility to respond to our clients’ needs most effectively. Technology underpins our workplace model. We migrated our entire Sydney workforce to laptops enabled with a wireless network, allowing people to work from any location within the tenancy. Other technology features include a wireless guest network, enhanced audiovisual and digital collaboration tools, sophisticated meeting room management system, VOIP telephony and improved data management. Improved technology infrastructure also means less reliance on paper records, and we have reduced our paper storage by 60 per cent. We now have over 400 people working in our new offices in Sydney and Canberra and are absolutely loving it. Early feedback from these projects is that people are reporting increased personal productivity and enjoyment at work, and greater collaboration between business units.

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technology and innovation

Hosted software versus in-house. What will suit your business? BY KRISTIANA GREENWOOD, FM INNOVATIONS Interest in hosted software solutions has been growing over the past few years, and the number of businesses embracing such solutions has grown steadily. This interest and its benefits have been made possible by a number of factors in Australia; many of which are now generally available to industries of all sizes and locations. The tyranny of distance has long been a limiting factor in Australian business culture, but with the rollout of the NBN and its promise of a competitive and affordable internet infrastructure, this is finally a thing of the past.

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ow the biggest problem for business of all sizes, and in all industry categories, is deciding how to get the most significant benefits from this dynamic infrastructure to improve business performance by using efficient back-end processing, and at the same time managing superior customer interactions to increase business. One of the options now available to any sized business is the use of cloud-based business software solutions rather than purchasing the licenses and the hardware to run these now mandatory business tools in house. These in-house solutions are often capital-intensive and require skills in a number of areas to implement on an initial and probably ongoing basis. The interest in facilities management and property management software being provided via a cloud-based service has now become both viable and attractive to many of the second- and third-tier companies that have portfolios needing to be managed effectively. But before any business decides to select a hosted application and its provider, it should have a sense of the service provisions benefits and limitations. Yes, there may be limitations. But, if the correct model is selected and licensing options researched to suit, the limitations will not outweigh the benefits. So, is a hosted software solution right for your business? Let’s take a look at the pros and cons of hosted facilities management software so you can decide for yourself whether this is worthwhile to be considered for your organisation.

The pros The software provider is the caretaker The software provider is responsible for the following tasks, taking the pressure off in-house IT staff: 33 management of both the software and hardware elements of the application 33 network concerns such as data backup, redundancy and disaster recovery planning 33 management of the data centre or centres that supply the application

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33 upgrading the software automatically for clients on a fixed

schedule. Hosted software can save a company the pains of ongoing maintenance, time and money in both internal and external IT support and equipment outlays.

No (or at least low) infrastructure costs When you are buying hosted software, you have no need to invest in new or upgraded server infrastructure, software licenses, and hiring and training people to manage this infrastructure. All of this is taken care of by the company that is providing your hosted solution. Depending on the solution and the access speed and capacity required, though, your internet bandwidth may need to be increased in both capacity and speed, with perhaps setting up VPN or similar to the hosted environment. Your costs here may increase to cater for both the implementation and the ongoing internet usage charges.

Lower total cost of ownership (TCO) Traditional software, even for small businesses, can cost thousands of dollars in implementation fees, maintenance, hardware, services and support. In general, hosted software carries a set price per month, with support, maintenance and administration expenses bundled into the monthly fees. Depending on the complexity of the business, hosted software solutions offer comparatively low implementation and customisation costs. FMI also offers a hosted solution where the organisation can own the software licenses, but let FMI home in on their cloud-based infrastructure. This allows security of data in a system that is owned and can therefore be relocated at any point in the future.

Predictable monthly fees Many vendors offering hosted software solutions charge for their services either by the number of users, or by another measure such as the number of vehicles or rooms. This makes the business software solution adaptable to suit companies of all sizes, and easy for companies using hosted software to predict their monthly fees

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technology and innovation

in the foreseeable future. The planning for any expansion in the use of the software will have a definable and predictable cost involved, making planning a simpler process. There are no surprises when it comes to billing time.

addition, extensibility and integration was cumbersome. However, hosted providers have closed this gap and offer customisation and development to customers who have specific requirements regarding features and integration with existing software.

Spreading out costs

Outages

An attractive aspect of the hosted model can be the ability to pay for software over time. Instead of making an investment of $1, $10, or $100,000, companies can now access equal levels of functionality at a much lower monthly cost. The customary approach for purchasing business software has been to make an initial purchase payment as a capital expense. Though FMI has always provided our Evergreen periodic payment method for prospective clients to pay over time, this method of purchasing does depend on the benefits that can be accrued to the organisation’s taxation position.

Although it’s rare, there is always a possibility that an outage may occur. This is why many hosted providers build in ‘uptime guarantees’ within their service level agreements (SLAs). With competition in the hosted space growing at a steady rate, reliability will keep improving.

Scalability Hosted offerings are designed with the ability to scale seamlessly for many simultaneous users; thus, they are able to easily uphold performance levels and uptime as the business grows and the volume of data stored expands over time. Changes to the number of users can be made as needed, allowing licensing decisions to be based on the needs of today, rather than guesses about the future. New users can be added easily, and there is no need for client-side software implementation. With an in-house solution, managing performance and uptime are burdens the customer takes. They can involve further costs in database licenses, skilled employees, hardware and infrastructure.

Frequent upgrades Updates are made frequently and, for the customer, effortlessly. As the software is supplied over the internet, hosted providers have more flexibility in upgrading the applications and rolling out changes to customers. Utilising the hosted model means customers can do more to shape the application to their needs.

Accessibility Hosted software can be accessed from any web browser around the world. A business’s employees could be in different states or countries, and easily access the same information in real time without the interruption of synchronising off-network changes, or needing additional infrastructure in the form of a web server that has to be purchased and maintained, as is the case with an in-house solution.

Decreased cost of support and training As the software is managed by a third party, you no longer have the necessity of hiring and training technical staff to look after the software and the related infrastructure. Furthermore, training and technical support for end users is provided by the company providing your hosted solution. At FM Innovations, the cost of technical support and all upgrades is built into the monthly hosted fee.

The cons Cookie cutter An early criticism of hosted software is that they were plain and rigid and couldn’t be tailored to fit companies’ business processes. In

Accessibility Just as much as it’s a pro, accessibility can also be a con if one does not have access to an internet browser and internet access. Although hosted software usually offers a web-based browser approach for remote staff access, it isn’t always the technology in use. There is a range of remote connectivity alternatives available to companies that let remote staff access software hosted within the network. Some remote access technologies include VPNs, Citrix, Go to My PC, and Windows Remote Desktop. Plus, of course, the mobile devices and apps that will also access these hosted solutions.

Monthly costs can add up While software as a service is an extremely cost-efficient way to save on initial infrastructure and licensing costs for a small-scale deployment, as your company grows, the monthly fees can increase to a substantial amount. If you plan to extend this software offering to a much a larger audience over time, then planning the hosted solutions costs for this day in the future, or a point at which you can negotiate out of the deal, is certainly wise. In summary, like most things in life, planning is the key to success in this area. If your core business is not IT, but you need software and its ability to make your business efficient, you now have some great opportunities for choosing not only the right software, but also the right deployment options for your company at any given time. Do the research on the right product for you, review its intended use in your environment, and then look at which one of these will suit you now and in the future.

FM Innovations makes FM simpler FM Innovations (FMI) has recently launched their new hosted solution, which enables companies with smaller budgets to pay-as-they-go with no upfront costs. In partnership with Telarus, state-of-the-art providers of network infrastructure and support, FMI can offer hosted solutions for FM works management, property lease management, room event and booking management, and vehicle booking and management. The options are now flexible – purchase the perpetual license and implement on-site, or purchase the perpetual license and have us host it or pay-as-you go on a contract basis. Whichever option you choose, FMI will take the time to understand your business requirements and processes, and adapt our solution to fit. We take the pain out of FM. For more information, please visit our website at www.fminnovations.com.au, call (03) 9600 1646 or email sales@fminnovations.com.au

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company profile

The tangible benefits of integrating FM+BIM

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ince 1997, the management of North Metropolitan Health Services (NMHS) have had the vision of managing all its medical facilities under one consolidated system. As the jewel in its crown, the Queen Elizabeth II Medical Centre (QEIIMC) site has, over the past few years undergone major steps in its $2 billion redevelopment project, the scale of which will see old facilities making way for newer, modern facilities, and the addition of more buildings like the Cancer Centre, New Children’s Hospital and mental health facilities that will come onstream within the next two years. With the addition of these new facilities came the challenge not only to manage them effectively, but also manage that of all existing facilities within the site. The brief went to Advanced Spatial Technologies, a Perth-based solutions provider. The FM:Systems solution at the QEIIMC site has, in recent years, progressed from its initial implementation to a new, comprehensive fully web-based space and facilities management software, integrated with Building Information Modelling (BIM) tools and a digital technical document management system, with the longterm goal of rolling this out to all medical facilities managed by NMHS. FM:Interact is a system encompassing space, asset and strategic management with additional modules catering to move management, facility maintenance, project management, real-estate portfolio management and sustainability. The system, based on a single database, ensures that all permission-based users are provided with up-to-date information at all times. The benefits of FM+BIM integration at QEIIMC allow space allocation users to connect BIM data from design, construction and renovation, facility management and operations, to space allocation and occupancy management, using FM:Interact and Autodesk Revit®. This integration ensures intelligent data within the BIM model to be stored in the FM:Interact database, ensuring data consistency between the two. This has already been adopted by commercial organisations such as Water Corporation and Woolworths, which are realising significant improvements in cost-efficiencies in managing their facilities. As part of NMHS’ adoption of BIM, a pilot project to expedite the construction of the new central plant facility was initiated to

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document all of the plant’s building services components in BIM. Since then, the future Mental Health Unit and New Children’s Hospital have been fully documented in BIM. The use of this tool allowed designers to address possible design conflicts and issues early in the design stage while allowing user clients to ‘walk through’ a 3D virtual rendering of the building, allowing them to better appreciate what was designed from their brief. While BIM is being taken up by an increasing number of design consultants, the impact of FM+BIM integration is still not yet apparent. This is, however, changing, as newer generations of facilities managers, both in the health services and commercial sectors, are beginning to embrace an all-inclusive ‘information sharing’ web-based environment in favour of older, ‘silo-based’ fragmented and hard copy environments. This change is already apparent in countries like Singapore, where the Ministry of Health has adopted the use of BIM+FM technologies in hospitals nationwide. Indeed, the benefits of this integration have since prompted the Singapore government to mandate that all submissions of building designs be done in BIM from 2015. Perhaps the Singapore model would be an example for the future of building lifecycle management here in Australia for years to come. Paul Kuah Advanced Spatial technologies Tel: 08 9367 2888 | Email: paul@advancedspatial.com.au For more information on FM+BIM visit www.fmbim.com.au

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FM:Interact Web-based facilities software

“We cut occupancy costs by 10% last year”

Powerful, flexible Web-based IWMS and CAFM software for facilities and real estate professionals. Achieve real business value by breaking down barriers to information sharing.

“The 5th floor move only took a matter of hours”

FM:Interact V8 includes BIM integration with Autodesk Revit software. ● Space management ● Move management ● Real estate portfolio management ● Asset management ● Strategic planning ● Facility maintenance ● Project management ● Sustainability module ● Integrated room scheduling

Integrate Revit with FM data

BIM + FM BIM has proven its value in building design and construction, but can it support the facility management phase of a building’s life cycle? YES it can! For more info on BIM visit: www.bimfm.com.au

“With the implementation of FM:Interact, our facilities data can now be found in one central, web-based location, saving paper, time and money.” Manager Area Facilities Development, North Metropolitan Area Health Service.

Streamline your facilities and real estate processes.

“It used to take hours to update the floor plan before FM:Interact. Now it’s a matter of minutes.” - Bob Donaghue, facilities planning manager, The MathWorks.

Increase the productivity of your organisation enterprise-wide.

“With FM:Interact, we increased move productivity by 60% and the entire company is more in sync. Changes in space allocation and occupancy are now recorded in a more timely and accurate manner.”

Improve your facilities and real estate management and improve your bottom line.

CA Technologies’ global facilities team delivered 15% savings in occupancy costs by decreasing its real estate footprint and eliminating excess vacancy. For more information call ASt on 08 9367 2888 email don@advancedspatial.com.au or visit: www.advancedspatial.com.au ASt is an Autodesk preferred industry partner for Facilities Management solutions in ANZ and Asia region.

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company profile

Tailored rental power solutions to meet the needs of your business

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nergy Power Systems Australia (EPSA) is Australia’s specialised Cat® engine dealer, supplying Australia with the world’s finest power systems for any application. EPSA has a national fleet of rental generators, air compressors and temperature control units, so you can rent the latest technology and

products with no maintenance and storage costs. EPSA’s CAT Rental Power Division is a specialist energy rental provider that partners with you to provide tailored solutions for your business. And of course, Cat equipment is your guarantee of ongoing dependability, reliability and efficiency. There’s a support crew behind every rental. CAT Rental provide processes and services that drive improvements and increase performance so you can reduce risk, address critical services, and cater for capacity shortages, maintenance and process bottlenecks. Whether you rent for a day or a lifetime, CAT Rental Power maintain regular communication throughout the term of the hire contract. We don’t just provide quality equipment; we also provide technical services and engineering support. EPSA’s network of offices across Australia ensures you’ll get a quick response no matter where you are. Wherever you are, whenever you need – rent for a day, a week or however long you need. We are here to support your business today and in the future. Call 1800 800 441 or visit www.catrentalpower.com.au today.

INVEST IN US, WE’LL INVEST IN YOU. Power Generators, Air Compressors & Temperature Control Systems. We partner with you to provide tailored solutions for your business.

Rent now!

There’s a support crew behind every rental. CAT Rental Power provide equipment and services that drive improvements and increase performance—so you can reduce risk, address critical services, and cater for capacity shortages, maintenance and process bottlenecks. All rentals come with quality Cat ® equipment, technical service and engineering support. We are here to support your business today and in the future. To rent now call 1800 800 441, visit www.catrentalpower.com.au ONE NETWORK. ONE CALL 1800 800 441. 24/7 SUPPORT.

MELBOURNE | SYDNEY | NEWCASTLE | BRISBANE | ROMA | GLADSTONE ROCKHAMPTON | TOWNSVILLE | CAIRNS | DARWIN | KARRATHA | PERTH KALGOORLIE | ADELAIDE | PORT MORESBY

© 2012 Caterpillar All Rights Reserved. CAT, CATERPILLAR, their respective logos and “Caterpillar Yellow” as well as corporate and product identity used herein, are trademarks of Caterpillar and may not be used without permission.

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mining and remote locations

Significant opportunities for facilities management in remote mining camps BY NELLY APPLEHANZ, CONSULTANT AUSTRALIA AND NEW ZEALAND, INDUSTRIAL PRACTICE The mining industry in Australia is a significant contributor to the national economy. Over 40 per cent of the total number of operating mines is located in remote areas in Western Australia, and 25 per cent is located in Queensland. In 2011, more than 142,000 people were employed by the Australian mining industry. The majority work in remote areas using fly-in fly-out (FIFO) services to reach their work locations, where they are generally accommodated in remote camps near the mine sites.

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mining and remote locations

In-house

Facilities Management Services for Remote Sites

Outsourced to FM Service Providers

Integrated FM Services

Mining Companies

Other FM Services

Remote Sites

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ining industry growth drives the demand for increased workforces at remote sites, which, in turn, impacts the demand for facilities management services that are required to operate and maintain mining camps and mining villages.

Opportunities for FM service providers growing The Department of Education, Employment and Workplace Relations in Australia estimates that in the next five years, nearly 70,000 new jobs will be created directly in the mining industry. Opportunities for facilities management service providers will, therefore, grow. This is due to the fact that by 2018, it is estimated that 90 per cent of facilities management services in mining camps will be outsourced. Considering this level of growth, a major challenge for the facilities management industry will be to attract and retain qualified labour in remote areas to provide services. Currently, around 85 per cent of facilities management services for remote sites are outsourced to facilities management service providers, and 15 per cent are delivered by mining company employees. In 2011, around 30 per cent of outsourced FM services were provided as integrated facilities management (IFM) services.

Facilities Management for Remote Mining Camps, Australia, 2011 Around 70 per cent of outsourced FM services are ‘Other Services’, such as catering or cleaning of the accommodation. It is no longer enough to just accommodate the FIFO workforce near mine sites. Employees, who commit to being located at remote sites for a certain work placement, expect many amenities. Often, beyond basic facilities management services, a holistic concept to create a balanced work and life environment is expected. With the high expectations of the workforce in remote sites, FM service providers are now forced to think ‘outside the box’ to not only provide services to maintain the campsite as efficiently as possible, but to also focus on the wellbeing of camp residents. The provision of services and facilities for recreation, fitness and entertainment –

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even nutritionists, fitness and health coaches – is likely to become the norm in remote locations. FM providers are distinguishing themselves through the improved provision of services and facilities for recreation, fitness and entertainment. In some cases, nutritionists, fitness and health coaches are provided as part of a service package.

A major challenge arises out of the very remoteness of many mining camp sites; for example, in supplying fresh food that requires considerable logistics and planning to ensure compliance with customer standards and to ensure the health and safety of mine site employees.

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mining and remote locations

Mining company policies restraining FM services growth One major restraint to the growth of FM services relates to mining company policies. Corporate policies to employ on a local basis, and use locally available services and businesses to support the growth of remote communities, are a part of a strategy adopted by most major mining companies. The growth of local communities is usually supported by building residential housing and other facilities to retain locals in these communities. As a result, mining companies may keep the number of FIFO employees low in these instances and, hence, mining camps as small as possible.

Mastering the remoteness of mine camps In remote locations, where mining companies already contend with the issue of workforce shortage, the use of external service providers becomes a productivity enhancement tool. Also, specialist equipment, compliance requirements and the remote location of worksites drive the demand for expertise to safeguard the health and safety of employees. A major challenge arises out of the very remoteness of many mining camp sites; for example, in supplying fresh food that requires

considerable logistics and planning to ensure compliance with customer standards and to ensure the health and safety of mine site employees. Not every FM service provider is able to do this across the whole suite of services, either due to their lack of expertise or their unwillingness to take on this challenge. Therefore, only those service providers that are able to overcome logistics challenges, retain quality personnel and provide value-added services will be able to take advantage of the long-term opportunity that presents itself, and benefit from opportunities the mining industry in Australia offers to related businesses.

This market insight was authored by Nelly Applehanz, Consultant Australia and New Zealand, Industrial Practice, based on Frost & Sullivan’s recently completed report, ‘Australian Market for Facilities Management at Remote Sites’, which provides an overview of facilities management in remote sites across the Australian mining industry, as well as relevant trends and developments impacting the opportunity for service providers in this market. For media queries or more information please contact djeremiah@frost.com.

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company profile

ADT Security develops new building automation solution

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uilding owners are constantly challenged with the task of efficiently and securely managing their buildings through the use of an increasingly complex mix of disparate systems. Recognising the difficulty this presents, ADT Security has developed a new building automation solution called SightCube. Designed to offer a simplified user experience, SightCube integrates sophisticated access control, alarm and surveillance monitoring, and energy management systems. From a single customisable interface, it gives building managers the seamless ability to automate and control a wide range of operational and security functions. Busy commercial buildings often see large numbers of visitors on any given day, making access and security clearance a challenge. SightCube addresses this problem by providing features such as webbased visitor management, gate controls, vehicle access management and elevator control. Offering intelligent alarm and surveillance monitoring capabilities, the solution gives building managers the ability to detect any emergency or security breach in real-time, enabling them to implement a timely and effective response. SightCube also allows building managers to adjust climate and lighting by partition and time. To help reduce a building’s energy use, selected devices can even be automatically switched to standby mode when not in use.

Easy to use, the web-based system is customised for each individual facility and utilises a 3D display to show layout and structures as they actually appear. With Linux-based scalability, the solution affords the flexibility of system upgrades and can manage up to 376 partitions and 188 gates at a time. For further information visit www.adtsecurity.com.au or phone 131 238.

FACILITY DOOR SOLUTIONS doors with intelligence

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Victoria enquiries Premier Plastics Pty Ltd ph 03 9357 8477 fax 03 9357 8938 www.premierplastics.com.au

For over 40 years, DMF International Pty Ltd has been providing solutions to busy doorways, for protection of the operating environment. The product range has grown from the humble PVC strip curtain, to the sophisticated high-speed roll doors, that not only provide climate control, but also after-hours security. DMF manufacture most of their own products in Australia, and are proud to also be the exclusive and licensed agent for the Efaflex range of premium doors from Germany. DMF can supply and install doors that can achieve an incredible 4 m/ sec operating speed, with highly sensitive safety sensors to ensure your personnel, and equipment, are protected. With partners throughout Australia, installation and servicing is available in most areas. Whatever your budget, DMF has a solution, so call us today.

DMF INTERNATIONAL PTY LTD 3/88 Magowar Rd, Girraween, Sydney, NSW, 2145 Ph 02 9636 5466 Fax 02 9688 1531 www.dmf.com.au

Australian agents for

Sales and service throughout Australia, NZ and SE Asia

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security

Combining physical and logical access control on NFCenabled BYOD smartphones BY JORDAN CULLIS, DIRECTOR OF SALES, AUSTRALIA AND NEW ZEALAND, HID GLOBAL CORPORATION Two key industry trends are on a collision course: the advent of Near Field Communications (NFC)enabled smartphones that can be used to open doors and access computers and networks, and the industry’s move to a ‘bring your own device’ (BYOD) mobility deployment and management model. In order to use BYOD smartphones for physical and logical access control, organisations will need to carefully evaluate their mobility management environment, and extend their access control infrastructure so it supports over-the-air provisioning of digital keys and credentials, while ensuring adequate cloud-based data storage security so these devices can also be used for network and application logon.

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he mobile access control model is extremely secure. It leverages a new type of identity representation that operates within a trusted boundary, so that BYOD smartphones and their transactions can also be trusted within the access-control managed network. The model also requires the use of the phone’s secure element – usually an embedded tamper-proof integrated circuit, or a plug-in module version called a subscriber identity module (SIM). The use of a trusted boundary and the phone’s secure element creates a secure communications channel for transferring information between NFC-enabled phones, SIM cards, and other secure media and devices. NFC technology then provides the shortrange communications link for ‘presenting’ the digital key or card inside a phone to the access-control card reader. Smartphones that do not feature NFC technology can be securely upgraded to this capability by using an NFC-enabled add-on device, such as a micro SD card. Security administrators have two options for issuing digital cards and keys to BYOD smartphones. One is to connect the mobile device to the network via a USB or wi-fi enabled link and use an internet portal; similar to the traditional model for purchasing plastic credentials. The second option is to issue digital credentials over the air via a mobile network operator, in much the same way that today’s smartphone users download apps and songs. To do this, the NFCenabled smartphone communicates with a trusted service manager (TSM), which interfaces either directly to the mobile network operator (MNO) or to its TSM so that a key can be delivered to the smartphone’s SIM card. The mobile provisioning model eliminates the traditional risk of

plastic card copying, and simplifies the process of issuing temporary credentials, revoking or cancelling them, and modifying security parameters in response to elevated threat levels. In addition to opening doors, NFC-enabled smartphones can also carry other credentials for applications, including purchasing items at the company cafeteria, and using secure printing equipment. They can also generate one-time password (OTP) soft tokens for securely logging on to another mobile device or desktop computers in order to access a network. Combining these capabilities on a BYOD smartphone requires that IT departments and security administrators work together to protect a broad range of systems, data and facilities. There are several issues to address. The first is to ensure the personal privacy of BYOD users, while also protecting the integrity of enterprise data and resources. There is tension between employees who want to carry a BYOD smartphone they already own that they feel is useful and productive, and IT teams that must enforce organisational requirements for strong authentication. Containerisation is a potential solution. It enables companies to secure organisational data residing on a private mobile device by creating a remotely managed zone inside this device that is encrypted and, according to policy, limiting interaction between this zone and the rest of the device. All applications and other ID credentials are containerised between personal and enterprise use, and strong authentication is required to access the applications and data residing within. The next requirement is that applications be enabled for use with digital keys and cards. One example is an application that enables smartphones to support PIN entry to ‘unlock’ key usage

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security

for authentication or signing. There also must be standardised middleware application programming interface (API) technology in order to expose ID credential functionality to the application. Another potential requirement is that smartphones support derived credentials and public key infrastructure (PKI), including personal identity verification (PIV) credentials that are used by United States federal workers. The combination of derived credentials with containerisation will also create the need for hierarchical lifecycle management so that, for instance, organisations can revoke all credentials when a phone is lost, or revoke only the user’s ‘work’ credentials for phones carrying PIV credentials. Finally, cloud storage security must be robust enough so that BYOD smartphones can be used for network and application logon. The best approach is federated identity management, which allows users to access multiple applications by authenticating to a central portal. Federated management supports a variety of authentication methods, and meets compliance requirements by providing a centralised audit record of any applications that were accessed. It does not require any changes to end user devices, and also provides good protection against advanced persistent threats (APTs), ad hoc hacking, malicious acts from ex-employees, and internal threats such as employee fraud. Federated ID will also ensure that identity can be easily and effectively managed both on plastic cards and smartphones. HID Global recently concluded the first series of pilots of NFC-enabled smartphones used for physical access control in an enterprise environment. The pilots were conducted at the Santa Clara, California headquarters of Netflix, and Good Technology’s headquarters offices in Sunnyvale, California. In both pilots, proximity readers with cards or key fobs were replaced with HID Global’s iCLASS SE® access control platform, including iCLASS Seos™

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credentials that are portable, for use on NFC-enabled smartphones. Pilot participants highlighted improved security among the many benefits of opening doors with their smartphones, and felt that the model was more convenient than what they were currently using. In a third-party survey of participants, more than 80 per cent of Netflix respondents felt that the application for unlocking a door was intuitive, and nearly 90 per cent described it as easy to use. This perception was echoed at Good Technology, where more than 80 per cent of respondents felt the smartphone was more convenient to use than their current access card, primarily because they never forget their phones like they do their badges. A substantial majority of respondents said they would be willing to load the app onto their own personal smartphones, and saw value in additional uses of digital keys on their smartphones. The pilots also highlighted a number of opportunities to improve the mobile access control experience as the industry moves closer to deployment. This includes bringing more mobile network operators and handset manufacturers into the ecosystem so that users have more service and product choices. Additionally, participants cited the need for an ‘always on’ access control experience, which requires that NFC handsets be able to open doors without having to start an app, and that their secure elements, either embedded in the phone or in their subscriber identity module (SIM) cards, are made available for over-the-air communications directly with service providers. Pilot participants also highlighted the need for solutions that do not excessively drain battery, are available even when the battery is dead, don’t interrupt other tasks, and deliver an intuitive user interface with accurate graphical representations and conveniently sized icons. The convergence of physical and logical access control on BYOD smartphones and other mobile devices promises many valuable benefits, including improved convenience, more flexible management, and enhanced security. The foundation has already been laid for highly secure transactions between NFC-enabled smartphones, computer and networking resources, the physical access control system, and a new cloud-based and over-the-air identity delivery infrastructure.

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higher education

Higher education in the FM sector ASSOCIATE PROFESSOR BRIAN PURDEY, MIRVAC SCHOOL OF SUSTAINABLE DEVELOPMENT, BOND UNIVERSITY The higher education sector in Australia overall is being presented with its own set of issues and challenges. This provides a context for specific consideration of education in the facilities management sector.

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n a world that is increasingly characterised by the forces of globalisation and interconnectedness, higher education generally is under pressure to adopt a more strategic, businesslike approach, and to develop relationships that will be of national and international importance in the future. But while students’ needs remain at the heart of education, institutions must continue to offer high-quality education and a unique education experience. Higher education should still continue to be a transformational experience for both domestic and international students – one that adds significant value to the personal development and career aspiration needs of students. A quick look at the education strategies of countries comparable to Australia highlights similar themes in terms of the key factors that will underpin success in the future. These include sustaining quality education service delivery, branding, investment and, in order to attract offshore students, some alignment with the visa policies of government. At the overall higher education sector level, there seems to be an acknowledged need for a coherent education framework at both federal and state government levels; one that supports agreed education standards and innovation. Also, there is an appreciation that a cross-sector approach to education delivery is required, supported by appropriate levels of funding on both the supply and demand sides. Against this backdrop, it is clear that the current concepts for education service delivery are straining to deliver on these outcomes in an environment where cost pressures are leading to the industrialisation, commodification and commercialisation

of higher education that enables mass participation. The existing model for higher education appears to be far too capital-intensive, location-dependent and inflexible to cope adequately. It is becoming clear, as we move into a post-‘global financial crisis’ era, that many stakeholders are re-examining the value-for-money propositions of higher education delivered through traditional bricks and mortar institutions. In the facilities management training and education market, these themes are apparent in that employers, employees and industry professional bodies want skills development that is more à la carte: delivered now, using distributed technology to provide affordance most conveniently and cost-effectively. To this end, education service delivery may simply reflect the challenges of facilities management service delivery itself, which involves an ever-changing mix of people, technology and spatial resources to deliver outcomes. But are there particular challenges that confront higher education in facilities management? Facilities management is still an emerging field of endeavour, and as yet has not sufficiently established itself as a principal career choice. The formal qualification of ‘Facilities Manager’ is not universally required to fill senior job roles. Mainstream business retains a strong short-term cost focus, and a general view that facilities are ‘non-core’. Facilities management might also be fooling itself, however, by considering itself to be a management discipline, not a technical and operational function within an organisation – is it a set of specialist services best delivered by external providers? Even more questionable is the level of industry acceptance of strategic

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higher education

Specifically, there is a need for training and education opportunities to be interconnected in ways that create pathways from school leaver entry level through to mature age students undertaking postgraduate education at a Masters course level

facilities management as a higher-level, proactive and forwardlooking capability that can add value to the processes delivering business outcomes. The requirement that the higher education sector should take a longer-term view to growing an ‘education business’ that incorporates the breadth and depth of facilities management comes at a time when many individual institutions are increasingly being forced to take a short-term view, to cut out unprofitable courses, and limit investment in innovation. This suggests that at a time when higher education should be playing a major role, the outlook for more facilities management courses – including strengthened undergraduate programs – might be particularly bleak. At the postgraduate level, there is a requirement for an increased facilities management research effort, and for this to be linked into the overall education agenda. If facilities management is to be a respected management discipline in its own right, it needs to be underpinned by a sound body of theory, and a canon of critical knowledge derived from academic research and higher education that is capable of producing graduates with the skills that employers want. The available research indicates that the most common qualities sought by employers today continued on page 54

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higher education

continued from page 52

are interpersonal and communication skills, followed by motivation, commitment and industry knowledge. The third most frequently nominated skill area is critical reasoning and analytical/problemsolving ability, which certainly requires more technical skills. Only then is the calibre of academic result rated as significant. What, then, are the implications for facilities management in higher education? Overall, the attributes sought by employers point to a higher education facilities management graduate having a superior knowledge of the technical tools and techniques for the operational delivery of facilities, combined with the understanding of how to apply facilities-related knowledge in order to add business value at a strategic level in a much broader context. Specifically, there is a need for training and education opportunities to be interconnected in ways that create pathways from school leaver entry level through to mature age students undertaking postgraduate education at a Masters course level, or undertaking postgraduate research, and: 33 ensuring that there is closer alignment of the VET sector with the tertiary sector to secure and maintain these pathways 33 having a stronger teaching, learning and assessment framework in place at each entry/exit level along the education pathway (or education ladder), and aligned with the international competency framework developed by the Facility Management Association of Australia (FMA), particularly at the entry levels 33 stronger partnerships between industry and educators to help develop relevant training and education products in terms of recognition of prior learning/experience, knowledge, skills and accessibility 33 greater financial commitment of the industry by way of funding for, and partnerships in, world-class facilities management research to develop the industry’s knowledge base, both in Australia and internationally. Currently, it could be argued that much of what is held forth as ‘research’ in the sector is derived from a rationalisation of existing, perceived ‘best practice’, often presented by organisations with a vested interest only in monetising implementation opportunities beyond their own specific situation. Under these circumstances, short-term commercial imperatives alone determine what facilities management knowledge is relevant, while over time this approach works to the detriment of the profession, making it more difficult for the discipline to move up the value management food chain. If a parallel can be drawn with the challenges still faced by the ‘discipline’ of human resources management, long after it sought to reposition itself as different from the personnel function, then facilities management might still be stuck in the ‘personnel’ stage of its development. A model of best practice must be built on the requirement of entry-level training and education to provide access to basic knowledge content, which establishes the discipline foundations. Some of the learning ‘content’ may be delivered online, but is increasingly likely to involve some sort of collaboration between tertiary institutions and those in vocational training. This will help build the education pathways and a teaching, learning and assessment framework that can progressively develop competence in the particular vertical pillars of knowledge that support the discipline. To this end, there is also a need for industry players and professional

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...face-to-face education becomes more relevant, and group and team work more powerful as the full scope of facilities management vision and leadership is brought to bear in terms of the interaction of people, process and place. bodies to collaborate with higher education institutions to describe and develop the canon of facilities management knowledge, and how formal higher education can successfully build on industrybased training that is competency-based to internationally recognised standards. At the higher education institution level, there are also opportunities for some learning content to be delivered using the online model; however, as students develop competence beyond the basic knowledge, skill and experience required, the learning requirement shifts to developing and utilising critical analytical thinking, building practice capability, moving beyond separated operational considerations to the tactical and strategic management realms, and the understanding of complex issues and problems more systemically. It is at this level that face-to-face education becomes more relevant, and group and team work more powerful as the full scope of facilities management vision and leadership is brought to bear in terms of the interaction of people, process and place. In other words, the technical specialisms of the spatial aspects of facilities management are enhanced by a higher knowledge and understanding of the people/organisation/social and information technology aspects, and the way they interact. A key challenge for academic institutions is for those offering face-to-face courses to re-leverage their physical infrastructure and offer a more blended learning approach, perhaps in partnership with other institutions and industry partners. But a further key challenge is for the university to position itself as being excellent in education in the discipline of facilities management – quite a challenge given the breadth and depth of the knowledge realms involved. Collaborative alliances may be the only way forward in order to offer sufficient student choice of subjects/courses, high-quality lecturers/teachers, and transformative experiences leading to enhanced employment opportunities in a management discipline that can only grow in importance in the future.

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careers

Facilities management careers In its role as the peak national industry body for facilities management, FMA Australia has set a clear path for future professional standards and career progression.

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oday, facilities managers require a broad and diverse skill set that is more in line with management and business services than the building trade-oriented services that were previously commonplace for the industry. In 2012, the majority of facilities management professionals (59.7 per cent) receive a total remuneration package in excess of $100,000, with 41.2 per cent being remunerated between $100,000 and $149,000. Sixty-three per cent of facilities managers are aged at least 46 years old, which means that one in five professionals in facilities management will reach the official Australian retirement age of 67 over the next 10 years, with almost two-thirds of professionals following by 2032. These factors are some of many that are driving an increasing need for professional standards in facilities management, both to ensure that those working in the industry have sufficient skills, and also to avoid a workforce skills deficit when the current generation of senior professionals begins to retire. Career progression standards also assist in retaining professionals within the industry itself by providing a clear path for career progression over time.

The professional standards The following boxes display the basic elements of the new career standard promoted by FMA Australia in its recent submission to the Australian Government’s review of Australian and New Zealand Standard Classification of Occupations (ANZSCO). This submission was supported by feedback obtained through detailed industry consultation conducted in the second half of 2012, with the new standard forming the basis for the Facilities Management Good Practice Guide for Careers & Competencies currently being developed.

Good Practice Guide for Careers & Competencies Detailed information relating to competencies and each of the roles described in this article will be released as part of the FM Good Practice Guide for Careers & Competencies, expected to be released in coming months. For further information and sponsorship opportunities, contact policy@fma.com.au. Each role corresponds with a particular level of education and experience to ensure that the professional has the necessary skills and knowledge to do their job effectively.

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careers

FACILITIES OFFICER

FACILITIES ADMINISTRATOR

Alternative titles: Facilities Assistant

Alternative titles: n/a

An entry-level role that provides administrative support and at times oversees maintenance tasks to ensure the day-to-day smooth operation of a building’s or a facility’s infrastructure.

An operational-level role that provides administrative support; including budgeting, procurement negotiation, contract liaison and documentation, as well as coordination of staff and office equipment during relocation, and at times supervision and physical assistance with maintenance tasks, to ensure the day-to-day smooth operation of a building’s infrastructure.

Minimum requirements 33 High School Certificate and/or 33 Apprenticeship/Certificate III in facilities management or related field. *Equivalent to ANZSCO Skill Level 4

Minimum requirements 33 One year minimum experience and a Certificate IV in facilities

management or related field or

Continuing professional development (CPD)

33 At least three years’ minimum experience with no formal

This is a transitional role that should be complemented by ongoing formal education as well as on-the-job training/mentoring.

education. *Equivalent to ANZSCO Skill Level 3

Industry feedback

Continuing professional development (CPD)

The industry consultation provided the following results in relation to this occupation: 33 93.1 per cent of respondents agree with the role description for this occupation 33 75.2 per cent of respondents agree the minimum requirements for this role are appropriate 33 14.5 per cent believe the minimum requirements should be higher 33 10.2 per cent believe the minimum requirements should be lower.

Continuing professional development for this occupation is considered voluntary, but is strongly encouraged for individuals seeking promotion.

Note: Facilities Officer is also listed in the Job Guide, which is distributed to secondary school students throughout Australia every year by the Department of Education, Employment and Workplace Relations.

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Industry feedback The industry consultation provided the following results in relation to this occupation: 33 85.4 per cent of respondents agree with the role description for this occupation 33 73.5 per cent of respondents agree the minimum requirements for this role are appropriate 33 15.3 per cent believe the minimum requirements should be higher 33 11.1 per cent believe the minimum requirements should be lower.

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W DO D OA NL

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careers

FACILITIES COORDINATOR

FACILITIES MANAGER

Alternative titles: Building Coordinator,

Alternative titles: Building Manager, Building Operator

Building Operator

Organises, controls and coordinates the strategic and operational management of buildings and facilities in public and private organisations to ensure the proper and efficient operation of all physical aspects of a facility, to create and sustain safe and productive environments for occupants.

Responsible for coordinating the operational management of a building or facility, including budgeting, procurement negotiation, contract liaison and documentation, and staff supervision, to ensure the proper and efficient operation of all physical aspects, creating and sustaining safe and productive environments for occupants.

Minimum requirements Minimum requirements

33 Two years’ minimum experience and a Bachelor or higher

degree in facilities management or related field

33 One year minimum experience and an Associate Degree,

Advanced Diploma or Diploma in facilities management or related field

or

or

33 At least five years’ experience with no formal education. *Equivalent to ANZSCO Skill Level 1

33 At least four years’ experience with no formal education. *Equivalent to ANZSCO Skill Level 2

Continuing professional development (CPD)

Continuing professional development (CPD)

Continuing professional development for this occupation is required to maintain professional competence.

Continuing professional development for this occupation is considered voluntary, but is strongly encouraged for individuals seeking promotion.

Industry feedback The industry consultation provided the following results in relation to this occupation: 33 91.4 per cent of respondents agree with the role description for this occupation 33 66.6 per cent of respondents agree the minimum requirements for this role are appropriate 33 18.8 per cent believe the minimum requirements should be higher 33 14.5 per cent believe the minimum requirements should be lower.

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Industry feedback The industry consultation provided the following results in relation to this occupation: 33 95.7 per cent of respondents agree with the role description for this occupation 33 63.2 per cent of respondents agree the minimum requirements for this role are appropriate 33 28.2 per cent believe the minimum requirements should be higher 33 8.5 per cent believe the minimum requirements should be lower.

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careers

FACILITIES DIRECTOR Alternative titles: Director of Facilities

33 68.3 per cent of respondents agree the minimum requirements

for this role are appropriate 33 26.4 per cent believe the minimum requirements should be

higher Senior role that has full accountability and authority for the successful coordination, planning and performance of facilities management activities within their organisation or business unit, often including multiple sites, types of facilities and employees.

Minimum requirements 33 Five years’ minimum experience and a Bachelor or higher

degree in facilities management or related field

33 5.1 per cent believe the minimum requirements should be lower

Specialist professionals The industry consultation also identified a number of specialisations where the role title could be tied to the given type of facility to better reflect the specialist skills and knowledge required, for example:

or 33 At least 10 years’ experience with no formal education. *Equivalent to ANZSCO Skill Level 1

Continuing professional development (CPD) Continuing professional development is essential to maintain professional competence.

Industry feedback

33 33 33 33 33 33 33 33

Aged Care Facilities Manager Education Facilities Manager Healthcare Facilities Manager Hotel Facilities Manager Industrial Facilities Manager Residential Facilities Manager Retail Facilities Manager Shopping Centre Facilities Manager.

The industry consultation provided the following results in relation to this occupation: 33 90.5 per cent of respondents agree with the role description for this occupation

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We can serve the following markets: • Commercial facilities – Office buildings, retail facilities, sports facilities • Government and education – Schools, colleges, universities, government facilities • Aged and healthcare – Nursing homes, retirement villages and resorts • Hospitality – Hotels, motels, resorts, amusement parks

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company profile

The evolution of Atlantis Atlantis commenced operations in Sydney in 1988 and have since expanded nationally. We continue to provide strategic planning, project management, commercial relocation, logistical, workplace and trade-based solutions to businesses all over Australia.

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e provide services across the entire Australian market, encompassing industries as diverse as financial services, warehousing, hospital and medical, government, education, libraries, IT and telecommunication, legal, engineering and professional services. Key strategic recruitment has enabled Atlantis to attract and retain some of the most proficient and professional staff with key industry experience who have been involved in some of Australia’s largest and most complex transition projects, such as the relocation of Telstra, Vodafone and the Royal Children’s Hospital in Melbourne. We continue to seek opportunities within the service areas listed (right) to develop our skills and knowledge for the benefit of, and to add value to, our clients.

Atlantis Move Smart 3 3 3 3 3 3 3 3 3 3

Strategic Planning and Consulting Project Management Commercial Relocations Labour Hire Warehousing & Storage Technology Solutions File and Audit Management Asset Management and Tracking Asset Disposal and Recycling Third Party Logistics (3PL)

Atlantis Services The continuing evolution of Atlantis The key driver in the development of the Atlantis ‘Services’ division was a recognised need from our clients for additional and complementary services. After repeated requests from our customers, Atlantis has, over the last few years, developed a trade-based division, where we provide skilled labour for compliance audits, make goods, refresh

60 X

3 3 3 3 3 3 3

Make Good & De Fit Minor Works/Refresh Skilled Trades Labour Compliance Audits Data Cabling FF&E Installation – Joinery and Workstation

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company profile

You the customer

iNG ser

ect proj S

relocat s vice

service delivery model

carpenters shop fitters joiners plumbers electricians air conditioners it technicians

works and carry out general remedial works. We have built this part of the business in response to the requirements of our customers, who were frustrated with dealing with numerous sub-contractors involved at any one time in a single project. Our ethos is to provide an ‘end-to-end solution’ for those of our clients seeking provision of services outside of the core relocation base on which we have built our reputation. This, we believe, makes our service delivery model unique in the Australian market.

BENEFITS OF USING ATLANTIS IN YOUR PROJECT: 3 3 3 3 3

We eliminate unnecessary layers of contractors We provide consistency in staff, as we employ all staff and do NOT subcontract We reduce the cost to the client, instead of the client paying ‘margin on top of margin’ We ensure scheduled deliveries of projects and work We are accountable for each and every job within the project.

Unique to the Australian marketplace Atlantis IT crate As the leading provider of commercial relocation services in Australia, we remain at the cutting edge of relocation management and innovative, customer-focused solutions, and have now developed the unique, purpose-built ‘i-crate’ and introduced ‘real-time’ RFID tracking for asset management.

IT crates are brought onto site and packed by our crews, then transferred to the new site on skates along with the ‘personal effects’ crates, thus enabling individual work points to be transported as a unit. This minimises double or triple handling while adding unparalleled levels of additional security to any relocation.

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company profile

How does the new modern workplace affect strategic planning by Atlantis? How do changes in workplace trends, such as activity-based working (ABW), affect the planning and strategy involved in relocating organisations, compared to more traditional workplace settings? In a traditional transition program, most items are moved ‘like for like’. When transitioning to an ABW environment, careful consideration and planning has to be implemented to relocate the ‘personal’ belongings to a centralised hub. Does the future of ABW mean that organisations will see a reduction in terms of staff churn? If so, how does that affect Atlantis? We do not foresee a reduction in overall staff churn, but as ABW develops, the positioning of centralised work and storage areas will evolve to meet the changing needs of a business through its own development cycle. Atlantis are well positioned, and have both knowledge and experience in assisting with such evolving strategies. Do the changes in workplace create additional opportunities to provide services different to those currently offered within the industry? As the workplace continues to evolve, there will be further opportunities for us to use our experience and project management knowledge to maximise the value-add that we currently provide our customers. As the leading innovators in the industry, we are continually looking at ways in which we can add value while maintaining the integrity of our core service offering.

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How do you create and communicate that value to clients in terms of the services provided by Atlantis? As the workplace, and the workforce, evolves, we see it as incumbent on us to work closely with the key stakeholders to ensure that appropriate communication plans are allied to a robust accommodation strategy, and that people are part of the journey, not merely passengers. We know that if you explain both the constraints and opportunities, and have a strategy for resolution, most clients will see the value-add and embrace it. What have been some of the new innovations developed by Atlantis to stay at the forefront in regards to workplace solutions and commercial relocations? We continue to look at the way work spaces are evolving, and to develop equipment, processes, methodologies and strategies that meet those changing needs. The recent development of our unique i-crate was a direct response to customer demand for a more effective and efficient methodology for relocating desktop ICT equipment. Atlantis has always been the industry leader in equipment and methodology, and we intend to remain so for the next 24 years of our evolution.

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company profile

Case Study

The relocation of The George Institute Atlantis were engaged as the relocation managers for the George Institute relocation to Kent Street. We assisted the TGI relocation team to provide an effective planning solution for their relocation from a heritage-listed tenancy in George Street.

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tlantis planned and provided all of the necessary services to ensure a smooth transition into their new tenancy. The TGI tenancy consisted of approximately 160 staff originally located over two floors at George Street. There were approximately 800 crates relocated as part of the transition program, and, in addition, this was a major use of our unique i-crates on an external transition program. 1. Relocation planning 2. Relocation execution 3. Disconnect/reconnect of all desktop ICT, including blue screen test 4. Dismantle, relocate and reassemble joinery, including the boardroom table 5. Relocation of 54 full-height tambour door cabinets together with substantial amounts of reutilised furniture 6. Post-move management To provide the highest level of service, Atlantis supplied their National Manager, Projects to oversee the transition program alongside the on-site Project Manager.

distributed to all staff. The master relocation schedule was created in conjunction with the TGI Relocation Manager and used to track both progress and placement. The schedule identified the major relocation tasks and timelines, which helped to ensure that the relocation progressed as planned on the relocation weekend. 3 Meetings were conducted with all contractors to ensure readiness for the relocation. The National Manager, Projects and his relocation team were on-site at the existing and new buildings during the relocation weekend to ensure all tasks were completed within the time specified on the master relocation schedule. As a result of the detailed and thorough planning, each phase of the move was successfully completed within the agreed timelines, ensuring that the TGI staff were fully operational by the Monday morning of the relocation weekend, with the least possible disruption to TGI clients, staff and their business operations. Another example of an Atlantis ‘smart move’. 3

The meticulous and detailed planning involved the following: 3

3

3

The preparation and maintenance of the master relocation project plan. This contained a detailed plan of all tasks and milestones, resources and deadlines to be achieved for the relocation. The team worked closely with the TGI Relocation Manager and carefully monitored the project plan to ensure that all deadlines were met and issues were escalated to management. The team prepared and maintained a database containing data for all TGI staff that was also used to produce preprinted labels for the staff. Clear, concise and consistent communication is imperative to any transition activity. Detailed move instructions were supplied, featuring step-by-step instructions outlining the requirements of TGI staff members, in preparation for the move. Move instructions were then collated with the personalised pre-printed labels and

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company profile

company profile

Perpetual PropertyCare to Perpetual PropertyCarecontinues strengthens embraceservice the latest technology to further facility capabilities enhance client satisfaction

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creation of a mobile application (APP) for iPhone, iPad and commercial buildings. trojanThe Workforce s part ofPropertycare our erpetual has will provide the qualified iPod tradeTouch staff devices only strengthens our position as an industry commitmentour management strengthened leader in a very competitive market. Our clients can now easily send to carry out repairs and maintenance to our clients, industry figure with well-known services to our contracts. electronically closer ties recorded photos, observations and sales enquiries we have developed adam atkin joining our team in March. while on the go during the with trojan, which has a national a wireless software adam, being the inaugural winner of the of their day. network, will also assist incourse Perpetual‘s application to more industry young manager of the year and a goal in being able to providePerpetual national PropertyCare efficientlyofdocument member the Bscca New south Wales continues coverage within the next two years.to diversify and report service management board, continues Perpetual’s its facility services. With in promoting facility services delivery, consumable commitment to employing quality the release of this app it packages to potential customers, ordering and sales management staff to grow our business. continues Perpetual Propertycare will always to cement our enquiries. adam fills As thean newly created position of to achieve the tailor a package that best commitment suits the industry ‘first’, National sales Manager and is charged with level of customer customer’s needs for eachhighest individual Perpetual PropertyCare the responsibility of building our facility service, and property. the use of our own staffreporting and has developed an in conjunction with our services capabilities prompt specialised contractors will ensureresponse. our alternative system to Workforce. sister company trojan Scan our QR code for more info customer receives a professional and collaborate Perpetualexisting Propertycare currently consistent service that enhances the and potential customer provides cleaning and cleaning related This new and extremely exciting Perpetual PropertyCare app will property that their customers or staff enquiriesservices with to major contracts, ancillary and be available free of charge on the Apple app store from October Screenshot of Perpetual PropertyCare APP 2012. occupy. consideration to the full facility service management to several environment by totally eliminating the use of paper.

Innovative Solutions

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for the best sustainable solutions in > Offi ces > Educational Facilities > Event Venues > Industrial Sites

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Contact Perpetual PropertyCare p 02 9641 2021 f 02 8020 6608 info@perpetualpropertycare.com.au www.perpetualpropertycare.com.au

The Right Choice

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essential services – cleaning

Green cleaning is coming of age BY BRIDGET GARDNER, DIRECTOR OF FRESH GREEN CLEAN When required, most cleaning companies can now offer some form of ‘green cleaning’ tender response. This may vary from the simple insertion of a supplier’s brochure to a full-blown sustainability program, but in most cases the concept has not progressed too far beyond a few ‘green’ cleaning products and recycled toilet paper. Many are wondering whether the Australian green cleaning movement was just a marketing ploy that is now over – before it really began.

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s a consultant specialising in this field, I would argue that this couldn’t be further from the truth. It is my belief that green cleaning has simply finished its early adolescent growth spurt and is now about to enter adulthood, with all the associated responsibilities, guidelines and compliance issues. A certain level of complacency can be attributed to the common perceptions held by cleaning contractors that either the facilities management team lacks the ability to differentiate between an authentically green offer and spin, or that they are not as committed to sustainability as their contract specifications would imply. But by far the biggest brakes have been the lack of practical guidance and conformance measures surrounding the procurement of green products and services. These limiting factors are about to be overcome with two important game changers: Green Star – Performance, and two new ecolabels.

Green Star – Performance The concept of green cleaning is well advanced internationally and, as is often the case, Australia is following; however, by looking to

Now the term ‘green cleaning’ is a simple way to refer to improving the way buildings are cleaned: encompassing aspects of health and wellbeing, hygiene and efficacy, and environmental sustainability

these markets, we can see that one of the key drivers for establishing green cleaning benchmarks and pushing its conformance is the green building rating systems. In Australia, Green Star – Performance1 is continuing to be developed as part of the Green Star environmental rating system for buildings, with the first trials due to commence in early 2013. Based on the experience of the US Green Building Council’s LEED EB:OM2, it is anticipated that Green Star – Performance will be a real game-changer for the cleaning industry through its rating of the operations and holistic performance of existing buildings. This will include the building’s policies and procedures for procuring and delivering cleaning services and products. Furthermore, by rating existing buildings rather than the design of new ones, a vastly increased number of buildings will be able to participate. Through the provision of Green Star – Performance policies and standards templates, the facilities management and procurement departments will become smarter and more demanding. The requirement for specifying the purchase of third-party accredited cleaning products will drive demand and, in turn, the supply of certified ‘environmentally preferred’ products. I also anticipate increased regulations to follow hot on the heels of Green Star – Performance, as it has done in the United States.

New ecolabels Supporting the growth in demand for environmentally preferred products is the fact that the certifying organisation GECA3, which has a newly updated standard for cleaning products, has now been joined by the ‘recognised’ label by ACCORD4. The Greentag™ Certification by EcoSpecifier5, a ‘life cycle analysis’ tool already established in building materials, is now in the process of developing a standard for cleaning products. As a result, cleaning contractors and suppliers who have relied upon a fancy marketing brochure to define their green cleaning program, or made unsubstantiated statements, such as offering a ‘zero carbon emissions cleaning service’, or a ‘100 per cent ecofriendly product’, will soon be exposed.

Green versus sustainable A variation to the ‘green cleaning is done and dusted’ line is that the term ‘green’ has been superseded by ‘sustainable’. The first time I encountered this was when I was told somewhat dismissively that my business only did ‘green cleaning, not sustainable cleaning’. Separating the two concepts was so

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essential services – cleaning

Social

Bearable

Equitable

Sustainable

Environment Viable

Economic

1. Environmental sustainability

Health & Safety

Green Cleaning

Environmental Sustainability

Hygiene & Cleanliness

2. Green cleaning

academic to me that I found it difficult to respond at the time. However, it did get me thinking: were they interchangeable terms? How should each term be used in specifications, and should they deliver different outcomes? ‘Environmental sustainability’ is generally defined in terms of sustainable development, for example: ‘Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.’6 Sustainability, therefore, relates to the long-term, responsible management, use, and disposal of the planet’s natural resources, by balancing the ‘three pillars of sustainability’ as shown in the first diagram. It is big-picture thinking, and best describes an approach or a concept that considers the ‘whole life’ of a product or process, from development to disposal. ‘Green cleaning’, on the other hand, describes the day-to-day application of sustainable concepts through the provision of cleaning products and services. Fresh Green Clean’s definition of green cleaning is: ‘Cleaning methods that demonstrate hygienically clean outcomes, with a significantly reduced risk to health and impact on the environment.’

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In my opinion, the term ‘green cleaning’ is a simple way to refer to improving the way buildings are cleaned: encompassing aspects of health and wellbeing, hygiene and efficacy, and environmental sustainability (diagram 2). Therefore, call it what you like, but the factors driving green cleaning will continue to grow, while the issues concerning the survival of our species drive the desire to live more sustainably.

Getting ready To prepare for Green Star – Performance ratings, the following list contains suggestions for inclusion in your cleaning contracts, and forms part of Fresh Green Clean’s advisory services: 33 The delivery of routine cleaning tasks should be undertaken using products certified to voluntary ‘environmentally preferred’ standards, or with equipment that demonstrates significantly reduced environmental impact. 33 Environmental Management Plans should integrate the aspects considered by the GSP rating system, for example: indoor environment quality, energy, water and materials, with a particular focus on reducing contaminants and managing waste. 33 Improve the environmental performance of cleaning operations via auditing and training. 33 Monitor the ongoing impact that cleaning operations have on these aspects, and measure resource use, before and after introducing efficiencies and improvements. While evaluating tenders, look beyond simple measures like the use of certified products. Smart cleaning companies and suppliers can demonstrate their commitment to sustainability through their whole organisational operations, such as training, procurement management and performance monitoring. Look for authentic, consistent and validated services and products, in keeping with your own organisation’s key environmental concerns, and firmly based on the principles of sustainability, performance and efficiency.

References 1. Green Star – Performance, by the Green Building Council of Australia (GBCA): www.gbca.org.au/performance/ 2. LEED EB:OM – Existing Buildings Operations and Maintenance Rating System, by the US Green Building Council: www.usgbc.org 3. Good Environmental Choice Australia – www.geca.com.au 4. Recognised – www.accord.asn.au/envirocreds 5. Greentag – www2.ecospecifier.org 6. Report of the World Commission on Environment and Development: Our Common Future: www.undocuments.net/wced-ocf.htm About the author: Bridget Gardner is Director of Fresh Green Clean and a technical expert to the GBCA’s Green Star – Performance. www.freshgreenclean.com.au | 03 9349 4299.

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company profile

company profile

Workers expect social media access Latest figures show that one in five candidates (19.7 per cent) would turn down a job if they did not have reasonable access to social media, prompting the need for organisations to ensure they have upto-date policies, according to recruiting experts Hays Facilities Management.

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he statistics come from a survey of about 870 employers and candidates for Hays’ latest white paper ‘Tomorrow’s Workforce’. The survey found that 50 per cent of Australians already access social media for personal reasons. Of these, 13.3 per cent access it daily, while 36.4 per cent access it occasionally. Employers seem to agree with candidate expectations – 44.3 per cent believe access to social media at work will improve their retention levels. Already, one-third (33.2 per cent) allow access at work, while 43.2 per cent allow limited access. Just 23.7 per cent don’t allow it at all. However, more than half (56.3 per cent) of those who accessed social media at work for personal reasons did not use their own devices, meaning they use company equipment. And one-quarter (25.3 per cent) said they didn’t have a clear understanding of how to represent their organisation on social media. ‘It’s important to have a social media policy covering how it is used for work-related matters or personal matters at work, and what employees can and cannot say about your organisation,’ says Tim James, Senior Regional Director of Hays Facilities Management.

‘If access to social media sites is allowed during working hours, the purpose of access should be made clear as should the acceptable level of use.’

To speak to a recruiting expert at Hays Facilities Management, please contact Peter Rodriguez on 03 8616 8400 or peter.rodriguez@hays.com.au

SEEKING FACILITIES MANAGEMENT PROFESSIONALS? PARTNER WITH THE EXPERTS As the first specialist recruiter for facilities management in Melbourne, Hays Facilities Management is in a unique position to draw on both our experience and the largest network of contacts in the industry. We recruit across the full facilities management spectrum including: White collar facilities management professionals Facilities Supervisors through to Directors of Facilities Management. Technical trades Electricians and HVAC Technicians through to Senior Project Managers. Facilities soft services Commercial cleaning, maintenance help desk and integrated corporate services including and mailroom, print and AV coordination. Hospitality Venue Managers, Catering Managers, Chefs, Catering Assistants, Boardroom Attendants and Waiters. Contact Peter Rodriguez at peter.rodriguez@hays.com.au or 03 8616 8400.

hays.com.au

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maintenance & essential services

Wrights Road Community Centre, Wrights Road, Kellyville. New Facility built in 2010

Building maintenance and effective management BY RAY MILLERS, PRINCIPAL BUILDINGS COORDINATOR,
THE HILLS SHIRE COUNCIL The Hills Shire Council is one of the larger local government areas in Sydney, occupying more than 380 square kilometres. Council has a portfolio of 332 buildings, ranging from public toilet facilities to a recently purchased 15,000 square metre Council Administration Building in Norwest Business Park.

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anaging public buildings to satisfy community needs and expectations requires a balanced approach, as councils have the responsibility to serve the community with integrity and diligence in using ratepayers’ and developers’ contributions for the provision of facilities that will accommodate a diverse range of community activities. Over the past 12 months, The Hills Shire Council management has reviewed its user-pays concept and cost recovery strategies for all of its community facilities, including playing fields, tennis courts and sporting amenities. The key objective of effective building management is managing ageing buildings and infrastructure, and, in keeping high-profile buildings and heritage buildings to acceptable fit-for-use standards, meeting challenges of technical and physical obsolescence, making each facility environmentally sustainable, and meeting legislative standards (for example, WH&S and public liability). A good example of this will be the new Council Administration Building in Norwest Business Park. Another primary objective is to increase the operational reliability and ensure personnel safety at minimum cost; however, as we all

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know, failures are inevitable due to natural wear and tear and other external elements. Our goal in effective management is to provide a satisfactory level of service in the most cost-effective manner through the management of building assets for present and future use within the adopted budgets. In this regard, it’s very important to have a committed management team that has an appreciation for optimising available resources to maintain Council’s assets. Costs for providing services and maintaining infrastructure have been increasing faster than generated revenue. Given these pressures, The Hills Shire Council has reviewed ways to ensure the services we provide are relevant to community needs and are financially sustainable in the long term. Reviewing the services provided by Council means different objectives to our community organisations/groups. Common objectives to consider are always to ensure value for money for the ratepayers, and reduce ongoing costs.

They are usually aimed at identifying opportunities to: 33 ensure that all buildings are maintained to a fit-for-use standard

and provide a safe environment to suit the customer’s/hirer’s needs 33 have adequate facilities at strategic locations in the Shire to meet the needs identified in the Hills Shire Plan 33 provide dignified entry and exit to all facilities by making the building accessible to all 33 ensure that all buildings are sustainable 33 improve services and activities 33 generate cost savings and income 33 improve efficiency and resource usage.

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maintenance & essential services

Through effective management and planning building maintenance, the majority of the buildings are at or above satisfactory standards.

Preventative maintenance The total usage/life that can be obtained from building plant depends upon its quality and capacity, together with the number of operating hours that the plant was designed for. Interruption needs to be taken into account; for example, breakdowns will reduce the total time available for use. Downtime is critical to any organisation. The duration for which any machine goes offline due to breakdown and/or mechanical failure is downtime. The downtime is the total time taken on account of maintenance to rectify the fault and, in most cases, will cost the organisation in loss of operations and unhappy customers. In Council’s case, it impacts staff and user groups’ satisfaction when it comes to the acceptable conditions inside the facility. The total time taken on account of maintenance involves the time actually spent by the maintenance team to correct the fault, and waiting time for want of spares required to rectify the problem. Maintenance plays an important role in any facility where plant and machinery are used (the majority of Council buildings). No plant or equipment can work indefinitely or run continuously. At the same

time, the higher the number of failures, the greater will be the loss of availability of the facility. To improve operational reliability, the number of failures should be reduced if the plant and equipment are maintained properly with adequate care and attention. As mentioned, the activities that are carried out to prevent the occurrence of failures are known as preventative maintenance.

Direct preventative maintenance Direct preventative maintenance activities are those such as cleaning, lubricating, replacement of wear and tear parts, and overhauling of machinery that is carried out on a regular basis, as normally specified by the manufacturer.

Indirect preventative maintenance (condition monitoring) By constantly monitoring the observable characteristics, any major faults or failures that are being gradually developed can be detected beforehand. This constant monitoring of observable characteristics and measurable parameters in any plant and machinery is called ‘condition monitoring’. Indirect preventative maintenance helps to take corrective action in a planned manner by giving the reports as and when parameters changes sharply.

Baulkham Hills Community Centre, Windsor Road, Baulkham Hills. Built in the 1970s

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maintenance & essential services

Having accepted audits is important; however, careful thought needs to be given to how the information is going to be used.

The audit should include the following: 33 current condition – including identification and costs of backlog

maintenance 33 compliance with statutory requirements 33 cost estimate of requirements for annual preventative and

corrective maintenance 33 cost estimates for planned replacement maintenance

Les Shore Reserve, ‘The Pavilion’, Old Northern Road, Glenorie. Second-storey pavilion built on top of existing amenities in 2011.

Building condition audits assist with: providing triggers for asset renewals and disposals life cycle costing and replacement budget and funding requirements setting up internal and external service levels. It is very difficult to manage assets if there is not a reasonable knowledge of what assets exist, and what condition they are in. We need to manage our assets to support the objectives of the Council, but this would be impossible if the current state were not known. Additionally, legislative requirements for facility performance are constantly changing, primarily in the areas related to WH&S, and we are yet to come across a new WH&S requirement that specifies a reduced level of performance. 33 33 33 33

(replacement of facility components that have reached the end of their economic life) for the next 15 years. While it is easy to list these general requirements, care needs to be taken in specifying exactly which elements of the facilities are to be audited. The other area that requires careful thought is whether the audit should assess fitness for purpose. By assessing the current condition, and future annual and planned replacement maintenance requirements, a picture of the cost/benefit of the facility can be developed. While the backlog of maintenance is useful for the present, future requirements allow a strategic decision to be made about the facility. The Hills Shire Council has a legacy of some poorly built facilities that were acquired or left to Council with only a short-term view in mind. When the whole picture is considered, however, it may be better to not spend anything on the backlog, and to demolish the facility and start again with a new solution – hopefully one that takes life cycle costing principles into account.

Don Moore Community Centre, North Rocks Road, North Rocks. Built in the 1970s and extensions in the 1990s.

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Cleaning Catering

Maintenance

Grounds & Garden Maintenance

Waste Management & Environmental

Integrated facility services. Done the right way. Elynwood Services is a privately owned Australian company with an operational history dating back to 1990. Since then we have developed a comprehensive service capability across the spectrum of property services segments including contract cleaning, commercial catering, ground maintenance and more.

www.elynwood.com.au

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company profile

Looking after Ingham The long-term relationship forged between Ingham and Programmed was initiated by a painting maintenance contract at Ingham’s Somerville site almost 30 years ago. The success of this relationship is evident by Ingham becoming Programmed’s first Victorian customer to merge all three services into one. Contributing factors to this success are Programmed’s strong customer focus and its ability to meet the unique access and safety issues concerning Ingham’s sites.

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rogrammed provides maintenance services at a number of Ingham’s sites. Recently, the site at Clyde became Programmed’s first customer in Victoria to sign a contract for a combined painting, grounds and signage maintenance program encompassing the interior and exterior of administration buildings, processing plants, warehouses, silos, and gardens. The new contract has made it much easier for Ingham to maintain the condition of its Clyde site by easing various aspects of work processes into one single delivery stream. The contract renewal and development of the scope of works at the Clyde site arose out of the long-term relationship Programmed shares with Ingham. Ongoing discussions, openness and a willingness to listen, as well as a strong customer focus that Programmed demonstrates through its service delivery, has strengthened this association. Programmed’s capacity to provide solutions to access and safety issues has also helped to enforce the relationship between both companies. Consisting of a feedmill and an expansive piece of land, the Clyde site presents its own unique set of challenges. ‘Due to the height access and harshness of grain dust on coated surfaces, feedmills are renowned for requiring specialised access equipment

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and personnel to maintain the integrity of the structures,’ says Michael Harmes, Feedmill Manager at Clyde. Such structures, like silos and vats, stand at heights beyond the reach of old, antiquated access methods not suitable for current work safety methods. Programmed meets these challenges head-on, with trained abseil painters and licensed staff who have the experience and skills to operate high lift access equipment and abseils. Mr Harmes commended Programmed for ‘demonstrating an ongoing commitment to maintaining our plant to a standard both parties are proud to display.’ Safety is always paramount, but a site like the Clyde facility brings this under a microscopic focus due to its direct relation to food and agriculture. A minor mishap could have far-reaching, serious repercussions. Programmed ensures that all Programmed staff on site are inducted to Ingham’s occupational health and safety procedures in addition to Programmed’s own procedures. ‘We have a really strong and long association with Ingham down at Clyde. So, it’s fantastic when we’re able to deepen the relationship, help them out, or find additional ways to be of value to them,’ says Troy Hovey, General Manager – Victoria, Programmed Property Services.

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A national footprint with a local focus. Whatever you need - wherever you need it - we’ve got a specialist team ready to make your project happen. Painting Services

Building Refurbishments

Signage Services

Building Repairs

Grounds Services

Electrical & Communications

Contact us on: 1800 620 911 programmed.com.au

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Volkswagen Commercial Vehicles. A strong team for tough jobs. An exciting lineup of tough workers at amazing fleet deals. The Volkswagen Commercial Vehicle range covers all business requirements across all Australian businesses and your nearest Volkswagen dealer has every configuration and price covered to match your needs. This incredible range features Volkswagen Amarok – 4x4 Australia Magazine’s 2011 Ute of the Year, and is now available in 8-speed auto and single cab. Volkswagen Crafter covers cargo requirements up to a massive 17 cubic metres. These brilliant models join the legendary Volkswagen Transporter and the hugely popular, urban friendly Caddy® Van. Get the commercial vehicle you want and the deal you deserve today at your local Volkswagen Commercial Vehicle dealer. To find out more visit www.volkswagen-commercial.com.au today.

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Facility Perspectives Dec 2012