1850 facility perspectives lr

The leading resource for facilities management in Australasia

Volume 7 Number 3

September 2013–November 2013

Energy

usage

Keeping your energy consumption

down

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from the CEO

CEO’s message Welcome to the September edition of Facility Perspectives.

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ith the election finally here, having strong government connections has never been more vital to the industry, and, as such, the Association continues to develop and strengthen relationships with governments nationally. Over the past couple of months in particular, a number of key activities have been undertaken to significantly further and support these ties.

In Queensland, members were fortunate to have the opportunity to hear firsthand from the Minister for Public Works and Housing, The Hon Tim Mander, regarding the changes in the management of public infrastructure, including public housing. The informative presentation by the Minister was followed up by a Q&A session from the floor. In New South Wales, FMA members met with the Minister for Fair Trading, The Hon Anthony Roberts at a luncheon hosted in the Strangers Dining Room, New South Wales Parliament House.

The Minister’s presentation on the changes to the strata title laws provided guests who have a direct interest in residential facilities management, and those managing strata-titled properties, with a synopsis of the implications of the new legislative regime. In the coming months, the FMA will be seeking to work closely with the relevant Minister of the newly elected Australian Government.

As the industry peak body, it is important that we ensure facilities managers have a strong voice at every stage of public policy development and implementation. Recently, the FMA represented the industry and members in a submission responding to the government’s proposed cap on tax deductions for self-education. A recent survey of FMA members showed that 58 per cent of those in an FM role on average spend more than $2000 on self-education each year. With the rising cost of professional development, a cap on tax deductibility is in conflict with industry objectives that actively support the upskilling of professionals in facilities management. The FMA submission was developed through a consultative process and represents the positions of all members. A copy of the submission is available on the website. The FMA’s voice, along with that of other associations, has managed to place a hold on the implementation of this policy.

As you may be aware, in late 2012 the FMA was part of the committee that reviewed and redrafted the AS1851 Fire Standard.

The Association, in conjunction with expert partners, recently rolled

out a tailor-made training forum designed to bring facilities managers up to speed with the new requirements. Covering the issues and potential liabilities of the facilities manager, the forum also outlined some key strategies to ensure that, as an FM and owner’s agent, they acquire the correct services to meet compliance requirements, and do not pay for additional services that are not required. Offered in Canberra, Sydney, Perth, Adelaide, Brisbane and Melbourne, the forums attracted maximum numbers and received overwhelmingly positive feedback. The FMA will continue to identify and develop industry-specific professional development programs.

With skills and retention two of the key issues that were identified in the last industry census, one of the most important endeavours on the FMA agenda is to crystallise a career and education pathway for the industry. A consultation is currently underway to develop a final industry position that will ensure a consistent approach to job titles and descriptions. This will then be linked to improving the education pathway and providing a clear entry point into the industry, thereby addressing these important issues. Further information will be provided as this project progresses.

The final review of a revised and refreshed constitution is currently underway. The aim is to ensure that a modern governance structure and membership regime is developed and maintained for the future. As part of the branch annual meetings, a summary of the key highlights of the new document will be available for discussion.

As members and key stakeholders, your thoughts and feedback are always welcome.

A significant industry event on our horizon is the FM Industry Awards for Excellence. The Gala Awards, now in their 5th year, continue to grow in recognition and provide an opportunity for the industry to focus on its brightest, best and most innovative.

With the judging panel in place, now is the time to start finalising your submissions. I look forward to seeing you at the Grand Hyatt Melbourne on 21 November as we announce the winners and celebrate another great year in FM. Nicholas Burt Chief Executive Officer, FMA Australia

Facility PerspectiveS | VOLUME 7 NUMBER 3

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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 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: Nicholas Burt, John Casey, Walter Carmignani, Michael Dutton, Dr Marc Newson, Orjan Lundberg, Sam Czyczelis, Dr Vyt Garnys, Schneider Electric, Expotrade Global, Gary Watkins, Rentokil, Greg Lourey, Kati Malkoski, Jeff Schultz, The Australian Rope Access Association, Anthony Dibbs Stock images sourced from: iStock, ThinkStock and Getty Images.

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FOCUS ON FM

INDUSTRY UPDATE

FMs working in a school environment Walter Carmignani gives an insight into the demanding yet rewarding role of a school-based FM.

Energy efficiency and building technologies lead Australia’s top 30 cleantech companies A look at the big winners in Australia’s clean technologies market.

04 FM Industry News

22 Marching to the

CEO’s message In the lead-up to the election, Nicholas Burt stresses the importance of the FMA’s relationships with all governments nationally.

Snippets of industry news from around the country.

NEWS

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FMA and TEFMA collaborate on groundbreaking workshop

14 Tax reforms likely

to cause disincentives to ongoing professional development

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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.© 2013 Executive Media Pty Ltd. All rights reserved. Reproduction in whole or part, without written permission is strictly prohibited.

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Bail Out Melbourne 2013 – Programmed team

COMPANY PROFILES 09 Zip Industries 10 Fire Protection Association Australia 17 Enerlite 19 Acculine 21 Service Works Global 26 Clevertronics 29 AUSCLEAN Pulire 31 FSI GO 32 Rheem Australia Pty Ltd 38 Westaflex Australia

Facility PerspectiveS | VOLUME 7 NUMBER 3

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beat of a different drum Michael Dutton, Facilities Supervisor at the Conservatorium of Music, Sydney, conducts highly specific operations in a unique FM environment.

TECHNOLOGY AND INNOVATION

28 Adopting new

technologies – the real innovation is not about the technology Innovation is the way forward in the clean technology sector.

41 Powerstar 44 OnSite Energy 47 Hydroheat Supplies 49 LIVESENSE 51 SATEC 52 Green Lighting Corp 54 Leadsun 57 LEDified 62 Business Lighting Solutions Australia Pty Ltd 65 Ozwide Group 66 Thermoscan

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GREEN BUILDINGS

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Bridging the performance gap GBCA’s Orjan Lundberg looks at some of the Green Star-certified projects that tell the story of energy efficiency and waste prevention, and demonstrating the value of Green Star.

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Convincing statistics show voltage optimisation reduces electricity usage In a new movement to combat over-voltage to Australian buildings, voltage optimisation is providing the solution.

74 Mercedes-Benz Australia/ Pacific 76 AMC Commercial Cleaning 78 A&F Cleaning Equipment and Supplies 81 Perpetual PropertyCare 82 HAYS 85 ASAP Sentinel 90 Locker Group 93 Height Access 95 Wayne’s High Access

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FLEET MANAGEMENT

ROPE ACCESS

Unintended consequences of energy conservation Though energy conservation measures are implemented with the best of intentions, they can sometimes result in unintended consequences. Vyt Garnys of CETEC tells us how.

GREEN BUILDINGS – LIGHTING

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AfMA finds fleet and road safety could suffer under proposed FBT changes

ESSENTIAL SERVICES – CLEANING

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SECURITY

56 New lighting system achieves

Paper towels versus hand towels A comparison of the different handdrying techniques in public restrooms.

Which is the most hygienic and effective?

64 Australia’s smart lighting

WORKPLACE CULTURE

significant savings for Clipsal manufacturing site How new technologies transformed this manufacturing plant’s energy expenditure. summit A wrap-up of this year’s successful event.

MAINTENANCE & ESSENTIAL SERVICES

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for facilities managers The proper management of assets can be instrumental in an organisation achieving its goals.

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GLAZING

Facilities managers warned rodent infestations pose health and reputational risks for business Rodents, as well as compromising a building’s electrical and internal fittings, are the bearers of bacteria and disease.

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Facial recognition systems Physical access via locks and keypads could be things of the past, with new security technology becoming more widely accepted.

Developing positive leadership culture Greg Lourey from the Leadership Circle discusses how work culture stems from good leadership.

Understanding the physical side of workplace culture Schiavello’s Keti Malkoski examines how the physical workspace can communicate a company’s cultural ethos.

68 Effective asset management

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Rope access anchor and system inspections/re-certifications The Australian Rope Access Association gives a complete run-down on the rules and regulations regarding rope access anchor point installation maintenance.

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Building façades: Glazing industry changes present challenges for building managers

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industry update

FM Industry News

FMA welcomes a new member to the Board The Facility Management Association (FMA) of Australia is delighted to welcome Rod Jones to the Board. Currently an Associate Director of Health at Moore Stephens, Rod has over 20 years’ facilities management and project management experience across the health care industry, both here and overseas. His experience includes involvement with private and public acute hospitals, aged care facilities, day procedure centres, and medical centres, while also specialising in health care facilities management for public and private partnership initiatives. Rod has also been a Strategic Health Adviser at Leighton Contractors, and Managing Director at Menette Pty Ltd.

FMA gets the Prime Minister’s ear At a recent dinner with Prime Minister Kevin Rudd, FMA Director George Stamas and Chief Executive Nicholas Burt raised issues of strategic importance to the future of the FM industry. Informal discussions with the Prime Minister covered skills development and the need for industry-based research and innovation.

A key stakeholder of the Australian Sustainable Built Environment Council, the FMA was present at the recent Council meeting in Canberra to discuss the barriers to, and issues around, a sustainable built environment. have been constructed, the FMA advocated for progressing awareness of the important role of FMs in delivering sustainable outcomes, and for improving the professionalism and standard of the industry.

Changes in government departments for climate change and energy efficiency

FMA continues to push awareness of the role of FMs in sustainability A key stakeholder of the Australian Sustainable Built Environment Council, the FMA was present at the recent Council meeting in Canberra to discuss the barriers to, and issues around, a sustainable built environment. As the custodians of buildings and facilities once they

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Facility PerspectiveS | VOLUME 7 NUMBER 3

Australian government departments have been getting a shake-up since March. First, the Department of Climate Change and Energy Efficiency merged the majority of its functions with the Department of Industry, Innovation, Science, Research and Tertiary Education to create the Department of Industry, Innovation, Climate Change, Science, Research and Tertiary Education, while the energy efficiency functions merged with the Department of Resources, Energy and Tourism. The recent leadership spill saw further changes as ministers stepped down from portfolios or were reshuffled into new ones.

Currently, the Minister for Climate Change is Mark Butler and the Minister for Resources and Energy is Gary Gray, but with the election now confirmed for 7 September, it could well be a case of ‘watch this space’.

To keep pace, refer to the government website www.australia.gov.au.

Report shows that the energy intensity of our built environment is decreasing ClimateWorks Australia has launched a major research project: ‘Tracking Progress Towards a Low Carbon Economy’. Findings show that the energy intensity of Australia’s buildings decreased by three per cent between 2002/03 and 2010/11, led by improvements in operations, energy efficiency standards, more efficient appliances and distributed energy; however, these have been offset by additional buildings and increased use of electricity by electronics in homes.

Despite strong growth in the number of homes and commercial buildings over the next decade, a continuation of recent trends in emissions reduction activities would drive a further reduction in buildings emissions. The current trend would deliver 30 per cent of the available emissions reduction potential in this sector.

For more information, visit www.climateworksaustralia.org/publications.

Energy efficiency training preferences for facilities managers Last year, the New South Wales Office of Environment and Heritage (OEH) approached the FMA to participate in research into preferred modes of training delivery for facilities management professionals.

The results have now been collated and finalised, and the report was released by the OEH on 17 July 2013. Some key findings include: 33 84 per cent of facilities managers rate energy efficiency or carbon efficiency as a ‘very high’ or ‘high’ priority 33 the most searched topic on Google for energy efficiency by respondents is ‘LEDs’ 33 75 per cent of respondents indicated the need for greater networking opportunities, with 59 per cent preferring face-to-face.

For more information, please visit the OEH website at www.oeh.nsw.gov.au.

FMA to speak at third Local Government and Public Sector conference The FMA has been invited to speak at the third Local Government and ‘Public Sector – Building Maintenance and Management’ conference, which is to be held in Melbourne on 19– 20 November 2013. This will provide an opportunity to highlight one of the biggest barriers to the effective and efficient implementation of energy efficiency initiatives for facilities, and how the FMA is seeking to improve the standard and professionalism of the industry.

For more information on the conference, please go to www.buildingmaintenanceconference.com.au.

Staff changes at FMA Australia The FMA has had a few changes to its staff. Returning from maternity leave is Tracey Savage, who was previously our National Events Coordinator. Tracey is returning part-time in Member Services.

Additionally, our National Events Adviser and Coordinator, Cathy Hoskings, has left the FMA and has been replaced by Fiona D’Abico.

Fiona has a wealth of experience coordinating and promoting events, and we welcome her to the team.

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Facility PerspectiveS | VOLUME 7 NUMBER 3

Qantas has launched one of Australia’s largest trigeneration power plants, designed to supply the airline’s Sydney headquarters with clean energy for electricity, heating and cooling.

If you have any queries about membership or events, please do not hesitate to contact the National Office on (03) 8641 6666 or email info@fma.com.au.

New signatories of FluoroCycle A number of Victorian organisations were recently recognised for their commitment to keeping harmful mercury out of our environment through participation in a fluorescent light recycling program.

As a foundation signatory of the FluoroCycle program, the FMA is proud to be a facilitator of this government initiative, and congratulates National Australia Bank, the Malthouse Theatre, CitiPower, Powercor, RMIT, the University of Melbourne and Transurban, who were all recognised on the day.

The FluoroCycle program was launched in South Australia in August.

For more on the FluoroCycle program, or to become a signatory, please visit www.fluorocycle.org.au.

NATSPEC for refurbishment and adaptive re-use Australia’s national specification system, NATSPEC, has traditionally been associated with specifying new-build projects, but the comprehensive national specification system is also suitable for refurbishment and retrofit projects. The latest TECHreport, ‘Using NATSPEC for refurbishment and adaptive re-use’, summarises key building upgrade options, highlights relevant work section clauses, and outlines how a NATSPEC-based specification may be used for refurbishment projects.

For more information, please refer to www.natspec.com.au.

company profile industry update

LIVESENSE launches FMLive FMA at On-site Energy Conference and Trade Show MLive is a remote monitoring Murray Wickham from GHD will be and representing the FMA, speaking specificallyand Trade Show in at thereporting inauguralsystem, On-site designed Energy Conference for the facilities manager who Brisbane on 23–25 September 2013.is looking to conference, improve customer service, At this the FMA will be talking to industry leaders improve efficiency and,on-site aboveenergy all, provide and innovators in the sector about the barriers and peace-of-mind. challenges that FMs face in the wider adoption of technologies within Imagine it’smanagement one of thoseindustry. horribly hot the facilities summer days.

Instead of waiting those For more information on the for conference and trade show, go to dreaded phone calls, how good would it www.onsiteenergyconference.com.au. be to identify potential problems before they occur, or at the on verytrigeneration worst be awareatofMascot Qantas switches them before the customer? about Qantas has launched one ofKnowing Australia’s largest trigeneration power problems potentially allowsthe positive andSydney headquarters with plants, designed to supply airline’s proactive action, well beforeheating any building clean energy for electricity, and cooling. Qantas expects the symptoms reported. new plant or to adverse help cut effects carbon are emissions by around 14,000 tonnes per The– FMLive system of enables facilities year the equivalent taking the 3500 cars off the road. manager to establish key reporting for a Build, Own, Operate The facility, constructed

by Grid Xdata under individual buildings across stock capacity. A second, and Maintain contract, hasthe an building eight-megawatt under Key to this system is smallermanagement. plant with a capacity of four megawatts will be constructed to that it isQantas’s inexpensive and really simpleatto supply Terminal 3 building Sydney Airport. do.For FMLive a subscription-based system withQantas a drag and drop moreisinformation, please refer to the newsroom dashboard setup that enables all buildings under management to be website: www.qantasnewsroom.com.au.

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MWH Global releases report identifying energy attitudes Infrastructure and engineering consultant MWH Global released its ‘Your life, your home, your city – the future of Australia’s liveable cities’ report in May. Seeking to understand attitudes, drivers and priorities with regards to liveable cities, energy attitudes featured in the report identified strong support for renewable energy. Among other things, it also identified that: 33 nine out of 10 Australians believe that unused crown land and government buildings should be used to generate solar and wind electricity 33 78 per cent believe that the phasing out of coal-powered electricity generators was only a matter of time 33 two in three Australians agreed that it should be mandatory to have an energy audit of businesses and households to ensure that there is no waste.

For more information on this report and its findings, please go to the following website: www.mwhglobal.com.

viewed on a map. Traffic light colours highlight building status and faults, and indicate which buildings are functioning as per design or specification.

iPad

| Facility PerspectiveS FACILITY PERSPECTIVES | VOLUME VOLUME 77 NUMBER NUMBER 33

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industry update

IEA report acknowledges that energy efficiency is key to limiting climate change The International Energy Agency has launched a special report – ‘Redrawing the Energy-Climate Map’ – outlining that energy efficiency in buildings, industry and transport is the most important strategy for limiting dangerous climate change. The report states that governments are not on target to meet emissions targets, and sets out four cost-neutral policies to limit warming to two degrees Celsius, stating that targeted energy efficiency measures in buildings, industry and transport could contribute half of the emissions reductions needed by 2020.

For more on this report, go to the following link: www.worldenergyoutlook.org/energyclimatemap.

Fourth State of Australian Cities report released At the end of July 2013, the Australian Government released the ‘2013 State of Australian Cities’ report. This report is the fourth in a series, bringing current research and data together, and presents a comprehensive picture of how our major cities are evolving – strengthening the knowledge base used to develop policy. The report highlights key findings in the areas of Population and Settlement, Productivity, Sustainability, Liveability, and Governance.

To find out more, go to www.infrastructure.gov.au or contact the Department of Infrastructure and Transport’s Major Cities Unit on +61 2 6274 7111.

FMA’s advocacy activities step up on energy efficiency and carbon pricing In just a short period, a number of policies have been announced around energy efficiency and the pricing of carbon. The Department of Industry and Innovation released draft legislation that seeks to introduce the emissions trading scheme on 1 July 2014; in addition to this, the Construction and Property Services Industry released its draft units of competency, addressing gaps in energy efficiency training; and finally, the Department of Resources, Energy and Tourism has released its information paper on modelling the costs and benefits of the National Energy Savings Initiative (ESI).

The FMA opened up discussion with its members to put forward their view and comment on the releases. A response was collated and submitted by the FMA for all three of the initiatives.

For more information, or to be part of our Policy Advisory Group, please contact our National Policy Coordinator, John Casey, on policy@fma.com.au.

UrbanGrowth gets a new CEO UrbanGrowth New South Wales, a government initiative aimed at driving investment in key locations underpinning the future prosperity of urban and regional centres in New South Wales, has a new CEO. The appointment of David Pitchford was announced by the organisation’s Chairman, John Brogden, after a worldwide recruitment search. Mr Pritchard officially commences his role at UrbanGrowth on 30 September 2013, replacing previous CEO Sean O’Toole.

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

$6.4 million to tackle Australia’s deadly asbestos legacy Minister for Workplace Relations Bill Shorten announced an additional $6.4 million for the new Asbestos Safety and Eradication Agency to implement the National Strategic Plan for Asbestos Awareness and Management. The creation of an independent, national Asbestos Safety and Eradication Agency was recommended by the Asbestos Management Review. The additional $6.4 million will allow the Agency to develop strategies for raising awareness, conduct research, improve identification techniques, and find and share best practice in asbestos management and handling.

For more information on the agency, visit www.asbestossafety.gov.au.

Zero Carbon Australia Buildings Plan launched In early August, Beyond Zero Emissions launched one of their key reports: ‘the Zero Carbon Australia Buildings Plan’. As a significant contributor to their research, the FMA was there at the launch of the report in Melbourne as a representative of the industry.

The Zero Carbon Australia Buildings Plan is the first comprehensive, nationwide retrofit plan for Australia’s building sector, and demonstrates how all existing buildings can reach zero emissions within ten years.

For more information, please visit bze.org.au/publications.

ASBEC Policy Platform and six-point plan for productive, liveable and sustainable cities launched In June this year, the Australian Sustainable Built Environment Council (ASBEC) launched two critical documents to be received by the built environment industry and government. ASBEC’s Policy Platform in 2013 calls for a sustainable, innovative, productive and resilient built environment in Australia through a number of measures, such as reduction of energy costs and emissions, and a framework for sustainable buildings. In addition to this, ASBEC also released their six-point plan for developing productive, liveable and sustainable cities.

For more details on both documents, please refer to ASBEC’s website: www.asbec.asn.au.

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Facility PerspectiveS | VOLUME 7 NUMBER 3

company profile

company profile

Tea on time makes for happy workers Instant boiling water that’s healthier, safer and more energy-efficient

Zip HydroTap® Sparkling – Boiling and chilled filtered drinking water, instantly. Now with sparkling, too.

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ore than 30 years ago, a handful of dedicated Australians at Zip Industries set out to show the world a better way to boil water. Instead of filling a kettle full of cold water and waiting several minutes for it to boil, Zip developed an energyefficient way to store water at boiling point, ready for instant use.

Today, you can find Australian-designed and -made Zip instant boiling water systems in hospitals, schools, offices, factories and homes across Australia, and in more than 50 countries around the world.

The Zip range of instant boiling water systems has grown significantly over the years to include the revolutionary Zip HydroTap, which not only dispenses instant boiling but also instant chilled filtered water and chilled filtered sparkling water from the one tap!

Another of the company’s flagship products is the remarkable electronic Zip Hydroboil. Without a doubt, Zip Hydroboil is the most advanced, most energy-efficient and safest on-wall instant boiling water system available anywhere in the world today.

The Zip Hydroboil electronic comes in a choice of three capacities (3 to 7.5 litres) and two exterior finishes (white steel or stainless steel). All models also have triple-action filtration to leave water crystal clear and healthy – just the way Mother Nature intended.

No matter how you look at it, the Zip Hydroboil electronic makes a great impression, especially for large organisations such as hospitals

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FACILITY PERSPECTIVES | VOLUME 7 NUMBER 3

Zip Hydroboil electronic is the most advanced, most energyefficient and safest on-wall instant boiling water system available anywhere in the world today.

wanting to reduce their energy bills. No other on-wall instant boiling water system compares to the Zip Hydroboil electronic.

‘Many organisations find the reduced running costs and ongoing savings easily justify getting rid of their old boiling water systems and updating to Zip Hydroboil electronic,’ says Michael Crouch, Executive Chairman of Zip Industries (Aust) Pty Ltd. Michael Crouch is rightly proud of the Zip Hydroboil, Zip HydroTap and many other Zip products that can be found in leading hospitals around the world, including: 3 National University Hospital in Singapore 3 Hamad Medical Hospital in Qatar (Middle East) 3 Queen Elizabeth Children’s Hospital in Malawi (Africa) 3 Hospital Barmherzige Brueder in Austria (Europe).

If you’re looking for an on-wall instant boiling water system that rivals everything else on the market in terms of efficiency, safety, reliability and reputation, take a closer look at the Zip Hydroboil electronic.

For a brochure, phone 1800 42 43 44 or visit www.zipindustries.com.

The terms ‘Zip’, ‘HydroTap’ and ‘Hydroboil’ are trademarks.

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company profile

Fire Australia 2013: an event not to be missed

Accreditation Agenda makes Fire Australia 2013 a must for facility managers.

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egislation and best practice regarding the built environment in Australia are shifting and changing rapidly. New standards are being implemented, building regulators are being reformulated and regulation and licences are being reviewed and overhauled in many states and territories.

On top of all of this, there is an increased focus on formal recognition of skills and competencies of individuals working in the industry, in order to satisfy increasing community expectations of safety and performance.

With the above in mind, the Fire Australia 2013 Conference and Exhibition in Sydney on 20–21 November is the perfect setting for facilities and building managers to learn about these critical changes.

In particular, the conference program will highlight the current focus on the professionalism of individuals and businesses servicing fire protection systems and equipment in Australia.

In July this year, Fire Protection Association Australia (host of Fire Australia 2013) introduced a voluntary Fire Protection Accreditation Scheme (FPAS) to formally recognise the skills and competencies of appropriately trained fire protection technicians working in the industry, and the businesses that employ them The Association is urging all facilities and building managers and owners who engage with fire protection companies for maintenance services to learn more about this important accreditation scheme and ensure that all technicians they engage are FPAS accredited.

This focus on accreditation and professional recognition is reinforced by the presentations of the keynote speakers for the conference, making Fire Australia 2013 an event not to be missed.

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FACILITY PerspectiveS PERSPECTIVES | VOLUME 7 NUMBER 3 Facility

Keynote speakers include: Deen Sanders – CEO, Office of the Professional Standards Councils: The recognition of professional standards in a competitive market 3 Wilhelm Harnish – CEO, Master Builders Association: The evolution of a highly recognised accreditation scheme and organisation 3 Lindsay Walker – Director, Regulatory Reform, Building Codes Queensland: The government perspective of recognition schemes 3 Chris Sommers – Director, Australian Institute of Building Surveyors: How to develop and maintain a comprehensive accreditation scheme.

In 2013, the conference is being held at Australia’s leading business events venue, the Sydney Convention and Exhibition Centre.

Facilities and building managers will benefit not only from the outstanding keynote speakers mentioned above, but also the full range of speakers from both the strategic and new technical presentation stream; the free exhibition, featuring a wide range of products and services from fire protection companies and related organisations from Australia and overseas; the free showcase theatre, featuring presentations from sponsors and exhibitors; and the meet-the-speaker lounge that allows attendees to get up close and personal with conference speakers.

Fire Australia 2013 also features the annual conference dinner, a comprehensive partners program and much more.

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For more information and to register visit www.fireaustralia.com.au or call us on 1300 731 922 today.

THE JOURNEY TO PROFESSIONALISM ENHANCING PROFESSIONAL STANDARDS ACROSS THE FIRE PROTECTION INDUSTRY Sydney ConvenTIon & exhIbITIon CenTRe Wed 20 + Thu 21 novembeR 2013 WWW.FIREAUSTRALIA.COM.AU Are your fire protection technicians trained and competent?

Is your system installed and maintained in accordance with current Australian Standards and best practice? The Fire Australia 2013 conference theme explores these and other strategic issues and discusses the introduction of a fire protection accreditation scheme.

Fire Australia 2013 is the premier fire protection industry conference, attracting a wide range of representation from the fire protection, building & property management, insurance and services industries.

With the introduction of a second stream of technical topics there are twice as many presentations to choose from.

There is also a free tradeshow offering presentations by fire protection companies in the Showcase Theatre.

Register today and stay informed of these and many other important industry trends.

FREE TRADESHOW ACCESS AND PRESENTATIONS! hoST

PLATInum SPonSoR

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news

Fma and tefma collaborate on groundbreaking workshop Choosing a work order management system Panellists L-R Dr Milad Saad ICAD, Ray Lodge FM Innovations, Demara Jackson Crown Casino, Brian Yearwood Edith Cowan University, Greg Kaplan UNSW.

The ongoing fostering of collaborative projects between associations sharing the FM space recently resulted in a highly successful workshop that has provided a benchmark for such future learning opportunities.

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he Facility Management Association of Australia (FMA) and the Tertiary Education Facility Management Association (TEFMA) pooled their resources to hold a two-day maintenance workshop in mid-July at the Five Star Green Star Tyree Energy Technologies Building at the University of New South Wales Campus, Sydney.

Themed ‘Maintenance – Best Practice Shared’, it was attended by over 100 participants from both the tertiary education and commercial sectors, who participated in four half-day sessions that not only proved challenging, but were also highly interactive.

In welcoming delegates, TEFMA President Nicola CollierJackson noted that it was a ‘long-held vision of both associations to collaborate in joint training opportunities’, and that to have now achieved this is a real sign of how the FM industry is maturing.

Director of Asset Services at the University of Melbourne, and workshop facilitator, Colin Reiter then took the reins, managing four half-day panel sessions and a speed networking session, while the offer of a site tour of the Tyree Building was taken up by over half of the delegates. At the end of day one, delegates had the chance to do some relaxed networking at the workshop dinner, held at Dockside on Darling Harbour.

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Facility PerspectiveS | VOLUME 7 NUMBER 3

In welcoming delegates, TEFMA President Nicola Collier-Jackson noted that it was a ‘long-held vision of both associations to collaborate in joint training opportunities’ The workshop panel sessions covered: 33 Getting value from maintenance contracts Exploring the various forms of contracts relevant to maintenance contracting 33 Monitoring contractor performance Challenging delegates to consider how objective their contractor performance measures are, and the KPIs included in this process 33 Choosing a work order management system that is right for you Defining the role of electronic work order management systems and the key parameters that achieve effective implementation and utilisation of a system to meet individual needs

news

In summing up the workshop, FMA Chief Executive Officer Nicholas Burt said, ‘By the end of the workshop we collectively had created a list of initiatives that was valued at $2.8million.’

33 Managing customer service expectations and field data capture

for project status feedback Demonstrating impressive examples of what businesses are doing to ensure that they satisfy customer expectations.

Each panel included four experts, also drawn from a mix of the tertiary and commercial sectors, representing facilities

managers, consultants and contractors, as well as a legal expert on maintenance contracting.

The panellists provided their insights on achieving best practice, including case studies and commentary on what they have learned from both their successes and mistakes, and faced a grilling during the Q&A section of their session.

One of the challenges set for participants was to create a list of money-saving initiatives. In summing up the workshop, FMA Chief Executive Officer Nicholas Burt said, ‘By the end of the workshop we collectively had created a list of initiatives that was valued at $2.8 million.’ He went on to add that, ‘The real proof of the value of the workshop is now to go back to work and implement these bestpractice ideas.’

Industry support for the workshop was vital to its undertaking, and would not have been possible without sponsors BSA Limited, ICAD Consultants, Jones Lang LaSalle, Programmed Facility Management, and Schneider Electric.

FMA and TEFMA are now each evaluating the success of having run a joint workshop, and hope to conduct future events together.

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Facility PerspectiveS | VOLUME 7 NUMBER 3

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news

Tax reforms likely to cause disincentives to ongoing professional development Improving and enhancing the knowledge and professionalism of the facilities management industry is a priority for the Facility Management Association of Australia (FMA). As such, the association was quick to respond to the Australian Government’s proposed reforms to tax deductions for educational expenses.

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n May, the now former Treasurer, Wayne Swan, proposed a $2000 cap on tax deductions for work-related self-education, to be introduced 1 July 2014. A discussion paper, ‘Reforms to deductions for education expenses’, was released on 31 May 2013.

To better scope the potential impact of these reforms on the industry, the FMA engaged in discussions with a number of consultants and undertook a survey of individual professional development expenditure. These showed that the reforms as currently proposed could have the following unintended consequences: 33 increase gaps in competencies and knowledge 33 inhibit innovation within the industry 33 reduce health and safety in the built environment 33 impact progress towards a more sustainable built environment 33 indirectly impact the Australian economy 33 reduce the global competitiveness of Australia’s workforce.

Gaps in competencies and knowledge The current skills and competencies level of FM professionals is a major concern for the industry. A number of key findings from recent studies include: 33 approximately 63 per cent of FM professionals are aged 46 years or older 33 only 49 per cent have completed a degree or higher 33 less than 43 per cent have a qualification wholly relevant to FM 33 skill shortage coupled with wage inflation is forecast in the top two risks for 2013 and the number one risk by 2017

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Facility PerspectiveS | VOLUME 7 NUMBER 3

33 52 per cent of individuals fund their own education. In addition,

new technologies and the rapidly evolving role of FMs further support the need to encourage continuing professional development opportunities.

Given the costs of training courses, qualifications, association memberships, seminars, workshops, conferences and so on, a $2000 cap on tax deductions would act as a disincentive to participation, potentially extending the current gap in competencies and knowledge throughout the industry.

Inhibit innovation According to the Australian Government’s Department of Industry, Innovation, Climate Change, Science, Research and Tertiary Education’s publication Powering Ideas: An Innovation Agenda for the 21st Century, the national innovation priorities include inter alia: 33 more effective dissemination of new technologies, processes and ideas (to) increase innovation across the economy, with a particular focus on small and medium-sized enterprises 33 the innovation system encourages a culture of collaboration within the research sector and between researchers and industry 33 Australian researchers and businesses are involved in more international collaborations on research and development.

Events, seminars and industry conferences offer all stakeholders the opportunity to inform the industry of new technologies, projects and ideas, as well as providing an environment where FM professionals, researchers, decision-makers and suppliers can share and create innovative solutions and ideas.

best practice

The average cost of a conference alone is around $2000, and delegate numbers as a result of the tax would be expected to drop.

Such a drop would likely reduce the adoption and creation of new ideas and solutions, inhibiting innovation.

Health and safety An important aspect of the FM professional’s role is compliance and risk management. This involves knowledge of a large array of regulations, and FMs are required to maintain an up-to-date understanding of OH&S, fire protection, Australian Standards, building codes, international standards and more.

As the frequency and volume of changes to regulations vary year to year, the level of investment in self-education varies accordingly, but any barriers to improving the knowledge and competencies of FMs will have a direct and negative impact on the overall health and safety of our built environment.

Sustainability Buildings are responsible for almost one-quarter of Australia’s greenhouse gas emissions, using around 30 per cent of our water

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Facility PerspectiveS | VOLUME 7 NUMBER 3

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news

and generating 40 per cent of the waste that goes into landfill. As approximately 85 per cent of Australia’s office stock is more than 10 years old, FMs are key players in driving sustainability.

As recognised by the Industry Skills Council’s ‘Environmental Sustainability: An Industry Response’ report, there is a concern around the absence of an overarching picture and broad understanding of how skills relating to sustainable practice are being developed and embedded within the industry. Furthermore, the Australian Government’s ‘National Action Plan for Education for Sustainability: Living Sustainability’ highlights the importance of developing sustainability skills throughout all industries.

Despite recognising the importance of developing these skills in all industries that design, construct and manage our built environment, the proposed cap on tax deductions is likely to create barriers to promoting competencies in sustainability. With 90 competencies identifiable as relevant to FM professionals, inhibiting professional opportunities could result in individuals prioritising subjects other than sustainability.

Ensuring that FM professionals have the competencies and knowledge required to manage this aspect of all our workplaces is vital...

Indirect impacts to the economy According to the ABS, manufacturing jobs continue to fall (by 90,000 between May 2008 and May 2010), while investment in mining is peaking. Now is the time that Australia must look to other sectors to maintain its economic strength. Building on a knowledge-based workforce is considered to be a good option, with knowledge-based workers rising from 35.4 per cent in 1998 to 39.2 per cent in 2004.

The Australian Government has also recognised the importance of building a stronger and more competitive knowledge-based workforce in its ‘Australia in the Asian Century’ White Paper, which states: ‘Our greatest responsibility is to invest in our people through skills and education to drive Australia’s productivity performance, and ensure that all Australians can participate and contribute. Capabilities that are particularly important for the Asian Century include jobspecific skills, scientific and technical excellence, adaptability and

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resilience.’ Given the economic importance of countries such as China, any reforms that reduce the amount of investment (personal or business) in skills development and education directly conflict with the government’s own economic objectives. Although a cap on tax deductions may have a short-term economic gain, there could be significant opportunities lost in the longer term.

Consideration should also be given to industries that rely on business conferences and events. According to the National Business Events Study from Meetings & Events Australia, these activities contribute around 214,000 jobs, with a total expenditure of $17.3 billion, including $11.5 billion from delegates. A drop in delegate numbers to industry events could negatively affect future outcomes.

Global competitiveness Indoor environment quality, just one aspect of buildings that FMs manage, has been identified to deliver an increase in productivity of between 2.8 per cent and 9.5 per cent, with some research noting an increase of up to 15 per cent. According to research undertaken by CETEC, a scientific services and solutions company, an improvement of around seven per cent for office workers would lift national productivity by over $10 billion a year, improving the global competitiveness of the Australian office-based workforce.

Ensuring that FM professionals have the competencies and knowledge required to manage this aspect of all our workplaces is vital, and barriers to professional development would likely inhibit the effective management of indoor environments industry-wide.

Way forward Ensuring that FM professionals have the necessary skills and competencies to perform efficiently and effectively is a priority for the FMA, and although it is supportive of the Australian Government’s intent to ensure that tax deductions are not abused, this does not include supporting unnecessary barriers to genuine professional development opportunities.

The FMA has requested that the Australian Government reconsider its reforms as currently proposed, and, in collaboration with professional industries, explore alternatives.

Since the submission, the federal government’s newly appointed Treasurer, the Hon. Chris Bowen MP, announced that the reforms on tax deductions for education expenses have been suspended to allow for additional consultation with the industry.

For more details on the proposed reform and the Facility Management Association of Australia’s response to the discussion paper, please contact the FMA National Policy Coordinator at policy@fma.com.au.

company profile

LED fluoro tubes – it’s all about ROI

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nerlite LED has an impressive array of clients who have opted for LED retrofit solutions all around the world.

These include Coca Cola, Hisense, SAMSUNG, Toyota Motor Corporation, to name a few.

However, according to Australian CEO Phil Cvetovac, the key to success is providing clients with tangible return on investment. ‘We have always been able to deliver to our clients payback periods of between 12 and 24 months. Any greater than that, then it probably doesn’t justify the expense.’

In a market full of hype with LED activity, Enerlite prides itself on 100 lumen per watt output, 50,000 hour lifespans, and power consumption savings of up to 70 per cent.

All of this from a company that provides a three-year replacement warranty.

That’s pretty hard to beat.

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news

Bail Out Melbourne 2013 – Programmed team A team from Programmed, led by FMA Board member and immediate-past Chair, Steve Taylor, was locked up in Old Melbourne Goal during June to raise money for at-risk youth.

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uckily, despite the cold, wet and stormy conditions on the night, the team still managed to raise $9690 to be bailed out! Bail Out participants experienced what it is like to be incarcerated in the juvenile justice system, before they joined a celebratory parole party in the grounds of the gaol.

Bail Out locks up around 400 corporate participants nationally every year, and supports the fundraising effort of Whitelion – a not-for-profit organisation that focuses on connecting at-risk young people aged 10 to 24 with the community, and providing them with practical and effective support that enables them to choose a better future.

Whitelion provides support and opportunities for these young people through youth programs, including leadership training, mentoring and pre-employment and employment services. In April this year, Programmed announced its partnership with Whitelion in employment placements and work experience, which will see 20 young people from the employment program commence employment with Programmed around the country.

More information about Whitelion can be found at www.whitelionbailout.org.au.

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Bail Out locks up around 400 corporate participants nationally every year, and supports the fundraising effort of Whitelion – a not-forprofit organisation that focuses on connecting at-risk young people aged 10 to 24 with the community...

company profile

Acculine Architectural Systems Cool protection for buildings, inside and out

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The Cube, Wondonga’s Performing Arts Building,

s a family-owned business, trading since William Ross Architects, Builder Zauner Constructions 1970, Acculine uniquely specialises in building protection products for both internal walls, and external.

With its in-house manufacturing team, Acculine’s absolute focus is on long-term partnerships with clients and builders to ensure optimum outcomes. Small enough to care, Acculine has also proven to be large enough to supply nationally on significant projects.

Over the last 12 months, Acculine has proudly added a spectacular list of projects and clients to its care, including significant sunshades, louvres and ventilation works for the Melbourne Fire Brigade’s new training grounds – Craigieburn, Cardinia Shire Council – Pakenham, Highpoint Shopping Centre – Maribyrnong, and the Northern Hospital – Epping – Acculine’s construction partnerships have proudly included Kane, just to name a few.

Leighton, Watpac, Construction Engineering, Buxton, Joss Group, For door and wall protection, Acculine is increasingly known Taylor, ADCO, Probuild, Allmore, Cockram, Neoconstruct, Zauner, for industry-best pricing and supply times. Some of our major BUILT and many other companies. projects include the Albany Hospital – Albany Western Australia, Olivia Newton-John Cancer Centre – Heidelberg, Lyell McEwan For more information, call on 03 9334 5911, or email on Hospital – Adelaide, and Epworth Hospitals in Richmond and reception@acculine.com.au Camberwell Victoria.

Facility PERSPECTIVES PerspectiveS || VOLUME 7 NUMBER 3 FACILITY

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focus on fm

FMs working in a school environment Walter Carmignani Property and Services Manager, St Catherine’s School Focus of the FM in schools

Difference to commercial environment

he title of the facilities manager responsible for the maintenance and management of buildings, grounds and infrastructure services in a school environment may differ from school to school, but essentially it is a role that reports to and supports the school’s Director of Business.

The primary objectives and day-to-day activities of the FM can vary considerably depending on the size of the school, the complexity of its assets, if multiple sites are involved, and the level of expertise or knowledge that the Director of Business may have in facilities maintenance and management practices.

In general, however, the role ensures that the school continues to operate in a compliant environment, with services providing continuity in the delivery of its core activities. The FM also ensures that there is an effective and efficient approach to the use of available resources, including people, material, assets and finances, and that the school is a suitable environment for students, staff and visitors at all times.

The FM role also incorporates the leadership and management of occupational health and safety, sustainability and, when required, the administration of capital improvements and project work.

As you can appreciate, on a daily basis the FM must be able to balance a multitude of responsibilities and tasks, and be widely knowledgeable across all aspects of the buildings, grounds and infrastructure services portfolio under management.

Typically, a school FM business environment does not greatly differ in comparison to a commercial one.

For example, there are budgets to be planned with financial bottom lines to be met; staff managed and measured through performance plans that add value to the school; Services Level Agreements implemented to ensure that customer service is delivered to expectations; management reporting; lease management; constant process and procedure reviews to maintain a focus on continuous improvement; engaging and managing contractors’ performance; and understanding the overall school environment in which the FM platform operates and integrates with other parts of the school.

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Resources structured to support the FM Team sizes can vary considerably depending on the size of the school and reporting structure. Generally, building and grounds maintenance operational activities are driven by a mix of daily requests and planned activities, with a small proportion of the time spent on general administrative reporting tasks.

If it has the required depth of skills, during term breaks the team may be directly involved in some of the planned activities, such as in the delivery of minor project works including fitting out an existing building, building external outbuildings, fabricating minor steel structures and generally adding value to the school by reducing the reliance on external contractors where possible.

Typically, these teams have a distinct ‘can do everything’ attitude.

Contractors are used to maintain compliance and add girth to the in-house resources to meet ongoing demands and expectations.

Typically, the main contractors used by schools are electrical, plumbing, mechanical, cleaning, fire, security and waste.

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Facility PerspectiveS | VOLUME 7 NUMBER 3

Stakeholders As with any business, there are a multitude of stakeholders with their own demands and expectations that need to be met. The key stakeholders will include the school council, various parents’ and friends’ associations, staff and student leadership groups, the executive management team, and any number of committees of management.

Challenges Although many of the challenges facing the FM role in a school are similar to those across all industries, there are some that are particular to the school environment. School FMs must be extremely well organised, having to balance on-ground ‘hands-on’ needs with ongoing planning, management reporting and the procurement of services, along with a multitude of other demands.

School FMs must have the tenacity and commitment to work longer-than-usual days (7.30 am until 6.30 pm typically, and at times, until 10 pm) with no recompense, and the ability to manage the implementation of a broad portfolio of works and activities across short periods of time, such as term breaks, early morning prior to 8.15 am or afternoon post-3.45 pm each weekday so as not to disrupt core activities.

Being an FM in a school is an exciting and challenging role, but probably one of the most satisfying aspects of the job is to be able to support and maintain institutions that provide the next generation with the best possible learning environment, so that they can get the best out of life.

Located in Toorak, Victoria, St Catherine’s School was established over 100 years ago and today they manage of a mix of heritage and contemporary buildings and facilities.

company profile

Global software leadership

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For more information contact Service Works Global Pty Ltd Suite 2.02, 365 Little Collins Street Melbourne, VIC 3000 Tel: +61 (0)3 8676 0380 info@swg.com www.swg.com Twitter: @service_works

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o

Complimentary White Paper: A Guide to Effective Asset Management

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ervice Works Global is an international provider of facilities and asset management software. Its flagship solution, QFM, is an industry-leading web- and mobile-enabled application, comprising an integrated range of modular FM and maintenance tools proven to optimise the operational efficiency of assets, buildings and services. QFM’s capabilities include Helpdesk, Asset Management, PPMs, Contractor and SLA Management, OH and S, Property and Bookings Management. It delivers measurable cost and sustainability savings, thereby ensuring rapid return on investment.

Service Works is also the global leader in PPP contract management software. Its application, P3rform, is a comprehensive operational and service delivery solution with a fully integrated payment mechanism that provides automated calculation of monthly charges and delivers accountability, transparency and auditability, thereby underpinning the management of operational risk.

Service Works Global is an accredited Microsoft Gold Partner and offers a full range of supporting consultancy, implementation and training services. Service Works is an industry thought-leader and has developed a series of white papers examining industry trends and research. Copies can be obtained by visiting www.swg.com/ourwhitepapers/.

l o b al

A comprehensive guide, which: •

Considers the key principles of effective asset management

•

Examines the four phases of an asset’s life:  Planning & acquisition  Operation  Maintenance  Disposal

•

Explores the use of technology to improve asset management

To request a copy, please email info@swg.com

www.swg.com

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info@swg.com

•

03 8676 0380

Facility PERSPECTIVES PerspectiveS || VOLUME 7 NUMBER 3 FACILITY

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focus on FM The Conservatorium of Music, Sydney, has atypical sites that make the FM job unique

Marching to the beat of a different drum AN INTERVIEW WITH MICHAEL DUTTON, FACILITIES SUPERVISOR WITH BROOKFIELD JOHNSON CONTROLS, CONSERVATORIUM OF MUSIC, SYDNEY An outsider’s view of the role of a facilities manager can be crowded with notions of cleaning schedules, lighting upgrades, and general building troubleshooting, mostly carried out in a standard office building. Much of this is an integral part of a facilities manager’s role – but it’s far from making up the totality of what an FM professional does.

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acilities managers work not only in commercial office buildings, but also in airports, theatres, stadiums and hospitals, just to name a few, each of which has its own unique set of responsibilities – such as in Michael Dutton’s case, in his role at the Conservatorium of Music, Sydney.

Facility Perspectives got in touch with Michael, who is also one of the first graduates of the Facility Management Association of Australia’s FM Diploma, to ask him about his unique facilities management role.

Michael came to work at the Conservatorium through seeking career progression opportunities, and applied to work with Brookfield Johnson Controls, which he joined when the opportunity arose to take on this role.

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‘I enjoy diverse and challenging “hands-on” roles,’ says Michael. ‘I am also interested in music, so the Conservatorium of Music held great appeal!’

Not surprising, given the daily soundtrack that accompanies Michael’s job: ‘I’m surrounded by music all day here!’

Before we get into the nuts and bolts of exactly what Michael does at the Conservatorium, he tells us a bit about the history and layout of the building.

‘The Conservatorium of Music was built in 1823 to serve as stables for the nearby Government House,’ says Michael.

‘After a redevelopment project, the site was reopened in 1915 as the Conservatorium of Music, a 30,000-square-metre purpose-built school dedicated to musical study and performance. Due to the age and cultural significance of the site, the Conservatorium of Music is a heritage-listed site. It contains the Sydney Conservatorium of Music, which is the Music Faculty of the University of Sydney; the Conservatorium High School; the Conservatorium Library; the Music Café; and a 42-space underground car park. Approximately 25,000 square metres of the site are set underground, with the Royal Botanic Gardens above. The lower level of the site is interrupted where the Sydney city circle train line runs through in a north-south direction.’

When asked how the Conservatorium presents a different set of challenges to a facilities manager, Michael lists some unique factors.

‘At the Conservatorium, we deal with a wide variety of clients and stakeholders. While there is an administrative staff, similar to commercial office spaces, we also have to manage relationships with

focus on fm

the academic staff, students and musical performers. The site has long operating hours, based around university and school timetables, as well as concerts and performances,’ says Michael.

‘The unique design of the site features large floor plates, with non-typical areas, including a large number of small practise rooms, classrooms and performance venues. As a result, the layout of building services, such as HVAC, electrical, fire and hydraulic services are all quite different to those found in most commercial office spaces.’

‘Two of the performance venues are also equipped with stage lifts, which lower a section of the stage for performances or to transport heavy instruments and stage equipment in and out of storage.

‘We have to schedule many works around events, including a lot of “out of standard hours” work.’

This work is not the role of just one person – Michael works with a group of professionals to ensure that the Conservatorium runs smoothly.

‘Brookfield Johnson Controls employs a specialised team at the Conservatorium, which includes our account manager, myself (Facility Supervisor), and administration and maintenance staff,’ says Michael.

‘Brookfield Johnson Controls manages all hard and soft services, as well as the provision of two site attendants, who assist the client with orchestral set-ups and other operational requirements. Together, The Conservatorium of Music, Sydney, is a heritage-listed site

As such, the role of Facilities Supervisor at the Conservatorium is spread across a range of spaces and equipment that are not commonplace in the facilities management environment.

‘There are many aspects of the Conservatorium that make it a unique and interesting place to work,’ says Michael. ‘Great attention was given to acoustics during the building design, and many features have been incorporated into the teaching and performance spaces, such as acoustic doors, soundproofing and motorised acoustic curtains in the performance venues.

‘Measures have also been taken to include humidity control into the HVAC systems for the major performance venues, as humidity levels can have an influence on both the musical instruments and the voices of performers. All venue air-handling systems are fitted with humidifiers and are set up with dehumidification control. Sensors located throughout the venues provide feedback to the building management controls system.

‘Two of the performance venues are also equipped with stage lifts, which lower a section of the stage for performances or to transport heavy instruments and stage equipment in and out of storage.

Facility PerspectiveS | VOLUME 7 NUMBER 3

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focus on fm

Expensive, quality instruments must be looked after with utmost care

we carry out handyperson maintenance tasks, ranging from lamp changes and minor repairs, to cleaning, mechanical, electrical and hydraulic works, and security.

‘My main daily responsibilities include relationship management with subcontractors and preventative and reactive maintenance scheduling. I meet with our client weekly to review operations and ensure that everything is running to their satisfaction.

‘Our range of integrated management services, supported by efficient systems, processes and people enables us to create and maintain places that work.’

With the current global emphasis on energy efficiency in the built environment, it’s no surprise that emissions reduction processes have been implemented at the Conservatorium in the recent past.

‘Brookfield Johnson Controls’ project management services have implemented many improvements on this site,’ says Michael.

‘In 2012, we managed the installation of an upgraded building management controls system (BMCS), which included working with engineers on controls strategy and design, supervising the installation, commissioning and defects liability period. As part of the upgrade, we were able to implement a number of strategies

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Facility PerspectiveS | VOLUME 7 NUMBER 3

designed to save energy, such as night purge cycles to bring in cool air from outside before the plant is scheduled to start, and additional control points on the hot water system to increase boiler efficiency and lower gas consumption.

‘We have also used the site’s existing control systems to implement a number of measures to lower electricity consumption. Where the car park lights were previously on a time schedule, running 16 hours per day, we have interfaced the site access control system with the lighting control system, so that persons entering the car park through the boom gate or one of the car park doors will activate the lights on a 15-minute timer.

‘We noted that the site’s main atrium had ample daylight through large glass-panelled walls; however, the 48- by 150-watt light fittings were running during building opening hours. We arranged to have lux level sensors installed to control these lights and bring them on only when required.’

Proof of the efficient management of this site comes in the form of feedback from Andrew Humphries, Principal’s Representative, Conservatorium of Music, Sydney.

‘Throughout their tenure as the incumbent facilities service providers here at the Conservatorium, the Brookfield Johnson Controls team has proven to be innovative and responsive to the needs of the facility.

We have a very dynamic facility that requires an array of specialist skills and knowledge. The Brookfield Johnson Controls team has been instrumental in driving a number of efficiencies throughout the facility, and continues to seek opportunities to provide cost-effective solutions and service level improvements. In a market where utilities continue to rise aggressively, the team’s focus on the efficiency of both plant and business processes has resulted in considerable savings for the facility.’

That praise is surely music to Michael’s ears.

About Brookfield Johnson Controls Brookfield Johnson Controls is a leading provider of integrated real estate, facilities and project management services, including specialist expertise in energy and sustainability, and workplace strategy solutions. Our range of integrated management services, supported by efficient systems, processes and people, enables us to create and maintain places that work for clients.

Managing more than six million square metres of property and infrastructure around Australia and New Zealand, we deliver tangible savings through services that improve productivity, sustainability and flexibility for our clients while ensuring full compliance through our ISO-accredited and integrated safety, quality and environmental management system.

As part of the wider Brookfield Asset Management Group and Johnson Controls, our combined strength delivers worldclass technology, asset management and leadership across 75 countries.

For additional information, please visit: www.BrookfieldJohnsonControls.com

FM industry awards for Excellence 21 November 2013, Grand Hyatt Melbourne

Gala Dinner Bookings now open!

Earlybird bookings available until 30 September

Recognising leadership in the management, operation and maintenance of Australia’s built environment.

• Facilities Manager of the Year • Young Achiever of the Year • Consultant of the Year • Service Provider of the Year • In-House Client Team of the Year

Presented by

• Industry Innovation • Impact on Organisation & Workplace

Award Partners

• Sustainability & Environmental Impact • Contribution to Energy Efficiency

www.fma.com.au

2013 Award Partnership opportunities are available.

Contact FMA on 03 8641 6666 for more information

company profile

Leading the world in emergency lighting innovation

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levertronics is an Australian manufacturer that specialises in exit and emergency lighting products and computerised testing systems.

Managing director Tony Todaro purchased the company in 2001.

At that time, the company employed around 25 people and had a market share of approximately five per cent. Today, the company employs more than 100 people throughout its offices, and has warehouses in each state of Australia and New Zealand.

The company’s specialisation in the field of exit and emergency lighting is one factor contributing to its success. Among its staff, Clevertronics employs 12 engineers, which, even by world standards, is a formidable workforce dedicated to emergency lighting.

Australian manufacturing As well as being Australian-owned, Clevertronics manufactures approximately half of its products in Australia at its state-of-the-art manufacturing plant in Moorabbin, Victoria, which includes a new circuit board manufacturing facility. The company’s high-end LED products, and its computer-monitored products, including its power line monitoring and Dali products, are all manufactured in Australia.

Manufacturing, however, requires a strategic approach. The company’s volume commodity products are manufactured by Clevertronics in its own purpose-built plant in Shanghai, where Clevertronics employs a further 80 people through a joint venture arrangement.

L10 lithium battery range A good example of world-leading development is the recent release of the Clevertronics L10 Range. Lithium iron phosphate battery technology is used to provide a range of emergency lighting with

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Facility PERSPECTIVES PerspectiveS | VOLUME 7 NUMBER 3 FACILITY

twice the battery life of existing premium products, twice the maintenance-free period, the most energy-efficient product on the market, and the first truly sustainable battery technology for emergency lighting. The product delivers energy and maintenance savings of approximately 80 per cent when compared to the next best available product types. Lithium iron phosphate battery technology contains no heavy metals or carcinogens compared to NiCad or nickel metal hydride batteries.

Support network The area of emergency lighting is specialised. It has its own standards that govern the features and performance of emergency lighting, as well as testing and repair requirements. Fittings are complex and often application-specific. Most projects require some experienced input into specific applications – especially with larger projects.

It is for this reason that emergency lighting is an area where product and system support, and technical expertise is as important as the product itself. Clevertronics employs in excess of 50 sales and support staff, including application and project specialists in each state. In addition to its own staff, Clevertronics contracts a specialised service agent in each state to undertake the commissioning and provide ongoing support on the ground for its monitored systems.

Clevertronics is continuing to develop products and provide a level of staff expertise to assist their customers with the increasing pressure they face from the competing demands of emergency lighting compliance, and the cost of installing and maintaining these products.

technology and innovation

Adopting new technologies – the real innovation is not about the technology Dr Marc Newson, Clean Technologies Supplier Advocate

Australia’s most awarded clean technologies are big winners. They win through new commercial opportunities and other profiling mechanisms that directly enhance their cost of sales and cash burn rate. For the past two years, the Australian Clean Technologies Competition has celebrated some of Australia’s brightest opportunities, and this year will be even bigger.

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ith 50 per cent of 150 award applicants focused on the built environment market, it is no surprise that the Facility Management Association of Australia (FMA) is supporting the 2013 competition. Industry associations such as the FMA can bring to the competition market knowledge that some traditional equity investors might not have access to.

The time, cost and market knowledge required to transition a firm from an imaginative technology to a commercial reality is significant. This innovation path is an exciting journey that garners support from the Department of Industry and Innovation through a host of programs, including Commercialisation Australia, Enterprise Connect, ICN, Austrade, AusIndustry and the Clean Technologies Supplier Advocate.

However, while this support and grant funding is aimed at specific stages along the commercialisation path or Grubb curve, its delivery is still entirely reliant on the commercial attributes of individuals to put it to best use. These attributes stem from core competencies that, if not already available, need to be acquired through people or nurtured through personal development.

One such competency is the ability to forge alliances and partnerships. Recognising that organic growth is a bit of an outlier when it comes to forecasting success, all clean technology companies need to plan and execute mechanisms that can attract other businesses with complementary skills, vision and cultures. Innovation in these models is potentially a far greater challenge for corporate Australia than technology research and development.

Innovation Partnerships is a new initiative by the Supplier Advocate program to support commercial arrangements needed for businesses to manage the risk associated with deploying clean technology solutions. While all businesses need to take risk in order to grow,

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Facility PerspectiveS | VOLUME 7 NUMBER 3

Recognising that organic growth is a bit of an outlier when it comes to forecasting success, all clean technology companies need to plan and execute on mechanisms that can attract other businesses with complementary skills, vision and cultures. the migration of a technology into a solution will nearly always be more effective and efficient if other partners are involved who have a competency set to best manage the key risks. This allocation of risk requires a culture of respect, trust and candour, but is still a process that can be learned and adopted.

Organisations such as Lend Lease, CSR, the University of Wollongong, Energy Matters and Trina Solar are all taking leadership positions in this important area. These companies and others are inviting clean technology developers to align their technologies with some of the opportunities in their respective markets, or are establishing ‘hubs’ where eligible technology developers can trial their technologies in exchange for some revenue and other support mechanisms.

To find out more about how you can participate in Innovation Partnerships, email cleantechadvocate@innovation.gov.au.

company profile

Cleaning’s vital sustainability role on show at AUSCLEAN Pulire 2013

Australia’s Only Dedicated Cleaning & Hygiene Event

T

he cleaning industry is playing an ever-increasingly vital role in the reduction of building energy usage, as well as enhancing indoor air quality. For the facilities management fraternity, Australia’s only dedicated cleaning and hygiene event, AUSCLEAN Pulire 2013, offers an excellent opportunity to learn firsthand the latest developments in this ‘soft service’ sector.

AUSCLEAN Pulire continues to garner strong local industry backing. The Building Service Contractors’ Association of Australia (BSCAA) is a major sponsor, complemented with support from a number of other industry bodies covering healthcare, hospitality and restoration.

Predicated on its high-quality education, training and workshop streams, AUSCLEAN Pulire is positioned as ‘more than just an exhibition’. With three different streams available, there are a variety of sessions that would benefit those in the facilities management industry, including a Building Service Contractors stream, the Carpet & Restoration stream and the Healthcare and Hygiene stream. By bringing together speakers from the cleaning and hygiene industry, AUSCLEAN Pulire has a wide range of topics open for discussion through the program.

Aligned with the major international cleaning and hygiene Pulire event organisation, AUSCLEAN Pulire is taking its place on a world stage. The cleaning industries supply-side are increasingly a much unified global marketplace, and that means Pulire can bring its international experience and resources to AUSCLEAN Pulire 2013.

15 – 16 October 2013 Grand Pavilion, Rosehill, Sydney, Australia Opening hours Tuesday 15 October – 10.00am-6.00pm Wednesday 16 October – 10.00am-5.00pm

TRADE SHOW FREE TO ATTEND More than 80 exhibitors & 2 days of education

To register visit www.auscleanpulire.com or phone 1300 789 845 Platinum Sponsor

Supported By

Media Partners

www.auscleanpulire.com | 15 & 16 October 2013 Grand Pavilion, Rosehill, Sydney.

Facility PERSPECTIVES PerspectiveS | VOLUME 7 NUMBER 3 FACILITY

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technology and innovation

Energy efficiency and building technologies lead Australia’s top 30 cleantech companies

The Australian Clean Technologies Competition reached the first stage of selecting the country’s best cleantech company with the announcement of 30 semifinalists in late June.

T

hese 30 cleantech leaders qualified for the Cleantech Business Accelerator Program to provide them with the skills to improve their chances of success. The program included two intensive days at Australian Technology Park in Sydney, where the companies heard from 25 speakers on everything from how to give a great presentation, through to the challenges faced by specific industries.

The Facility Management Association of Australia’s (FMA) Nicholas Burt spoke to the companies and explained the facilities management industry, the solutions it is looking for and how emerging technologies can enter the supply chain. As part of FMA’s support of the competition, Nicholas provided invaluable advice to the companies about energy efficiency and building technologies.

Sixteen of the 30 companies have technologies with application to buildings through the ‘Energy Efficiency’ or ‘Green Building’ categories. The companies range from start-ups through to listed companies that have raised tens of millions of dollars.

The judges had the difficult task of assessing each of the 150 entries with the aim of short-listing those that have the ‘greatest potential’ to be a commercial success and thereby facilitate the greatest environmental benefits.

Now in its third year, the Clean Technologies Competition is an initiative of the Supplier Advocate Program, and championed

by Dr Marc Newson, the Clean Technologies Supplier Advocate.

‘It is recognised that the balance between the impact of a single installation and likely scale of the business is a key factor in assessing the overall potential of each entrant,’ said Dr Newson.

‘We are lucky to have assembled an excellent group of judges, whose experience in helping cleantech companies grow is critical in ensuring that the best companies have been short listed.’

The short list includes a wide variety of companies, including the following, which are some of those in the running for the Built

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Facility PerspectiveS | VOLUME 7 NUMBER 3

Environment Cleantech Award that is partially judged by the FMA: 33 MicroHeat Technologies – a highly efficient instantaneous hot water heater with a small footprint that can be installed at the point of use, and removes the need for hot water reticulation.

33 Organic Response – a revolutionary lighting control system that can integrate seamlessly with an existing BMS to deliver maximum energy savings with optimal occupant comfort.

33 Silenceair – a low-cost, energy-efficient, fresh air ventilation system for buildings in noise-affected environments.

33 DiUS Computing – the ChargeIQ technology is a world-leading recharging solution for plug-in electric vehicles for homes and businesses.

33 Nexus eWater – produces high-efficiency hot water using heat recycled from wasted grey water, as well as water suitable for non-potable applications.

33 Specialty Coatings – EnerSheetTM is a fibreglass composite roof-sheeting product with embedded thin film solar photovoltaic (PV) material.

After their two months of mentoring, the top 30 will submit business plans for further judging. Six finalists will then be chosen, and will pitch in front of a live audience and the judges at the Competition Showcase in Sydney on 2 October 2013. The winner of the overall competition and the winner of the Built Environment Cleantech Award will be announced at a gala dinner that evening.

The Australian winner will represent the company in the global competition in November.

In addition, the winners and others in the Top 30 will attend a trade mission to Hong Kong, China and Singapore to meet with potential partners, customers and investors.

For further information and a full listing of the semifinalists, visit www.cleantechcomp.com.au.

company profile

FSI GO!

M

obile technology is rapidly changing the communication landscape, and the FM and related maintenance industries are no exception. FSI GO is a stand-alone software platform for app development. It allows you to create cross-platform apps using a drag and drop app builder, and integrate a highly personalised mobility solution with either FSI’s Concept Evolution™ facility management solutions, or independent business systems.

FSI GO allows you to create your own tailor-made mobility solution in a fraction of the time.

FSI GO allows you to design and deploy your app across a mixture of platforms (Apple, Android, Windows

Phone and Blackberry) and devices (for example mixed deployment of smart phones and tablets) simultaneously. No longer do you have to prescribe the device used by staff or sub-contractors to allow them to interact with your systems.

Rich functionality can be included in an app, for example the off-the-shelf Tasks app allows staff or contractors to manage tasks, recording arrival, start and finish time, events, risk assessments, before and after photos, customer satisfaction audit, general surveys, comments and signatures. Advanced features include mapping, for example, ‘Find Nearest User’ for optimal task allocation, document publishing, offline data storage, geo-notifications, GPS, and barcoding/NFC/RFID support.

Other off-the-shelf apps include: 3 Surveys and Audit – audit locations, assets etc with customisable audit/survey questions 3 Asset Capture – capture new assets 3 Asset Condition – barcoding, service history, photos, condition 3 Ad Hoc task creation Download FSI GO from the Apple, Windows and Google Play stores.

For more information about FSI GO visit www.fsifm.com.au.

On your marks. Get set.

FSI GO workforce mobility solution: A new platform from FSI, empowering you to create Apps that mobilise your workforce.

Available standalone or as part of the Concept EvolutionTM workplace management solution.

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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 323976A_FSI | 1843.inddad 1177x125 HP.indd 1 FSI GO FacilityFM Perspective

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FACILITY Facility PERSPECTIVES PerspectiveS | VOLUME 7 NUMBER 3

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company profile

Rheem turns up the heat Rheem has turned up the heat on above-bench water-boiling products with the launch of its new Lazer® range – the Lazer Office, Lazer Eco and Lazer Commercial – and design innovation has been rewarded with an Australian International Design Award.

A

Rheem Lazer unit can reduce energy use by up to 40 per cent1 over a normal working week. Additionally, the range can deliver from 20 to more than 247 cups2 of boiling water immediately.’

The Lazer Office, which recently won a design award at the 2013 Australian International Design Awards, is designed for office and waiting room environments. It’s available in three- and five-litre capacities, which equates to 20–35 cups2 of boiling water, and 123 cups every hour. Features include: 3 integrated tap 3 built-in seven-day timer 3 self-diagnostic display with electronic controller 3 sleep mode, which automatically shuts down the Lazer Office if it hasn’t been used for a set period of time 3 two stylish finishes – powder coat white and brushed stainless steel 3 pre-drilled wall mount, enabling easy installation.

The Lazer Eco is a cost-effective model designed for a wide range of light commercial and industrial environments. It’s available in 3.5- and 7.5-litre models, delivering up to 50 cups2 ready to use, and up to 123 cups of boiling water an hour.

A major feature is the ‘eco-mode’, a one-button control that provides boiling water with reduced energy consumption. When activated, the eco-mode automatically turns the Lazer Eco off after two hours, reducing power consumption by up to 40 per cent1.

The Lazer Commercial is a high-capacity boiling water unit designed for the demands of a commercial kitchen, sports club or busy workplace. It has capacities of 7.5, 10, 15, 25 and 40 litres, which can deliver from 50–247 cups2 of boiling water ready to use, and 123–241 cups per hour.

The high-flow tap fills up to 35 per cent faster3 than other units. The seven-day timer ensures that there is boiling water ready to use, and it turns the energy off when boiling water is not required. Additionally, the sleep mode will turn off the system automatically when it hasn’t been used for a set period of time.

1 POTENTIAL ENERGY CONSUMPTION SAVINGS VALUES ARE APPROXIMATE AND PROVIDED FOR GENERAL REFERENCE PURPOSES ONLY. ACTUAL HEAT LOSS REDUCTIONS WILL VARY DEPENDING ON THE SYSTEM INSTALLED, REGIONAL TEMPERATURES, GEOGRAPHICAL LOCATION AND OTHER FACTORS. 2 CUP SIZE IS 170ML 3 BASED ON RHEEM FLOW RATE OF UP TO 11 LITRES/MIN VERSUS A COMPETITOR’S FLOW RATE OF UP TO 8 LITRES/MIN.

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Facility PERSPECTIVES PerspectiveS | VOLUME 7 NUMBER 3 FACILITY

At a glance: key features of the new Rheem Lazer range: 3 energy-saving timer/sleep mode 3 easy to maintain and clean 3 modern, streamlined design 3 time-saving, built-in fully digital diagnostic display 3 wide and flexible capacity range from 3– 40 litres.

AwArd-winning Boiling wAter By

Rheem

The New Lazer® Range With three stylish new designs, one touch power saving, rock-solid stability and capacities to suit the most demanding boiling water needs, the new Rheem Lazer® range continues to lead the market in performance and design.

So much so that, this year, the Lazer® Office has received an Australian International Design Award in recognition of its excellence.

From the Lazer Eco, a cost effective boiling water unit, to the 40 Litre Rheem Commercial, you can trust the new Rheem Lazer® range for all your instant boiling water needs.

Rheem Australia Pty Ltd For further information contact us on 132 552 or visit our website at www.rheem.com.au ® Registered Trademark of Rheem Australia Pty Ltd

green buildings

Bridging the performance gap ORJAN LUNDBERG, EXECUTIVE DIRECTOR, GREEN STAR CERTIFICATION GREEN BUILDING COUNCIL OF AUSTRALIA

Darling Quarter Balcony, Commonwealth Bank Place

One of Sydney’s latest ‘shining stars’, Commonwealth Bank Place in Sydney, is producing 72 per cent less greenhouse gas emissions than typical non-Green Star office buildings in Australia.

I

n Melbourne, Monash University’s new residential digs, Briggs Hall and Jackomos Hall, are consuming 45 per cent less energy than standard multi-unit residential buildings of similar size.

Sydney Water’s new Parramatta Headquarters has cut potable water consumption by 60 per cent when compared with standard practice buildings of similar size. The same goes for the Affinity Village retirement living clubhouse in Perth, which has reduced potable water consumption by 60 per cent – and is saving $2000 per year as a result.

And at the GPT Group’s new office interior retrofit in the heritagelisted MLC Centre in Sydney, repurposing and reintegrating items from the old fit-out into the new space resulted in a 96 per cent recycling rate.

All of these projects are Green Star-certified projects, and all have unique stories to tell about how Green Star buildings are slashing greenhouse gas emissions, making significant savings on energy and water consumption and costs, and preventing truckloads of waste from going to landfill.

While there are a large number of case studies and substantial anecdotal evidence of Green Star’s transformative effect on sustainability at the individual building level, until now, we’ve had

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Facility PerspectiveS | VOLUME 7 NUMBER 3

no comprehensive quantitative data to demonstrate Green Star’s overall impact on Australia’s built environment.

The Green Building Council of Australia’s new report, ‘The value of Green Star: A decade of environmental benefits’, analyses data from 428 Green Star-certified projects occupying 5,746,000 square metres across Australia, and compares it to the ‘average’ Orjan Lundberg Australian building and minimum practice benchmarks. Just a few key findings include: 33 Energy: Green Star-rated buildings have reduced electricity consumption by 580,000 megawatts per year – equivalent to 76,000 average households’ annual electricity use.

33 Emissions: On average, Green Star-certified buildings produce 62 per cent fewer greenhouse gas emissions and use 66 per cent less electricity than average Australian buildings. The cumulative greenhouse gas savings from the Green Star-rated buildings surveyed, when compared to the average, totals 625,000 tonnes of carbon dioxide a year – the equivalent of removing 172,000 cars from our roads.

33 Water: Green Star buildings use 51 per cent less potable water than average buildings. That saving – more than 3,300,000 kilolitres of potable water a year – is enough to service 18,000 households, or fill 1320 Olympic swimming pools.

green buildings

33 Waste: The average new construction project has a 58 per

cent recycling rate. In comparison, Green Star – As Built certified buildings are recycling 96 per cent of their construction demolition waste. In total, 37,600 truckloads of construction and demolition waste have been diverted from landfill due to good waste management practices.

Of course, the majority of data included in Green Star submissions are estimations of operational performance. While we have strong evidence that such estimates are representative of actual performance, the true test of a green building lies in how well its design performs during the occupancy phase. Even award-winning designs may not perform as predicted if they are not supported by effective management and proper commissioning during operation.

Ensuring that predicted building performance matches the building in operation requires a number of strategies.

Firstly, the positive impact of commissioning is well documented, as it can identify malfunctions and opportunities for building systems optimisation. Commissioning reduces operating, maintenance and repair costs, and ensures that the specifications outlined during the design phase are carried out in operation. A 2009 study of 643 buildings in the United States, ‘Building Commissioning: A Golden Opportunity for Reducing Energy Costs and Greenhouse Gas Emissions’, found that commissioning costs amounted to 0.4 per cent of the overall construction cost, while whole-building energy savings from good commissioning practices can equate to 16 per cent for existing buildings, and 13 per cent for new buildings.

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Facility PerspectiveS | VOLUME 7 NUMBER 3

35

green buildings

Monash University Student Housing

The cumulative greenhouse gas savings from the Green Star-rated buildings surveyed, when compared to the average, totals 625,000 tonnes of carbon dioxide a year – the equivalent of removing 172,000 cars from our roads.

Secondly, we must continue to invest in training and education for our facilities managers to ensure that they get the most from the growing crop of high-performance buildings.

In 2009, the Warren Centre for Advanced Engineering found that investing in education for facilities managers yielded significant

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Facility PerspectiveS | VOLUME 7 NUMBER 3

improvements in energy efficiency. The ‘Low Energy High Rise Building Research Study’ found that when the facilities management team had adequate energy efficiency training, a half-star increase in the NABERS energy rating was the result.

Even more strikingly, buildings with facilities managers who reported higher than average levels of energy-efficiency knowledge performed nearly one and a half NABERS Energy stars better than those that did not. So, well-trained facilities managers can deliver a significant increase in building performance – and that’s before retrocommissioning and retrofitting even enter the picture.

Thirdly, we must benchmark building performance against best practice. The GBCA’s newest rating tool, Green Star – Performance, will be released to the market in October. Green Star – Performance will enable facilities managers to measure the operational performance of existing buildings and identify opportunities for improvement – irrespective of whether or not they have achieved a Green Star rating for design or construction.

The rating tool will assess buildings against the nine Green Star categories of Management, Energy, Emissions, Indoor Environment Quality, Water, Transport, Materials, Land Use and Ecology, and Innovation. A Green Star – Performance rating will be awarded, ranging from 1 Star Green Star, representing ‘Minimum Practice’, through to 6 Star Green Star, representing ‘World Leadership’ in sustainable building operations.

For this rating tool to be useful for facilities managers, we recognise that it needs to be simple and easy to use. Green Star – Performance will be the first Green Star rating tool accessed online, which will make compiling and submitting documentation quicker

green buildings

GPT Group Head Office

and more cost-effective. Simplified documentation processes, calculators, technical information and credit interpretation guidance will be just a few clicks away.

For facilities managers working with buildings that have achieved Green Star ratings for design or construction, Green Star – Performance will provide accurate assessment of actual performance against predictions, and identify pathways to bridge any performance gaps.

For facilities managers of buildings without Green Star ratings, Green Star – Performance can help them to capture the benefits outlined in the report ‘The Value of Green Star’. The rating tool will assist building owners and managers to make decisions that support long-term investment in greener buildings, and will encourage incremental improvements.

The environmental benefits of Green Star buildings are now irrefutable; but Green Star buildings are not just good for the environment – they also reduce operating costs; attract tenants, buyers and staff; deliver higher returns; and boost productivity, learning, health and corporate reputation. A Green Star – Performance rating will provide existing buildings with the independent third-party tick of approval that the market now expects.

Download ‘The Value of Green Star: A decade of environmental benefits’ from the GBCA website: www.gbca.org.au/greenstarreport.

Read more about Green Star – Performance: www.gbca.org.au/green-star/green-star-performance.

Sydney Water’s Parramatta headquarters

Facility PerspectiveS | VOLUME 7 NUMBER 3

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company profile

A well-respected HVAC industry leader

F

or 39 years, Westaflex Australia, an Australian family-owned company, has developed, manufactured and supplied products for the heating, ventilation and air conditioning (HVAC) industry.

Westaflex is a well-respected HVAC industry leader that supplies high-quality products compliant with the relevant Australian Standards specified in the National Construction Code (NCC).

The flexible ducting that Westaflex manufactures is of high thermal value to provide the optimum efficiency from the air conditioning equipment to the outlet, thus ensuring running costs are kept to a minimum.

Thermal ratings available in our Greenduct range are: R 0.6, R 1.25, R 1.5, R 2.0 and R 2.4. These ratings are the insulation material only ratings and comply with AS 4859.1.

Some of our flexible ducting has gone on to win prestigious awards for ‘outstanding innovation’, such as the Australian Design Awards, Australian Design Mark and Consensus Manufacturing Awards.

Westaflex have a range of in-line fans – both centrifugal and axial – that use high-quality EBM-Papst or Ziehl Abegg motors.

Our centrifugal fans are available in sizes 150 millimetres lowprofile up to 300 millimetres, and come in AC and the NEW Green EC versions. All Westaflex centrifugal fans have been independently tested by VIPAC engineers and the reports are available online via our website at westaflex.com.au.

Our Westaflex manufactured axial fans are also available in AC and EC Versions from sizes 200 millimetres to 450 millimetres.

With over 7000 specialised HVAC line items available you can be sure we can supply to your requirements promptly via our 11 sales offices around Australia.

A snapshot of the items supplied by Westaflex: 3 flexible, semi-flexible and rigid (poly) ducting 3 metal and poly branch take offs, cushion boxes, collars, plenums, drip trays, starter sets 3 zoning systems (Siemens), zone dampers/actuators (Siemens and Honeywell), manual dampers, zone-connecting systems 3 swirl diffusers, multi-directional outlets (MDO), one-, two-, three- and four-way lay-in diffusers, jet diffusers, linear slot diffusers, bar grille, double deflection grilles 3 EC and AC centrifugal in-line fans, EC and AC axial in-line fans, MixFlo fans, wall/thru wall/window fans, bathroom ventilation products, fan mount systems 3 pair coil copper, soft- and hard-drawn copper, copper fittings, copper insulation, poly and metal trunking, wall and roof brackets, ground support systems, vibration control 3 thermostats and controls from Siemens, Honeywell and Leasom, carbon monoxide alarms from First Alert 3 accessories such as hanging support systems, duct tapes, DEK flashings, silicones, foam seals 3 air conditioning and heating equipment from Hitachi, Temperzone, Samsung, Panasonic, Haier, Braemar, Bonaire, Brivis.

Around Australia, Westaflex products have been specified to be used in some of the most prestigious projects. Some of these projects include the Melbourne Cricket Ground (MCG), Etihad Stadium, Eureka Tower, Royal Children’s Hospital (Melbourne), Mercy & Austin Hospital, Star City Casino, John Hunter Hospital, Stadium Australia, Perth Domestic Airport, Jupiters Casino, Football Park, US Embassy, Hilton Hotel Auckland, to name but a few.

For further information about Westaflex please visit www.westaflex.com.au or email sales@westaflex.com.au.

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Facility FACILITY PerspectiveS PERSPECTIVES || VOLUME VOLUME 77 NUMBER NUMBER 33

National Distributor

green buildings

Convincing statistics show voltage optimisation reduces electricity usage A Powerstar voltage optimisation unit being manufactured.

Australia has a particular problem with over-voltage, and voltage optimisation is a simple solution to reduce energy consumption and significant tonnes of CO2, and to deliver impressive savings in the process.

By Sam Czyczelis, general manager, powerstar australia

V

oltage optimisation is a highly effective energy-saving technique that has an excellent payback period. The technology has a significant impact on the amount of energy used because it brings the voltage supplied by the grid in line with what is actually required.

The statutory electricity supply range for Australia is 230 volts, with a +10 per cent to -6 per cent variation, which means that electricity suppliers are required to provide a voltage level that is between 253 volts and 216 volts. Therefore, the supplier will distribute electricity at 253 volts, and over distances the voltage will decrease. On average, facilities receive power from the grid at 247 volts.

Facilities managers would no doubt be aware that most electrical equipment manufactured for Australia is designed to work most efficiently at between 220 and 230 volts. This means that any incoming power that is higher than this level is wasted energy, and organisations are paying for power that is not required and not used.

Voltage optimisation works best on inductive loads — motors and lighting, for example, especially if these are not loaded at 100 per cent of their capacity for 100 per cent of the time.

Operating like a transformer, voltage optimisation effectively reduces the voltage to an optimum level, whereby all the equipment operates correctly, but consumes less power in the process.

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Facility PerspectiveS | VOLUME 7 NUMBER 3

These systems should also offer improvement in power quality by balancing phase voltages, cancelling damaging harmonics and transients from the electricity supply, and reducing the reactive power, hence improving power factor.

Over-voltage means that energy consumption is not only higher, but also, as a result, the lifespan of equipment is shortened. Installing a voltage optimisation unit leads to reduced maintenance costs, as less demand is placed on electrical equipment.

Generally, voltage optimisers will deliver between 12 and 15 per cent savings; however, the most efficient solutions can save up to 26 per cent of total electricity consumption and related CO2 emissions without compromising the supply to electrical equipment.

Other benefits of installing a quality voltage optimisation system are that it: 33 helps protect against damaging transients (power spikes) of up to 25,000 volts 33 lowers the operating temperature of motors 33 provides an improved power factor by up to 20 per cent.

In addition, there are no moving parts, and therefore zero maintenance on the unit itself. continued on page 42

company profile

New Australian office for Powerstar

OPTIMISING POWER TO SAVE MONEY AND REDUCE CARBON FOOTPRINT. GUARANTEED OPTIMISING OPTIMISING OPTIMISINGPOWER POWER POWERTO TO TO SAVE SAVE SAVEMONEY MONEY MONEYAND AND ANDREDUCE REDUCE REDUCE CARBON CARBON CARBONFOOTPRINT. FOOTPRINT. FOOTPRINT. 100% British Engineered. 100% Guaranteed Results.

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Sam Czyczelis, the new general manager of Powerstar Australia with sales engineer Arthur Savidis at the company‘s new office in Melbourne.

E

MSc (Australia) Pty Ltd, the Australian-based subsidiary of United Kingdom-based EMSc, has established a new office in Melbourne to meet the growing demand for its market-leading Powerstar voltage optimisation system in Australia.

Powerstar is a unique triple-wound voltage optimisation system that systematically reduces a site’s voltage to correct operational level and cleans the supply to reduce electricity consumption and improve a company’s carbon footprint.

Offering both electronic-dynamic (MAX versions) and fixed optimisation solutions, Powerstar is the only voltage optimisation system in the world with a patent on its design, and offers clients guaranteed savings and average payback periods of just three to five years.

Heading up the Australian operation is Sam Czyczelis, who was previously with Swire Cold Storage as general manager, engineering services in a national role. Arthur Savidis will oversee Powerstar’s installations into premises such as government buildings, education facilities, high-rise dwellings, hotels, recreation and sporting clubs, commercial and industrial premises including cold storage sites, retailers and shopping centres.

Powerstar has truly established itself as a market leader in voltage optimisation. Systems have been installed globally for over a decade and boast 100 per cent reliability with no failures, and average savings of 12-15 per cent in electricity consumption.

Tel: 1300 659 463 | www.powerstar.com.au

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Facility FACILITY PerspectiveS PERSPECTIVES || VOLUME VOLUME 77 NUMBER NUMBER 33

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green buildings

The technology presents an excellent opportunity for savings without compromising the supply to a building’s electrical equipment. continued from page 40

Electronic-dynamic high-voltage optimisation Some voltage optimisation units are available in fixed, as mentioned, and electronic-dynamic variations, which automatically adjust voltage to the optimum level, making it ideal for sites with high levels of fluctuating voltage, heavy night loading, or critical operations that require additional security.

Sites that have their own high-voltage distribution transformer, such as supermarkets, data centres, hospitals, hotels, education facilities and retail outlets, are more likely to benefit from a system that ensures that voltage is supplied to a site at a constant level, regardless of the input instability.

This technology is recommended in these applications because when the grid voltage varies (often throughout the night as the load on the grid disappears), it is able to hold the site voltage at the optimum level, and maintain a high level of savings.

The stabilised voltage output is a vital feature for sites with critical loads, secure data and important operations that require high levels of reliability and security. This system is also suitable for new build developments, sites with older transformers, and those that have previously been faced with physical space restrictions, which makes voltage optimisation installations difficult to implement.

Facilities managers investigating an electronic-dynamic unit should check to make sure that it has an amorphous metal core and utilises electronic-dynamic intelligent technology. If it does, it’s likely it can provide a variable voltage output that will achieve high efficiency, and save huge amounts of energy for a site. Standing losses can be reduced by around 75 per cent.

Older transformers have high levels of standing losses, and the majority of modern transformers used on commercial sites use coldrolled grain-oriented steel (CRGO) within their core, which still results in significant losses for buildings in comparison to amorphous steel.

LEED and BREEAM accreditations Businesses investigating this type of transformer should aim to achieve sustainability marks and high energy-efficiency ratings through accreditations such as Leadership in Energy and Environmental Design (LEED) and Building Research Establishment Environmental Assessment Method (BREEAM).

Along with savings in energy efficiency, LEED/BREEAM also measures the characteristics of the products installed within a building, and how much of a product can be recycled. Ideally, close

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Facility PerspectiveS | VOLUME 7 NUMBER 3

Inside a Powerstar voltage optimisation unit.

to 100 per cent should be recyclable. A further important LEED/ BREEAM measurement is energy monitoring. It is important for transformers to come with a real-time monitoring and targeting system, which enables companies to monitor energy usage, as well as to target further energy reductions.

To ensure optimum savings and performance, a comprehensive analysis of a site’s power conditions should be completed before installation. As each building is different, with its own unique infrastructure and specific load requirements, a voltage optimisation strategy should be customised to each site.

It’s very important to install a tailored voltage optimisation solution supplied by an experienced and reputable company. This will not only provide maximum energy savings and carbon reductions; it will also ensure that equipment will operate as efficiently as possible at all times, that the lifetime of equipment will be maximised, and that maintenance costs will be significantly reduced.

* Sam Czyczelis is General Manager of Powerstar Australia, a wholly owned subsidiary of EMSc (UK) Ltd, which has been manufacturing the market-leading voltage optimisation solution Powerstar at its headquarters in Yorkshire for over a decade. www.powerstar.com.au.

Sheraton on the Park maximises building efficiency though a SmartStruxure solution.

Introducing SmartStruxure solution, the future of integrated building management systems.

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A SmartStruxure solution helps you simplify building management systems by delivering the right information when, where, and how you want it, with powerful graphics and personalised user interfaces.

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A SmartStruxure solution delivers an efficient enterprise by optimising your building’s performance through actionable intelligence, while ensuring comfort and value.

A smart investment for today’s needs and tomorrow’s challenges.

The scalable design of SmartStruxure provides the ability to grow from a single building to a global enterprise. Based on open protocols, SmartStruxure is also IT-friendly and secure.

Real Simple. Real Smart. Real Performance.

“We have already saved 15% on our first month’s energy bill since the upgrade was complete.”

Andrew Smith, Regional Director of Engineering, Starwood Pacific Hotels.

FREE Efficiency Quotient (EQ) tool.

We’ve developed a FREE tool to help you assess your building’s efficiency.

Visit www.SEreply.com key code 53319K © 2013 Schneider Electric. All Rights Reserved. Schneider Electric and Make the most of your energy are trademarks owned by Schneider Electric Industries SAS or its affiliated companies. • www.schneider-electric.com.au CLIPCOM 26650

company profile

OnSite Energy – partners in facilities management

O

nsite energy production is the next logical step in complete facilities management. By that, I mean that the focus has been largely internal in terms of energy savings, environmental sustainability and creature comfort.

The development of onsite energy opportunities, where it is applicable, is quickly becoming a go-forward option for facilities managers large and small. Frequently, the stumbling block to actual implementation is twofold. First, not fully understanding the technology available and how it can potentially apply to your

The development of onsite energy opportunities is quickly becoming a go-forward option for facilities managers

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Facility PERSPECTIVES PerspectiveS | VOLUME 7 NUMBER 3 FACILITY

particular facility. Second is most often an issue of feasibility/funding and implementation.

Murray Wickham, Principal Project Manager for GHD, representing the Facility Management Association of Australia, will address these issues at the upcoming OnSite Energy Conference and Tradeshow, September 24–25 in Brisbane.

Murray Wickham, Principal Project The title of his presentation will be Manager for GHD ‘Challenges for Onsite Energy in Facility Management’.

As a conference attendee, you will learn about how you can better understand the onsite energy options available, the technology and how you can work towards financial completion. Reducing energy costs, becoming more energy independent, greener, and having better control of your energy future is the focus of this year’s OnSite Energy Conference.

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

green buildings

Unintended consequences of energy conservation

Climbing stairs instead of taking the escalator can cost companies loss of time, and potential injury

Dr Vyt Garnys Managing Director and Principal Consultant, CETEC In 1936, Robert K Merton formalised the concept of ‘unintended consequences’1. For example, did prohibition of liquor in the United States give rise to organised crime? Earlier, in 1865, W. S. Jervois proposed the ‘Jervois Paradox’ based on the ‘Coal Question’, which examined how cheap coal spurred the development of coal-based rail transport that reduced the coal supply and thus made coal more expensive for the general public.

A

similar cycle has evolved for oil and petroleum fuels. In fact, the oil crisis of the mid-1970s created an unintended consequence that has profoundly affected most facilities managers.

The 1974 energy crisis, based on oil supply restrictions in the Middle East, was one of the contributing factors leading to a revolution in building design. To save energy, buildings were designed with sealed façades to prevent the escape of conditioned air. This resulted in the unintended consequence of what was then named as ‘sick buildings’ with ‘building-related illnesses’.

Minimised ventilation led to a build-up of pollutants in the building, and the science of ‘indoor air quality’ (IAQ) was born. Following 15 years of research showing the high cost of ‘tight buildings’ to occupant health, the International Society of Indoor Air Quality (ISIAQ) was incorporated in 1990 at the Toronto International Indoor Air Quality Conference, IAQ90. The author, Dr Vyt Garnys, was a founding member of ISIAQ – which is now known as The International Society of Indoor Air Quality and Climate. ISIAQ publishes the journal Indoor Air, and hosts the research-oriented

IAQ and the practise-oriented Healthy Buildings (HB) conferences at various locations around the globe. Peer-reviewed scientific papers released through ISIAQ have helped identify the links to some harmful unintended consequences of energy conservation in buildings. As a supporter of the scientific approach, CETEC has been an active participant in these and other conferences over the years2. An examination of all of the presentations at HB2012 in Brisbane shows that more than half had direct links to the detrimental unintended consequences of energy conservation.

The link with energy To conserve energy, there is a need to control facilities and activities within buildings.

Figure 1 (over page) shows a selection of the functions within buildings that require energy. As can be seen, most functions are for successful corporate operations within buildings, involving optimisation of occupant productivity and wellbeing. While intended energy use is thoroughly planned and total consumption well

Facility PerspectiveS | VOLUME 7 NUMBER 3

45

green buildings

Water

Figure 1: Selection of functions within buildings that require energy

measured, its distribution is less so. Unfortunately, the key purpose of energy – that of influencing corporate productivity and occupant wellbeing – is poorly quantified, even though, as documented by the US Department of Energy and others, a one per cent gain in productivity can be equivalent to the total corporate energy cost.

Furthermore, the unintended consequences of energy conservation are often neglected, despite ample examples in the literature.

Heating and pumped distribution of water must be carefully planned for regular disinfection, maintenance and avoidance of dead legs in pipes and fittings. Problems arise with variable water supply as a result of droughts, floods, ageing infrastructure, restructured water utilities and challenging urban growth. The resultant sediment deposition and corrosion in water storages, distribution plumbing and fittings, and cooling towers gives rise to contamination that allows proliferation of bacteria if there is insufficient flow or heating capacity in buildings.

Energy conservation can lead to the following unintended water quality consequences: 33 water quality issues from microbial proliferation (including legionella) in cooling towers and warm-water systems, especially in health, childcare, aged care, aquatic and public facilities. Less frequently used facilities in buildings, such as staff and bicycle change-room showers, are also vulnerable. Less recognised, but important, microbial contamination comes from amoebae, pseudomonas and other waterborne species 33 low-flow and poor or overloaded heating distribution, which can lead to a variety of corrosion mechanisms, including microbially induced corrosion (MIC) 33 occupant complaints.

Indoor environment quality Naturally, all resource conservation such as energy, water and waste must be encouraged and practised to retain resource sustainability; however, the value of resource conservation is rapidly eroded if it impacts on corporate or family sustainability via losses of occupant wellbeing, productivity or satisfaction of a building. This is recognised by both of Australia’s key built-environment rating agencies: the Green Building Council of Australia (GBCA) and the National Australian Built Environment Rating System (NABERS).

For both Green Star and NABERS ratings, indoor environment quality (IEQ) is a major component. They both acknowledge that good indoor environment quality requires management of indoor air, lighting, acoustic, comfort and materials parameters.

Energy conservation can lead to unintended IAQ consequences, namely: 33 poor comfort control of temperature, humidity and ventilation 33 air-quality issues from build-up of chemical and microbial pollutants in HVAC ducting, on chilled beams and within underfloor ventilation systems 33 odour complaints 33 lighting intensity, uniformity and distribution problems giving rise to eye strain and/or glare 33 acoustic complaints from hardworking plant rooms and cogeneration plants.

Figure 2: Negative unintended consequences of energy conservation in buildings

Other issues The literature describes other unintended consequences of energy conservation3 that, on the surface, may seem to be of low-hazard classification, but, when a low consequence is multiplied by a large incidence, as for large buildings or venues, the risk can become significant and expensive. continued on page 48

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company profile

company profile

Hydroheat Supplies makes retrofit easy

S

upplying high-efficiency gas condensing boilers to well over 100 retrofit heating plant rooms in Australia to date, Hydroheat Supplies is becoming the specialist in the boiler changeover market.

By adopting a very European concept, using smaller boilers in cascade, headaches should be a thing of the past when upgrading plant room equipment in occupied buildings.

Up to this point in time, the largest upgrade involved 11 BAXI 150-kilowatt boilers with a total output of 1650 kilowatts.

With the plant room on the 26th floor, no crane access and the building remaining occupied during the upgrade, it presented a significant challenge.

However, due to the modular boiler concept, the contractor was able to do the works in situ in two stages.

Throughout the process, Hydroheat Supplies assisted the contractor with technical support to achieve the right outcome, satisfying the needs of both the building owner and its tenant.

Using this well-proven, highly efficient gas condensing technology, savings in gas consumption and GHG emissions are now secured and will be reflected in the NABERS rating of the building.

Return on investment is well within the recommended seven years.

For further information or to enquire about using our new service, ‘Design Assist’, contact Hydroheat Supplies on (03) 9588 1299 or email info@hydroheat.com.au.

RETROFIT + BAXI

Reliable, Versatile, Innovative Working Towards A Greener Future

www.hydroheat.com.au ACT distributor Idealair Group (02) 6280 5511

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NSW distributors Simons Boiler Co. (02) 8338 8660 EcoHvac Products (02) 9669 4500

FACILITY PERSPECTIVES | VOLUME 7 NUMBER 3

QLD distributor EcoHvac Products (07) 3808 9400

WA distributor A-West Distributors (08) 9258 5670

AGA approval #6253 & 7023

Facility PerspectiveS | VOLUME 7 NUMBER 3

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green buildings

continued from page 46

33 photovoltaics have issues with disposal and damage leading to

toxic metal contamination and manufacturing pollution.

Figure 2 (page 46) summarises the areas where the literature and Australian experience have revealed negative unintended consequences of energy conservation in buildings.

Distributed fan coil units to allow appropriate distribution of air conditioning, and hence energy saving in multiuse or variably occupied buildings, are invariably under-maintained and lead to acute health and corrosion problems when sporadically used.

Figure 3: CETEC Case Studies – selected pre- and post-occupancy productivity and energy gains per year

Costs

Figure 4: Building satisfaction both pre- and post occupancy – using real case studies

Energy conservation can lead to the following unintended general equipment and fit-out consequences: 33 reduced elevator and escalator use that encourage use of stairs may increase injuries from slips and falls, and may increase transit times 33 double glazing or heat-controlling glass will change the spectral distribution of sunlight, leading to dissatisfaction and possible subclinical health and psychological effects from loss of natural light 33 cogeneration can lead to local air quality issues from carbon dioxide, nitrogen oxides, and natural gas and heat emissions.

Additionally, noise and explosion hazards from increased natural gas use have been documented and discussed in FMA forums

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Facility PerspectiveS | VOLUME 7 NUMBER 3

Computable general equilibrium (CGE) studies4 have allowed more comprehensive examination of the costs of unintended consequences of a number of issues, including energy conservation. A concept of ‘rebound’5 has been developed, which examines how a well-intended conservation or other initiative, over time, leads to escalation of the very resource intended to be saved.

For example, encouragement in California of greater fuel efficiency has led to the development of smaller, cheaper cars. This increase in affordability has led to sales of more cars, albeit smaller, and the net fuel consumption has now increased. This same effect is being seen in China and India. Similarly in Brazil and Mexico, traffic congestion was controlled by restricting travel each day to cars with odd or even numberplates. Now drivers purchase a second, older and less efficient car with an alternative numberplate, and congestion has remained while fuel consumption has increased.

Within buildings, people with low-energy lights and appliances leave them on for longer, thus reducing the energy benefit.

In general, CGE studies show that rebounds approach 100 per cent – that is to say as much energy is consumed as saved – as assessment becomes more comprehensive over a longer time.

green buildings

In the Australian context, there are many examples where, indirectly, energy- or cost-saving measures have caused unintended problems in buildings, which have cost millions of dollars to correct, hence negating energy savings for many years.

For example, most hotels and health care institutions that have warm water systems do not have the heating capacity to properly pasteurise their plumbing systems, including thermal mixing valves, showers and taps. This is now leading to major concerns regarding legionella proliferation and the need for additional plumbing disinfection measures. CETEC has had to develop aggressive plumbing cleaning and maintenance methodologies for hospitals that are not able to control bacterial contamination of their cold, hot and warm potable water and showering systems. The costs of ambulance bypass or hotel vacancies amount to millions of dollars, vindicating the assertions of the CGE rebound studies that caution about the negative economies of improperly planned energy conservation.

Distributed fan coil units to allow appropriate distribution of air conditioning, and hence energy saving in multi-use or variably occupied buildings, are invariably under-maintained and lead to acute health and corrosion problems when sporadically used.

They must be used both for assessing the delivery of resources conservation – for example, energy, water and waste – but also for assessing the delivery of the consequential company profile corporate and wellbeing sustainability.

LIVESENSE launches FMLive

F

MLive is a remote monitoring and reporting system, designed specifically for the facilities manager who is looking to improve customer service, improve efficiency and, above all, provide peace-of-mind.

Imagine it’s one of those horribly hot summer days. Instead of waiting for those dreaded phone calls, how good would it be to identify potential problems before they occur, or at the very worst be aware of them before the customer? Knowing about problems potentially allows positive and proactive action, well before any building symptoms or adverse effects are reported.

The FMLive system enables the facilities manager to establish key reporting data for individual buildings across the building stock under management. Key to this system is that it is inexpensive and really simple to do. FMLive is a subscription-based system with a drag and drop dashboard setup that enables all buildings under management to be

viewed on a map. Traffic light colours highlight building status and faults, and indicate which buildings are functioning as per design or specification.

Facility PerspectiveS | VOLUME 7 NUMBER 3

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green buildings

The increased use of chilled beams and natural ventilation has led to condensation and dust contamination issues, leading to litigation and occupant health complaints in relatively new buildings.

CETEC has conducted productivity studies on lighting that have shown five to 10 per cent improved productivity from corrected lighting systems in lighting-sensitive office work. This improvement has been valued at more than the total energy bill of the establishment.

Risk assessment The unintended consequences of most sustainability measures have not been well studied or documented in the literature.

NABERS and the new Green Star Performance tools have the capacity to reveal the true outcomes of sustainable design. They must be used both for assessing the delivery of resources conservation – for example, energy, water and waste – but also for assessing the delivery of the consequential corporate and wellbeing sustainability.

Integration of the objective measures of building performance must be coupled to the satisfaction and productivity of occupants via the occupant questionnaire. While NABERS has sufficient data to provide Australian and international benchmarks via energy, water and IEQ due to the use of objective measurements, the new

Australian satisfaction questionnaire (BOSSA) and the soon-to-be released Green Star Performance tools will take some time to deliver complementary or comparable relationships. Neither tool has yet addressed assessment of corporate benefits such as productivity and occupant wellbeing, but they hold the key to insights for unintended consequences from current engineering and architectural designs.

Mere validation of achieving energy targets will not spur innovation as fast as planned, or consequential revelation of unintended consequences via productivity, wellbeing and CGE studies. Due to the complexity of the interactions, more advanced statistical analysis and additional supporting data will be required. CETEC has conducted about 20 pre- and post-occupancy studies using NABERS assessment methodologies. Data so far indicates that productivity gains of one to five per cent have been achieved from energy improvement programs, while five to 13 per cent gains are from more holistic highscoring Green Star designs. Overall, the productivity gains suggest between 10 and 50 times greater value than from just energy savings, as highlighted in Figure 3; however, satisfaction scores of 50 per cent in some parameters are not uncommon from new builds (Figure 4).

It is here that we must mine and learn from the unintended consequences of focusing largely on the parameters within energy and water conservation that relate to the facility. This is not to dismiss the gains to the planet, but we are all aware of the additional social and political complexity of these unintended consequences.

References 1 Zehner, Ozzie. ‘Unintended Consequences of Green Technologies.’ Green Technology, eds. Paul Robbins, Dustin Mulvaney and J. Geoffrey Golson (2011): 427-32. Unintended Consequences of Green Technologies 2 ‘Energy and Indoor Environment Quality – Cost Benefits Arising from Office Building Sustainability Upgrades.’ Presentation made by Andrew Bellamy at Healthy Buildings 2012.

‘Predictive Modelling of the Indoor Environment to Maximise Productivity: An Analysis of Existing Premises.’ Presentation made by Dr Vyt Garnys at Healthy Buildings 2012

‘Nitrous oxides (NOX) and Trigeneration: A health problem from an energy solution?’ Presentation by Jack Noonan, CETEC at Healthy Buildings 2012

‘How soon to reoccupy? Plotting decay rates following a spray of a known VOC concentration mixture into a sealed room.’ A Joint Study by CETEC and Fraunhofer Institute for Building Physics (IBP), Germany, presented by Adam Garnys, CETEC at Healthy Buildings 2012

‘BMS and Indoor Environment Quality – Collection of Building Data for IEQ Optimisation, Tracking and NABERS IE Ratings‘ Presentation made by Jack Noonan at FM Technology Summit, Sydney, December 2012

‘Cost Benefits Arising from Office Building Sustainability Upgrades.’ Presentation made by Dr Vyt Garnys and Andrew Bellamy at Pre-loved buildings, November 2012

‘Energy and IEQ Cost Savings Arising from Office Building Sustainability Upgrades.’

Presentation made by Jack Noonan at ideaction13

‘Nitrous oxides (NOX) and Trigeneration: Is this “green” technology causing a new problem for occupants and facility managers?’ Presentation made by Dr Vyt Garnys and Jack Noonan at ideaction12

‘Case Study – Productivity and Indoor Environment Assessment Before and After Base Building Energy Reduction Works.’ Presentation made by Brian Churchill, Local Government Super, Roger Walker, Walker EcoStrategies and Dr Vyt Garnys, CETEC at ideaction11

3 Borgeson, Sam. ‘Unintended consequences: The design, execution, and outcomes of efficiency programs in California.’ Energy and Resource Group, University of California, Berkeley. Presentation made at the Behaviour, Energy & Climate Change conference, December 2011 4 Cardenete, Manuel Alejandro, Ana-Isabel Guerra, and Ferran Sancho. Applied General Equilibrium: An Introduction. Springer, 2012.

5 Herring, Horace, Steve Sorrell, and David Elliott, eds. Energy efficiency and sustainable consumption: the rebound effect. Basingstoke: Palgrave Macmillan, 2009.

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company profile

company profile

Energy metering, the smart way

S

ATEC (Australia) have recently released the PM135EH as a further extension of our smart energy metering capabilities.

The PM135EH offers multifunction measuring capabilities for a broad range of electrical parameters, including energy measuring accuracy of Class 0.5s along with the following capabilities: 3 four-quadrant active and reactive energy 3 volts, amps, frequency, power factor 3 data logging functions with date/time stamping 3 three-phase total and per-phase energy measurements; active, reactive and apparent energy counters 3 automatic daily energy and maximum demand profile log for total and tariff registers 3 voltage and current THD, TDD and K-Factor, up to 40th order harmonic 3 voltage and current harmonic spectrum and angles 3 real-time ‘scope mode’ waveform monitoring capability on LCD display 3 real-time vector analysis capability on LCD display 3 simultaneous six-channel, one-cycle waveform capture at a rate of 64 samples per cycle via PAS software (licence-free) including data base data collection to computer/server.

The PM135EH includes RS485 communications, modbus/DNP3 protocol, and optional ethernet TCP/IP, Profibus, modem or wireless functions.

GY SATEC ENER TIONS U L O S T N E M MANAGE DUCE WIRING

Model BFM 136

COST • RE TO: • REDUCE E DOWNTIME C U D E R • E C • SAVE SPA G NEEDS UR REPORTIN O Y E T E L P M • CO

FEATURES: • Multi Tenant Sub-metering

TECHNOLOGY TO MEASURE AND MANAGE ENERGY CONSUMPTION FOR:

• Energy Accuracy Class 0.5 • Event Logging

• Commercial Buildings (Office/Retail)

• Data Logging

• Data Centres

•Tariff Metering (TOU)

• Hospitals

• Monitor up to 36 Current Circuits for single (1) phase and/or three (3) phase circuits

• Apartment Complexes • Educational Institutions • Hotels, Motels, Resorts

• Communications RS485, Ethernet, Modem or Wireless

• Shopping Complexes

• Split Core or Solid Core Current Transformers

RT SAVING A T S & Y A D O Y PHONE T IMMEDIATEL SATEC (Australia) Pty Ltd PHONE (02) 4774 2959 FAX (02) 4774 0249

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FACILITY PERSPECTIVES | VOLUME 7 NUMBER 3

EMAIL: sales@satec-global.com.au

WEB: www.satec-global.com.au

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company profile

Long-term lighting, and savings, with LEDs

G

reen Lighting Corp (GLC) is a global company that specialises in the development of LED lighting technology. GLC was founded by electrical engineers with over 35 years’ experience in the field of electronics, which provided GLC with a sound base on which to build robust and efficient LED products.

We manufacture our products at our own facility in the Philippines to standards that are United Labs (UL) certified, and of the highest quality in the LED industry.

All prudent facilities managers and decision-makers know price is only one of the factors when choosing which LED company to purchase from. Safety, reliability and performance are just as important, if not more so, in the process.

Many manufacturers make claims to safety, reliability and performance, but GLC has built-in features, such as multi-stage surge protection, over current and over temperature protection, to name just a few. At GLC, quality is built into all our products to ensure we not only meet, but also exceed our customers’ expectations.

Safety 3 3 3

3

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GLC LED lighting tubes are all polycarbonate to reduce the risk of electric shock or safety hazards from breakage.

Our driver is external and protects the lamp connectors and LEDs from over current.

Our external driver is inherently energy limiting and has been designed to recent UL standards to include a recent UL standard concerning lamp replacement.

These recent UL requirements are often not met by other providers. (See current appropriate UL standards and include a review of ‘Risk of electric shock – relamping’, in UL 1993 and UL 1598.)

Facility PERSPECTIVES PerspectiveS | VOLUME 7 NUMBER 3 FACILITY

Reliability 3

3 3

3

Voltage surge suppression of our external driver exceeds 140 joules, and with our exclusive three-stage surge suppressor, normal operation will be sustained where others may suffer catastrophic failure.

Our fault-tolerant LED lamp and driver protection includes inherent power limiting.

Automatic recovery for power disturbances is standard in our LED drivers, with voltage-specific drivers to improve trouble-free operation at the specific line voltage used.

GLC LED Lighting is designed to operate at extended temperatures.

Performance Unlike most other T8 LED retrofit kits, GLC T8 LED Lighting is wired to allow tubes to be installed either way, while still meeting the recent UL safety standards for relamping.

3 GLC LED Lighting does not have dark spots and operates at cooler temperatures, extending their life and reducing their weight.

We are proud to have worked on projects with AMP Capital Invest, QIC Global Real Estate, Pet Pacific and Tower Holdings Pty Ltd, to name a few of our clients, and stand behind our products with our international Performance Warranty, with our products guaranteed for 50,000 hours. Call us on 1300 412 270 and ask us how we can help you start saving!

3

A change to LED makes sense.

The future of lighting is LED and it’s simple.

Reduce Energy Usage · Reduce Greenhouse Emissions Reduce Your Carbon Footprint · Reduce Your Energy Bills For a superior quality of illumination that gives you that “WOW!” factor, deal directly with the manufacturer at our proudly Australian company.

1300 412 270 email: sales@mygreenlightingcorp.com

mygreenlightingcorp.com

company profile

Solar lighting: the bright choice

K

ensington Banks Apartment Village, situated in Melbourne’s inner west, is a quiet setting featuring modern landscape surrounded by concrete walkways and driveways throughout the estate. A growing concern for the residents in recent years had been the lack of any external security lighting to illuminate the driveways and pathways within the village. To overcome the issue, the owners corporation management began to source quotations for installing electrical powered lighting throughout the complex, which would involve extensive underground excavation and concretecutting work to allow for the installation of underground conduits.

It was quickly realised by the body corporate that not only was this going to be a very expensive exercise, but also extremely disruptive during the installation process.

‘The whole system has fitted into the local environment as though it has been there forever.’

JOHN CUMMINGS, OWNERS CORPORATION

Leadsun’s solution of integrating all key components including: monocrystalline solar panel, lithium ion battery packs, programmable controller and a choice of either narrow- or wide-beam LED lamps,

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all contained within the one enclosure, provided the perfect solution.

The Livesun fittings’ ‘compact and sleek’ appearance was the perfect fit to blend in with the complex’s modern landscape without being obtrusive or upsetting the existing landscape setting. This was also an important consideration for the owners corporation to consider, as the residents originally had concerns associated to other types of large and bulky solar lighting products.

Given the close proximity that the pathways and staircases have to adjacent townhouses, it was also important to control the effects of ‘obtrusive’ spill light around these town houses, and Leadsun was able to meet this challenge in two ways. Firstly, by offering a ‘narrow’ sharp cut-off lighting beam to evenly control the lighting without any glare or spill light entering nearby windows. Secondly, the light fixtures are able to automatically dim from full power to a dim mode when there is no pedestrian movement detected within the areas of each light. This feature also assists with preserving battery power by not unnecessarily wasting power.

In summary, Leadsun’s solar lighting system, installed throughout the estate, has no running costs. It was therefore not only many thousands of dollars more cost effective than installing mainspowered lighting, but there was also no need for any excavation at all on the site. The lights have been in full operation for over three months and have worked perfectly. ‘People can now walk through the complex at night safely. Leadsun gave us a simple and practical solution to our lighting problems…It has been an outstanding success!’ – John Cummings, Owners Corporation.

LEADSUN SOLAR LIGHTING The Green Friendly Solution for Outdoor Lighting Applications

CAR PARKS / DRIVEWAYS

Leadsun’s “All-in-one” LED Solar Lights are easy to install and have low maintenance providing many years of outstanding performance and reliability

PERIMETER / SECURITY

SAFETY / PUBLIC AREAS Link Light Series

Livesun Series

CALL LEADSUN ON

1300 281 005

Alpha Series

Solar CCTV

WWW.LEADSUN.COM.AU Email. sales@leadsun.com.au

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green buildings – lighting

New lighting system achieves significant savings for Clipsal manufacturing site The Schneider Electric manufacturing plant and warehouse distribution centre at Gepps Cross is a modern facility where key Clipsal products, are manufactured. It is a massive 20,000 square metres in size, and uses state-of-the-art technology to collect and deliver the finished goods from one station to the next. It is one of the company’s main manufacturing plants in Australia.

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ver 500 permanent employees work in the manufacturing plant, and a great emphasis is placed on occupational health and safety, with the ultimate goal of zero harm to employees and contractors. The company has been nominated for, and has won, numerous awards for its focus on providing a safe workplace, with all employees encouraged to contribute to this objective.

Moving into the facility in 2009, Schneider Electric retained much of the existing infrastructure at the site, including the manual lighting system. It was felt that this incumbent system may be inefficient, so,

to evaluate this, an energy audit was carried out at the site. The audit revealed several problem areas, and it was decided that in order to achieve energy efficiency, reduce operation cost expenses, and improve the working environment, a retrofitted lighting system, using new technologies, was required.

continued on page 58

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company profile

company profile

Shining a light on energy efficiency

E

stablished in 2012, LEDified is Australia’s largest full-service LED lighting specialist providing innovative and cost-saving LED lighting solutions.

The Melbourne-based company is leading the change to more energy-efficient LED technology – LEDs use up to 89 per cent less energy than traditional lighting, presenting a huge potential saving to a company’s greenhouse gas emissions and its bottom line.

REDUCE BUSINESS RUNNING COSTS Join the LED revolution Cabrini Hospital car park

Suren Chandrajit, LEDified’s Chief Executive Officer, said that lighting costs in the facilities sector are particularly high given the length of operation – in some cases 24 hours a day.

‘Cabrini Hospital, Liberty Tower and the Belgravia Group are just three of our facilities customers that have made the switch,’ said Mr Chandrajit.

Bob O’Brien, Engineering Services Manager at Cabrini Hospital said, ‘The LEDified lighting in the car park is not only better lighting than we had previously, but will substantially reduce our overhead costs.’

LEDified offers a range of energy-saving products, including: 3 downlights – LEDified downlights can save up to 89 per cent in energy costs 3 fluorescent Tubes (T8)s – LEDified T8s are free of harmful chemicals, don’t flicker and can provide 50 per cent in energy savings 3 high bays – commonly used in warehouse applications, LEDified high bays can save you up to 80 per cent in energy costs and significantly reduce maintenance costs.

LEDified is an accredited provider under the Victorian Government VEET Incentive Scheme, and can offer the Victorian facilities management industry discounts on switching to energyefficient lighting.

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

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Facility PerspectiveS | VOLUME 7 NUMBER 3

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green buildings – lighting

continued from page 56

A Clipsal C-Bus system was already installed in the commercial office at the site. To expand and integrate into this, a combined Clipsal C-Bus and DALI lighting control system was chosen for installation in the manufacturing area. This combination allows for the integration of motion detectors, daylight harvesting and automatic emergency light testing.

In conjunction with the lighting control system upgrade, a decision was made to retrofit the existing factory lighting, which comprised old 400-watt metal halide technology, with Clipsal’s new DALI 250watt induction, and also DALI T5 fluorescent high-bay lighting. It is expected that the new and improved lighting and lighting control solutions will save the company an estimated $50,000 in energy costs each year, and will reduce the CO2 emissions by almost 300 tonnes each year.

Shedding light on induction technology To better measure and monitor energy use at Gepps Cross, a Schneider Electric PowerLogic ION metering system was installed there at the end of 2012. The ION meters can monitor and log devices, record multiple inputs and send alerts when ‘alarms’ occur. For these reasons, the meters were the obvious choice for the task. Primarily installed as a means to compare energy consumption before and after the lighting upgrade, the metering will be used in an ongoing capacity to ensure the energy system continues to work optimally.

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Facility PerspectiveS | VOLUME 7 NUMBER 3

To ensure employees are across the energy saving initiatives at the Gepps Cross site, video screens located in the onsite canteen and in the reception area have been linked to the metering system.

Dashboards highlighting energy use are now on display, and employees and visitors alike can compare energy usage and savings across the site.

Information gained in the energy audit showed that lighting makes up around 14 per cent of the total cost incurred in building maintenance/operation costs [OPEX] at the Gepps Cross manufacturing facility. This percentage includes the energy use from overhead lighting, as well as from the task lighting that workers were using in order to complete the intricate work that is part of their role.

With new energy-efficient high bay lighting, this task lighting is no longer required.

In addition to the lighting retrofit, the audit highlighted a need to install power factor correction equipment. As a result, power factor improved from 0.82 to 0.95 – a significant result that has lowered energy usage at the site.

The new lighting system sees the manufacturing area divided into five main lighting zones. These will then be divided again as necessary in order to best manage the lighting needs for each space. For example, in the warehousing area, lights were being left on all day even though certain aisles are sometimes not visited by employees for long periods of time. To overcome this, the lighting has been divided into sections so that motion detectors control lights in individual aisles. When an employee enters an aisle, the lights

green –buildings green buildings lighting

NE W

fr om

ph il ip s

in that area automatically turn on. Then, after a set period of no movement, the lights will automatically turn off, saving energy in the process and extending lamp life.

To better utilise the significant natural light available in the area, daylight harvesting sensors have been installed. These monitor the amount of natural light available, and automatically turn on artificial lighting only when necessary.

The lighting itself is also more efficient, with 161 new 250-watt induction high-bay lamps and around 200 T5 fluorescent lamps, each with a DALI ballast for control and dimming, used in the retrofit.

Induction lighting provides distinct advantages over the existing HID lamps, including extended lamp life and higher efficiency. Both these aspects make the lights ideal for the retrofit at Clipsal. The induction lighting used at the site is 250 watts, but thanks to the efficiency of

the technology, the light source emits similar levels to that of the 400watt HID lamp.

The DALI lighting control system is fully addressable to the level of the individual DALI lighting ballast. This enables emergency fittings to be incorporated into the system. Lighting that will provide an escape route for workers in the event of an emergency can be programmed to remain on when the power to normal lighting fails. In line with legislation, DALI Control Emergency Monitoring software provides the tools to monitor, maintain and report on DALI emergency lights. This ensures that the lights will function effectively in an emergency situation.

A feature of the lighting control system is manual override of the scheduling. The screens have password-protected menus to restrict unauthorised users. It is anticipated that manual input will be a rare

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327252A_Phillips | 1859.indd 24

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requirement. In addition to the use of daylight harvesting sensors and motion sensors, the lighting will be programmed to automatically turn off outside of normal working hours. This ensures that lighting is not left on unnecessarily, and that energy savings are made.

Investment to be paid off in short time frame Measuring progress with the metering products installed at the site prior to the lighting changeover, the management has seen energy savings equating to around 300,000 kilowatt hours per year, or almost 300 tonnes of CO2-e per annum.

In line with Schneider Electric energy-efficiency strategies, the lighting control can now be monitored and tuned to maximise ongoing energy savings.

‘Installation of the new high-bay lighting system will provide opportunity for our business to showcase our product and services to potential clients in a live, operational environment,’ said David

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Stopp, Gepps Cross facilities manager. ‘The installed system allows us to better utilise the natural light available and reduce the amount of time that lights are on during the day, while continuing to maintain required lighting levels. With the installation of the more efficient induction high bay and the Clipsal T5 fluorescent lamps, we can expect significant energy cost savings to be achieved through greater efficiency and extended lamp life.’

Andrew Cameron, Acting Distribution Manager, Adelaide, agrees.

‘The team is very happy with the extra illumination that the new lighting provides,’ Andrew said. ‘We are also pleased that the system is energy-efficient and that lights will automatically turn off if there is enough illumination from the skylights.’

For more information regarding Clipsal by Schneider Electric lighting and lighting control solutions, please visit www.clipsal.com or call Schneider Electric on 1300 369 233.

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Kevin Moss | +61 412 510 643 | kevinmoss@businesslightingsolutionsaust.com John Buttle | +61 424 139 266 | johnbuttle@businesslightingsolutionsaust.com Business Lighting Solutions Ltd (NZ) | www.bls.co.nz Paul Stoddart | +64-272-823-716 | paul.stoddart@bls.co.nz

company profile

BLS® LED Tubes – for compliant, energy saving upgrades

F

rom the moment LEDs looked powerful enough to be used for commercial lighting, the race has been on to develop LED ‘tubes’ to upgrade the massive installed base of aging T8 and T5 fluorescents.

Many LED tubes have come to market, but most have failed to deliver the performance or savings, or have been too expensive to compete with low-cost linear fluorescent lighting. Many have been unsafe or non-compliant, or delivered inconsistent results.

Five years ago, New Zealand-based Business Lighting Solutions (BLS®) developed a range of products that solved these issues. Now available in Australia, the products BLS® manufacture are guaranteed to deliver a safe, reliable and high-performing LED alternative to replace standard T8 and T5 fluorescent lamps on a simple onefor-one basis. The products are proven in market, with an enviable record of reliability and performance with an impressive and loyal customer base.

Australian executive director Kevin Moss says, ‘Our products include a number of specialist commercial luminaires, are all based around the original tube “platform” – designed to deliver significant energy savings, superior light output and long-term reliability at a price that makes the investment in LED upgrades extremely compelling.’

Applications where the product has proved successful include office, warehouse, industrial, medical and retail environments

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where BLS® maintenance and energy savings offered to eliminate unscheduled maintenance, and slashed energy consumption by up to 65 per cent, excluding the use of dimming or occupational sensors, simply from greater product efficiency.

Paul Stoddart and fellow director Chris Wheatley have grown BLS® from a technology start-up five years ago to a New Zealand LED lighting manufacturer with a growing industrial clientele in Australia and New Zealand, including Air New Zealand, AMP, Fisher and Paykel Healthcare, Lion Nathan, Auckland International Airport, as well as several hospitals, supermarkets and car parks.

Design BLS® design and technology director Chris Wheatley says, ‘Lighting is ultimately about people: the places we work, shop and relax.

We have developed a range of products that deliver consistent broad spectrum light, at standard colour temperatures, across a range of lumen outputs defined by length, power and type of diffuser that improves our environment from both an aesthetic and economic perspective.’

By example he explains, ‘The quality of light in a retail store directly affects sales performance. Both the presentation of products and customer experience are directly affected by colour rendering, glare, shadow, and lux levels.’

company profile

Staff satisfaction Customer surveys show that more than 98 per cent of staff prefer the quality and ambience created by BLS® LED’s compared to the original fluorescent lighting. Customers consistently report their staff have benefited from reduced fatigue and eye strain when working long and continuous hours in an office environment.

Standards and regulations BLS® LEDs are a robust solid state lighting solution, fully compliant with NZ/AUS electrical safety, fire and EMC regulations. It is also RCM registered and carries a Supplier Declaration of Conformity (‘sDoc’), both downloadable from the BLS® website.

All BLS® products are supported by detailed independent photometry, including LM79, LM80-TM21 with IES files to support architects, lighting designers and specifiers.

Other BLS Services The BLS® upgrade program reduces waste, eliminates the cost of new fixtures and maintains the original lighting layout, to improve efficiency for the lowest possible capital expenditure. With an LM80 TM21 LED lifetime report in excess of 75,000 hours (L85), an investment in an LED lighting upgrade is guaranteed to deliver savings well beyond the point at which payback is achieved.

BLS provides a range of optional services that support its clients, including lighting audits, product and lighting design, bespoke manufacturing and business case development.

Manufacture BLS® T8 tubes are built on a broad T10 frame to maximise efficiency and include a patented heat sink to ensure optimum performance.

The ‘D’ section aluminium profile provides structural rigidity and a broad area to dissipate heat. The driver sits inside the tube, so every product is self-contained. As a result, the BLS® range of LED products provides genuine one-for-one replacements across a range of standard fluorescent fittings.

The BLS® logo and a unique identifier code are laser-etched to each end during production. The code enables BLS® to accurately track performance of a lamp during its life and provides a point of reference, credibility and strength to the BLS® warranty, says Moss.

BLS® uses an independent quality assurance and auditing company to oversee manufacturing and assembly of its tubes and each run is photometrically tested to ensure consistent quality, output and colour.

Finance Savings differ between products and projects, but ecofluro is priced to deliver payback in around 24–30 months, and often faster. Where capital expenditure is an issue, BLS® provides a fully-funded operating lease where savings are substantially greater than lease payments.

It is worth noting in both New South Wales and Victoria that LED replacement lighting may be eligible for energy saving rebates/credits under their respective state legislation, which will substantially reduce the net capital requirement.

Business Lighting Solutions Australia Pty Limited Kevin Moss mob +61 (0) 412 510 643 kevinmoss@businesslightingsolutionsaust.com www.businesslightingsolutionsaust.com

Facility PERSPECTIVES PerspectiveS || VOLUME 7 NUMBER 3 FACILITY

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green buildings – lighting

Australia’s smart lighting summit

By Expotrade Global

K

ey stakeholders from Australia’s lighting industry gathered in Melbourne last week to discuss the impact of new technology on the sector at the same time as a draft on new Australian and New Zealand street lighting standards was released for public comment. With energy-efficient solutions like LED and smart control systems becoming more prevalent, councils and developers are focusing heavily on these technologies as a way to cut costs and reduce environmental effects.

Attracting over 250 council officers, consultants, designers, engineers and developers, the Australian Smart Lighting Summit saw two days of presentations from some of the country’s most influential lighting authorities, and a boutique exhibition of energy-efficient products from leading manufacturers including Bemi Lighting, Sylvania Lighting Australasia, Zumtobel, Copper Lighting, OSRAM, Philips and GE. Presentations from Professor Rob Adams and Ian Dryden of City of Melbourne’s design team set the scene for the conference, which blended topics on outdoor and indoor lighting strategies and design.

Ian Dryden, the City’s Industrial Design Leader, said there is limited opportunity to present solutions to designers, local government and private developers. ‘The Summit allowed the lighting industry to share innovation and ideas in a relaxed environment with their client base,’ said Dryden.

City of Melbourne will shortly announce the Public Lighting Strategy 2013, which addresses lighting design, safety and amenity, attracting the evening crowd to public spaces and efficient maintenance programs. The strategy also aims to minimise the negative impacts of outdoor lighting through the use of energy efficient technology as City of Melbourne works towards the goal of becoming carbon neutral by 2020.

Other key speakers included Tim Carr, Lighting Leader from Arup, Belinda Hill, Asset Technical Officer at Adelaide City Council and Paul Brown, Managing Director at Ironbark Sustainability. A case study on a recently completed LED pilot project at University of Melbourne was presented by Steve Brown, Design Director at NDYLIGHT, which saw the complete LED lighting upgrade of the Redmond Barry building and University Square car park. Aimed at identifying and resolving issues in upgrading all lights to LEDs in existing buildings, the University will use the results of this project to drive future upgrades of its portfolio of assets.

‘I found it very interesting, the divergent views of the conference regarding realising the energy savings today, or to defer bulk changeovers to maximise asset utilisation,’ commented Noel Twyman, Public Lighting Manager at Citipower and Powercor. ‘It’s an important time for us all to work together to ensure that the community benefits,’ said Twyman.

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Councillor Arron Wood

Roundtable discussions at the conference on hot industry topics including OMR charge, future price points and lighting standards allowed attendees to speak out and share solutions to the issues raised. ‘This was a wonderful opportunity to network and chat with likeminded professionals,’ said Danielle Mastro, Director at Lights Lights Lights, who also joined the City Lights Tour lead by Ian Dryden, and attended panel discussions involving industry experts on street, event and interior lighting that sparked conversation amongst delegates.

‘At such a significant point in the growth of the lighting sector, a platform for people to share their views and best practice has been welcomed by the industry,’ stated the Summit organiser, Charlene Corrin from Expotrade Global. ‘This is the first time this Summit has been held in Australia, and considering the response from this year’s participants, it will become a very influential annual event.’

About Expotrade Global Expotrade is a global conference and event organiser with its head office based in Melbourne, Australia. For more information, visit www.expotrade.net.au

company profile

Ozwide Group and your facility…

O

zwide specialises in clever lighting solutions affecting today’s facilities. We always provide our clients with cost-effective, site-specific and energy efficient solutions. As VEET and IPART accredited master electricians, we understand the important financial and practical aspects of efficient commercial lighting. This ensures that the most suitable solution is established – allowing for maximum savings, both in energy use and future maintenance expenditure for your facility.

Ozwide has forged strong relationships with a wide array of local lighting suppliers and wholesalers to enable us to specify the best products for application. This approach sets us apart from many other operators and manufacturers who apply a one-sizefits-all approach with little consideration to their clients’ particular circumstances or motivational factors.

Ozwide uses a broad range of technologies ranging from T5 to LED halogen equivalents, LED high bays, induction lighting and clever lighting controls. These technologies have a range of benefits that include longer life, lower heat generation and ease of switching, greatly reducing the energy consumption of your lighting systems.

All of our projects are completed by fully qualified, experienced A-grade electricians, and we ensure that Australian standards are met regarding the lighting requirements. Importantly, all of our

products and works are also covered by extensive warranties. As an accredited provider for IPART and VEET, Ozwide allows its clients access to these government programs, often reducing the lighting and installation costs by up to 50 per cent.

To find out how these programs can assist you in reducing your energy consumption, give us a call on 1300 344 333 and ask for a member of our Commercial Lighting Team.

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company profile

What is thermal imaging?

T

hermal imaging is a low-cost, effective method of protecting your business’s assets and giving you peace of mind. It is an essential part of every commercial and industrial business’s preventative maintenance plan.

Specialised and highly sensitive equipment is used by a skilled technician to identify equipment faults that are not visible to the naked eye. The thermal images are accurate to one tenth of a degree and will show if any components such as electrical switches are too hot.

While electrical problems are often the primary focus of thermal imaging, it can also be used to check mechanical equipment to determine if it is running too hot – bearings, for example. At the other end of the scale, thermal imaging can detect cold air loss in refrigeration systems.

Thermal imaging should be one of the critical maintenance tasks carried out on a regular basis across your facilities to ensure up to date assessment of the safety and efficiency of your business’s equipment.

Thermal imaging is a non-intrusive preventative maintenance activity that can be, and is best done, when your business is in full operation.

Who should you use?

Why is thermal imaging important?

A thermal imaging inspection is a very effective way of highlighting deficiencies in equipment that would not otherwise be apparent. It can pinpoint the exact location of faults and allow componentry to be replaced before a problem occurs. Without this service, unidentified equipment faults can lead to equipment failure, loss in electricity supply or electrical fire. It is often recommended by insurance companies that thermal imaging is undertaken on an annual basis to reduce risk.

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How does thermal imaging help your business?

An example of thermography at work: This switchboard is located in a tenancy and is a perfect example of why property managers and owners should consider thermography as a useful tool not just for checking electrical infrastructure, but for many other applications in which the naked eye needs extra help. Note the temperature difference on the scale to the right of the thermal image!

As always, the technology is only as good as the person behind the camera. You would not ask a plumber to service your car would you?

Of course not! That is why reputable companies employ licenced electricians to perform electrical thermography. It is also important to utilise an independent service provider; you need the peace of mind to know that the company you entrust is going to provide the service in a professional and unbiased manner.

There is an obvious conflict of interest in any business performing the diagnosis and then undertaking the ‘do and charge’ work to remedy faults. When deciding how to spend your maintenance dollar, choose Thermoscan® and you can be assured of the best value independent service.

Thermoscan® Inspection Services has been working with Facility and Property Managers across Australasia for over 30 years. We understand the Manager’s need to protect people and electrical assets whilst managing risk and maintaining a sensible approach to costs.

Operating to international standards, Thermoscan® have an unrivalled reputation for quality service. We only employ highly trained licensed electricians with Level 1 Thermography qualifications.

We specialise in the thermographic inspection of: • • • • • •

Motors and generators Electrical equipment Insulation integrity Building efficiency Leak sources Cold stores

Why Choose Thermoscan?

We are an INDEPENDENT SPECIALIST consulting thermography business servicing thousands of properties across Australasia. We understand your needs and have a proven track record in identifying areas of electrical concern.

Contact us now: 1300 132 517 office@thermoscan.com.au thermoscan.com.au

maintenance & essential services

Effective asset management for facilities managers

A good asset management strategy can optimise operational performance, minimise whole-of-life costs, and support an organisation’s corporate goals, as Gary Watkins, Managing Director of facilities and asset management software provider Service Works Global, explains.

A

ctively managing assets is essential for the efficient and sustainable operation of any organisation. The key principle is to intervene with repair and maintenance activities at strategic points, in order to maintain the performance of an asset and extend its life.

Proactive asset management provides a holistic view of what the organisation owns or leases, its condition and location, and when it will next be maintained or replaced. This simplifies the budgetplanning process for facilities managers and enables effective planned maintenance, as well as reducing backlog liabilities.

Service Works Global’s complimentary ‘Guide to Effective Asset Management for Buildings & Equipment’ examines the four phases of an asset’s life – from planning and acquisition through to maintenance and disposal – and explains how to deliver a valuable asset management strategy.

Phase 1 – Planning and acquisition The operating costs of an asset typically outweigh the initial purchase price many times over, especially when taking into account staff costs, training, maintenance, operation, withdrawal from service, depreciation, disposal, renewal and rehabilitation.

At its most basic level, good asset planning can help an organisation decide whether or not it actually needs to purchase an item (and if so, whether to purchase, lease or hire it). At the time of purchasing an asset, it’s also essential that the facilities professional defines its service requirements; what it’s required to do, the minimum acceptable condition and how its service levels can be measured. The service levels should take into account the potential consequences of failure and minimum condition grade, both of which will feed into the asset’s criticality ranking.

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Life cost analysis involves the continuous monitoring of asset performance and maintenance during operation, identifying areas in which cost savings may be made.

Good asset management starts by developing an asset register that contains all pertinent asset information. The register should feed into asset management software, which contains information about the asset’s maintenance schedule, as well as helping to plan for replacement and keeping a record for insurance and auditors.

Creating and retaining an up-to-date asset management plan allows facilities managers to analyse performance of models over a period of time. Life cost analysis involves the continuous monitoring of asset performance and maintenance during operation, identifying areas in which cost savings may be made. This helps support decisions, such as whether it’s better to replace an asset with a more

maintenance & essential services

efficient solution prior to the end of its useful life, rather than to continue with a poor initial purchase decision.

Phase 2 – Operation The operational phase of an asset’s life is its longest and most useful period – it is when the asset is managed and used to deliver services to support the core business, and proactive asset management is essential at this point.

With an asset register already in place, an asset management procedure should be set up to ensure that new items are added when they are purchased/leased, and that any changes to the condition of the asset are recorded. It’s also important to carry out a regular audit. The frequency of this will depend on the environment and the nature of the assets. If there are a lot of portable, high-value assets (in a hospital, for example), the audit should be carried out more frequently.

Other factors that should be considered during Phase 2 include historical performance of assets, intervention strategies, risk assessment, and business continuity planning.

Phase 3 – Maintenance Proactive maintenance is at the very heart of asset management.

A well-thought-through maintenance plan and the right type of maintenance (for example, preventative or reactive/corrective) will extend the life of an asset. The data contained in the asset management software will help the facilities manager to ascertain whether, for example, investing 10 per cent more per annum in maintenance costs would double the life of an asset.

Understanding the criticality of each maintenance request – planned or reactive – is also a key facet of proactive asset management. Scoring these by priority (where zero is low-priority and 100 is high) will help the facilities manager to appreciate the urgency of jobs and also develop an understanding of an asset’s characteristics to make informed decisions on the frequency of maintenance or audits.

Phase 4 – Disposal However well asset management and maintenance is planned, there comes a time when an asset reaches the end of its useful life and should therefore be disposed of.

On a practical level, all assets disposed of must be recorded on the asset register/software to ensure that they are not included as part of the organisation’s portfolio. An equipment disposal form will allow the asset ‘owner’ to explain how the asset was disposed of, and will identify any residual value.

Technology to track and manage assets Before implementing a technology solution, it is essential to understand how software can benefit the maintenance operation.

This will help with system selection and prioritisation of functionality.

Software can manage the entire asset management process; from asset discovery and condition monitoring, through to asset tracking and condition management. It can establish true operating costs and support optimal life strategies, as well as improving auditability and transparency of an organisation’s asset base.

A key advantage of implementing software is the visibility of data.

For the data to be useful, the organisation must have a clear and consistent approach to verification, correction and management. As a result, it will be able to measure and track performance in greater detail, which will allow for adjustments to achieve desired results.

Summary A good asset management strategy can deliver significant financial and performance/service improvements to an organisation. It can also make a facilities manager’s life easier at an operational level.

Technology has a key role to play in each phase of an asset’s life, from tracking an asset’s location to managing the maintenance cycle. Handheld technology has revolutionised the work of the maintenance operative, saving time and improving efficiency and access to information. In any event, every asset needs to be managed and maintained to ensure that it continues to function within its design parameters.

This article is based on the White Paper ‘Effective Asset Management for Buildings & Equipment’ from Service Works Global. To obtain a complimentary copy, please email info@swg.com or contact Service Works on 03 8676 0380.

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maintenance & essential services

Facilities managers warned rodent infestations pose health and reputational risks for business Rodents, such as mice and rats, are carriers of viruses, bacteria and ectoparasites that can be a significant health issue for humans. They are known to spread 35 diseases and host 18 different ectoparasites, including mites, lice, fleas and ticks.

N

ational pest control company Rentokil saw an 18 per cent increase in rodent call-outs leading up to winter this year.

Rentokil’s National Operations Director, Richard Doyle, has over 26 years’ experience in the pest control industry, and said facilities managers must be vigilant regarding rodent infestations in order to not only prevent health risks to staff and customers, but also to stave off the resulting reputation backlash.

‘We recently tested a food production line for bacterial count after it had a moderate infestation of pests. The test showed there were 3000 colony-forming units per swab, indicating a high degree of contamination on surfaces that have direct contact with food.

Surfaces such as these can be infected by the urine-soaked underside of rodents as they forage for food and nesting sites,’ said Richard.

Infections in humans and animals can result through coming into contact with these surfaces via the skin; by breathing in airborne allergens; by putting unwashed hands to mouth, throat and ears; and by consuming contaminated water and food.

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Smears caused by rodents as they fit through a small gap

maintenance & essential services

The amount of food rodents consume may be small, but their sporadic foraging means that rodents can contaminate and render more food ‘unfit for human consumption’ than they actually consume themselves. Any food supplies they have had contact with cannot be used.

Rodents have incisor teeth that continually grow, so they chew or ‘gnaw’ on anything softer than their teeth to keep them worn down. They will happily chew on wood, plastics, cardboard and soft furnishings during their foraging. Rodents gnawing through cables have been known to cause electrical equipment failure and, on some occasions, start electrical fires.

‘Facilities managers need to make sure that their rodent control programs are supported by a “rodent-proof” building, remembering that any small gap or hole can provide easy access for rats and mice looking for a home during the winter,’ Richard said.

‘Thorough hygiene practices are also important, not only to prevent infestation, but also to remove the dangerous pathogens that pose a risk to both their staff and customers.’

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Set up a contractual relationship with your pest controller, rather than hiring them on a reactive basis, to ensure that there is no risk of recurring infestations.

Advice to facilities managers on preventing rodent infestation 33 Thorough, regular cleaning is vital.

33 Crates and boxes should be stacked 70 centimetres away from

the wall to ensure that you can check what’s behind them.

33 Set up a contractual relationship with your pest controller, rather than hiring them on a reactive basis, to ensure that there is no risk of recurring infestations.

33 Staff needs to be educated on the risks of infestation and act responsibly.

33 If you do spot a pest on your premises, it is essential to seek professional advice immediately.

33 If you own a property that is standing empty for any period of time, make sure that you inspect it regularly to look for any signs of rodent activity.

33 Seal up holes in the building to keep rodents out.

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33 Ensure that refuse is kept in closed bins.

33 Ensure that all pipework is in good working order.

33 Look after your drains, clean them regularly to avoid infestations,

and unblock gutters and water gullies.

Some of the common pathogens carried by rodents: 33 Salmonella – a serious food poisoning bacteria. Rodents are

inquisitive and will leave droppings and urine trails on surfaces, tools, utensils and crockery.

33 Lyme disease – an infectious disease caused by bacteria (Borrelia burgdorferi), which is carried by some mice. If a tick feeds on an infected rodent and then bites a person, the bacteria are transferred.

33 Weil’s disease – sometimes called Weil Syndrome, this is a severe form of Leptospiral jaundice that can lead to liver damage. The pathogen is transmitted in urine, and most often infects a person by exposure to contaminated water.

33 Hantavirus – this pathogen is known to cause acute haemorrhagic fever and is transmitted via urine, saliva and rodent excrement.

33 Listeriosis – rats are known as a reservoir for this bacterial infection, which can cause food poisoning and stomach bugs, or, in some cases, more serious conditions, such as septicaemia.

Article provided by Rentokil. For more information, visit www.rentokil.com.au.

fleet management

AfMA finds fleets and road safety could suffer under proposed FBT changes Throughout August, the Australasian Fleet Management Association (AfMA) conducted a series of forums in the major state capitals.

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39 per cent government 29 per cent private companies 20 per cent not-for-profits 11 per cent publicly listed companies 1 per cent not disclosed The sample size of survey respondents represented over 126,000 vehicles.

commercial fleets, and excluded salary-packaged novated leases – for the first time showing real numbers on some of the wider ramifications of the announced proposed changes.

Around 50 per cent of all new vehicle purchases are made for fleets. These purchases feed vehicles that are both fuel-efficient and possess a high level of safety features into the used vehicle retail market. This change will encourage the use of private vehicles (grey fleet) for business purposes, and substantially increase an organisation’s occupational health and safety risk.

Based on the survey results, it is also likely that the government will experience a revenue reduction rather than its stated increase in FBT income.

Survey results

What can fleet managers do?

33 90 per cent advised that the proposed changes would adversely

There are three simple steps: 1. forward this message to colleagues and peers 2. evaluate the impact of the proposed FBT changes to their organisation 3. communicate concerns to their local member of Parliament, the federal government and opposition parties.

t these events, the federal government’s proposed FBT changes were discussed, and those present were surveyed on the likely impact on their current vehicle fleets.

The survey respondents were from a range of sectors: 33 33 33 33 33

affect their organisation financially, operationally and/or administratively 33 61 per cent of the survey group currently uses the Statutory Method for part or all of their fleet FBT calculations 33 41 per cent of their vehicles would be adversely affected by the proposed changes 33 $3300 was the expected FBT increase, per vehicle per annum 33 49 per cent of the survey group intend to reduce their vehicle numbers 33 37 per cent of respondents intend to look at employee car allowances.

The AfMA survey focused exclusively on passenger and light

AfMA is a not-for-profit organisation representing over 570 members across Australia and New Zealand, who are responsible for the management of over 800,000 vehicles.

These vehicles are crucial to the success of the economies in the region, and through the used car market continue to dictate the quality of vehicles on the region’s roads into the future.

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company profile

Born to run

A fit line-up of Mercedes-Benz vans after being put through their paces at a recent drive day at Phillip Island.

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aximum availability; that’s the vision the vans team at Mercedes-Benz Australia/Pacific, and our German parent company The Daimler Group, strive to deliver for customers day in, day out. It is now reflected in updated branding for the van that carries the three pointed star, with the tag line ‘Vans.

Born to Run.’ Diane Tarr, General Manager, Mercedes-Benz Vans Australia, explains, ‘We are in the business of providing tools of the trade that keep your business running at its peak. Put simply, that means providing vans you can depend on.’

The badge is synonymous with safety, so it comes as no surprise that Mercedes-Benz Vans continue to raise the safety benchmark in the light commercial vehicle segment. Later this year, their most popular selling van in the 3.5–8-tonne segment, the Sprinter, will feature three firsts in the van market: 3 Crosswind assist – keeps van safely on course during strong gusts of wind.

3 Collision prevention assist – alerts the driver if the van gets too close to other moving vehicles on the road ahead or to the end of a queue of traffic 3 Blind spot assist – warns a driver who is about to change lanes if vehicles in the next lane are dangerously close.

These car-like safety innovations, are, again about maximum availability, ensuring safer work environments for your most precious cargo: the driver.

Further to safety, Tarr reflects, ‘While we have access to the world’s most advanced vans in terms of safety and drive train technology, locally we are focused on delivering a competitive whole-of-life proposition to customers, because at the end of the day, safety is just as important as the bottom line when choosing a van fleet.’

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To this point, impressive whole-of-life costs across the van range can come as a surprise to some customers. However, with things such as long service intervals (up to 30,000 kilometres, or 12 months), clever inbuilt systems such as ‘ASSYST’ (where Vito and Valente vans calculate oil-change intervals on a flexible basis according to the use of the vehicle) and ‘Agility’ a finance product offering guaranteed future value, the total cost of ownership becomes very attractive. This is especially true for fleet customers as lean, whole-of-life costs start with preferential pricing for both large and small fleets.

These car-like safety innovations are about maximum availability, ensuring safer work environments for your most precious cargo: the driver.

Mercedes-Benz Vans are certainly one to watch. Awards across safety and all round performance have been received on numerous occasions from independent bodies, most recently Delivery Magazine Van of the Year Award for the Sprinter and for the second year in a row, Delivery Magazine People Mover of the Year Award for the Valente. So in keeping with their newest campaign message, if you want a fit fleet, be sure to consider Mercedes-Benz Vans.

Fit Fleet.

Better for your blood pressure.

A Daimler Brand

Beyond providing reliable and safe vehicles for your drivers, a Fit Fleet of Mercedes-Benz vans offers lean, whole-of-life costs, which start with preferential fleet pricing. Let’s discuss the advantages. www.mercedes-benz.com.au/vanfleet

Get a Fit Van Fleet Call 1300 366 372

company profile

AMC guarantees a care factor second to none

AMC’s well-trained cleaners are supported by an experienced and dedicated management team

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ow do you measure a care factor? After all, doesn’t everyone want the greatest level of care if they are investing in a company’s services?

At AMC Commercial Cleaning, they believe they have the highest care factor of any cleaning services company.

AMC’s care factor is demonstrated daily by a raft of innovative and unique measures that are amongst the best in the business, including: 3 extensive training given to their 2000+ cleaners 3 monthly audits by area managers 3 a client-integrated management system, which provides up-todate information for clients and is externally audited 3 triple certification (Environmental, OH&S and Quality) 3 its own brand of effective cleaning products, which are made in Australia 3 using in-house cleaners 3 national coverage 3 delivering a reliable, quality service at a competitive price.

For 25 years, AMC has been providing a professional cleaning service to small and large organisations.

More than a cleaning service AMC operates more than just a cleaning service. Every cleaner runs their own business (as a franchisee) so they are committed to the client’s needs and take pride in doing their job well. These highly trained cleaners are managed by AMC’s experienced management team and management programs, to support the cleaners.

‘We go out of our way to make sure clients are happy with our work,’ said Rick Nash, AMC general manager Victoria, Tasmania, Northern Territory.

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AMC has no limits on the services it delivers for clients, including: high-rise buildings, windows, rappel rope and elevated work platform (EWP) work, heavy industrial, hospital and medical, retail, high security installations and even truck washing. And if the garden beds need weeding, AMC can organise for this to be done as well!

New cleaning product range A new AMC initiative is the development of its own branded range of safe and environmentally friendly cleaning products that incorporate nanotechnology to provide an invisible barrier against microbial growth.

With indoor air quality known to be a cause of sickness and absenteeism in the workplace, AMC’s Kleenhealth cleaning products with HealthGuard® assist in protecting against the spread of odours, bacteria, fungus and viruses.

‘Clients benefit for three main reasons,’ said Rick Nash. ‘First, we know our five different cleaners are the world’s best and safest to use in aged care centres, kindergartens, hospitals and the like.

‘Second, by making sure all our cleaners consistently use AMCbranded products, rather than a cheap alternative, we know that our clients are getting the quality of cleaning in which they have invested.

‘Third, many clients have their own internal audits so helping them meet their compliance issues makes a beneficial difference for them.

‘We are always looking towards the future and seeking ways to enhance the services we provide to clients. That’s who we are,’ Mr Nash said.

www.amcclean.com.au

Is the cleaning one of your responsibilities?

If so, you want...

1. The premises thoroughly cleaned at a competitive price.

2. No fuss, no problems for all cleaning and maintenance services.

3. Total management from supported professional cleaners able to accommodate additional job requirements.

4. Cleaners who REALLY care about your site.

5. Cleaning products used that are safe, effective and environmentally friendly.

With AMC you get all this, plus...  Trained cleaners supported by an experienced and dedicated management team.  Monthly on-site audits by an Area Manager with results instantly uploaded to AMC’s Client Integrated Management System for your viewing.

 A company with triple certification to ensure quality and reliability: – Environmental Management System AS/NZS ISO 14001:2004 – Occupational Heath & Safety Management System AS/NZS 4801:2001 – Quality Management System AS/NZS ISO 9001:2008

 National representation.

AMC is a progressive all-round commercial cleaning company that has been operating for 25 years and has worked hard to gain a superior reputation.

Whether you are a one-premise facility or a multinational, we want to demonstrate to you how a cleaning company should operate.

Don’t you owe it to your clients, tenants and visitors?

Contact us today to find out how easy it is to change to AMC.

Call 1800 990 050

www.amcclean.com.au Medical • Commercial • High rises • Retail • Industrial • Schools/Childcare • High Security • Trucks • EWP Work

company profile

Cleaning expertise with a family touch

A

&F Cleaning Equipment and Supplies Pty Ltd was started over 25 years ago by Frank Zammit, and has grown to be a leading supplier of cleaning equipment and supplies in Sydney, and around New South Wales.

Family-owned and -operated, A&F Cleaning pride themselves on their expertise in floor care, machinery sales and service.

As one of only two distributors of Tennant cleaning equipment in Sydney, A&F offer a stocked range of machines, spare parts, and accessories, and offer factorybacked service and maintenance.

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Frank Zammit, director, Matthew Israel, sales manager and Dianna Zammit, internal sales, of A&F Cleaning, put their success down to providing great after-sales support and developing close working relationships with their customers, ‘It’s important to become a partner with your customers, and learn about their business and the services they provide – then you can offer a solution that meets their needs’.

At A&F Cleaning we believe a clean and safe site is an essential part of running a good business.

A clean site creates a comfortable work environment, which has a positive effect on employee productivity.

Maintaining cleanliness within your facility reduces the risk of injury and also improves the level of hygiene.

A&F Cleaning’s staff is regularly trained by key suppliers to ensure their product offering is kept up-to-date with developments in the industry. ‘Green and sustainable cleaning are high on the priority list for many of our customers. By working with our suppliers we are able to better understand the products that match these key requirements,’ states Dianna Zammit.

A&F Cleaning Equipment and Supplies is located at 11 Carnegie Place, Blacktown and can be contacted on (02) 9831 5419 or by visiting www.aandf.com.au.

essential services – cleaning

Paper towels versus hand towels The battle for hygiene and environmental sensitivity supremacy

By John Casey, FMA National Policy Coordinator

Our restrooms are fast becoming battlegrounds for the development of handdrying options that deliver both environmental sensitivity and hygiene outcomes.

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hen it comes to hygiene, although significant research demonstrating that proper handwashing is hugely important for infection control in the clinical, manufacturing, and domestic environments has been undertaken, comparatively little research has been carried out to quantify the contribution that hand-drying makes to the overall effectiveness of washing our hands.

A study undertaken at Bradford University, in Yorkshire, United Kingdom, sought to answer this question by comparing different hand-drying techniques and measuring the residual bacteria for each technique. It confirmed other reports that found that the degree of wetness of hands greatly influences bacterial transfer and dissemination onto other surfaces and items through touch. If hands repeatedly remain damp because of ineffective hand-drying, it can lead to skin excoriation and, in turn, to altered and higher populations of bacteria colonising the skin.

The study also looked into concerns that rubbing hands vigorously under the warm air stream of conventional air dryers can cause increased bacterial counts on the skin’s surface after washing. The study confirmed that the act of briskly rubbing hands together disturbs the outer skin and brings bacteria from within the pores to the surface, allowing for transference and dissemination.

So, which approach performs better in the battle for superior hygiene? In the Bradford University study, the use of paper towels consistently outperformed all other drying techniques, especially with regard to bacteria left on the palms and fingertips. This suggested that the use of paper towels in the process of rubbing

Although it would seem that paper towels are the clear winners in the hygiene stakes, there is an argument that paper or other hand towels can become highly contaminated, and their disposal, especially in situations where demand for hand-drying is high, can pose a threat to hygiene.

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hands removed any bacteria that might have been repopulating the surface area.

Although it would seem that paper towels are the clear winners in the hygiene stakes, there is an argument that paper or other hand towels can become highly contaminated, and their disposal, especially in situations where demand for hand-drying is high, can pose a threat to hygiene. In high-volume restrooms, the risk of running out of clean towels poses an additional hygiene threat. This suggests that further study needs to be undertaken to investigate the practical applications of using hand towels, and the impact on hygiene.

The Bradford University study also discovered that high-speed air-filtered hand-dryers are superior to conventional warm-air handdryers. It found that although the ultimate level of dryness can be achieved with both types of dryers, thereby achieving an optimum level of hygiene, the speed of the high-speed air-filtered hand-dryers provides the better level of hygiene (the average time spent drying hands is 20 to 25 seconds. Results indicate that time spent drying under conventional hand-dryers should be no less than 30 seconds, and the high-speed hand-dryer required only 10 seconds).

Environmental sensitivity Sustainability is now a buzzword in business. With resource costs rising due to their depletions, and the knowledge of human impact, such as the emission of greenhouse gases, sustainability has become a central part of business. So, in keeping with the theme of sustainability, which is better? Paper towels (virgin or recycled), cotton towels, conventional hand-dryers, or the new generation of high-speed hand-dryers?

The Massachusetts Institute of Technology (MIT) sought to answer this question by undertaking a life cycle assessment in accordance with ISO standards 14040 (Environmental Management – Life Cycle Assessment – Principles and Framework) and 14044 (Environmental Management – Life Cycle Assessment – Requirements and Guidelines). The study sought to directly compare the environmental impact of paper towels, cotton towels, standard warm dryers, and high-speed hand-dryers such as the Xlerator and the Dyson Airblade.

For those new to life cycle assessments (LCAs), an LCA includes all life cycle stages of a product, from cradle to the grave, including transport between stages. It encompasses the whole product system, producing a detailed and balanced picture. The assessment takes a holistic approach, looking at resource use, ecosystem quality, global warming potential, potential human health impacts, water systems and land use, among other things. For the purpose of this study, global warming potential, human health, ecosystem quality, cumulative energy demand, water consumption and land occupation were assessed.

In almost all categories, the new generation of high-speed handdryers outperformed every other option. The only exception to this was cotton towels, which outperformed (not considerably) in terms of water consumption. The biggest surprise, however, was the

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finding that the environmental impact of 100 per cent recycled paper towels equalled that of virgin paper towels in a number of categories, including global warming potential and water consumption.

Although there is not a clear winner in the stakes of hygiene, the study from MIT suggests that the clear winner in the environmental sensitivity stakes is the new generation of high-speed hand-dryers.

Although there was a clear winner in the new generation of handdryers in this study, as the field in this area is larger, it is difficult to conclude that the winner in this study is the winner overall; however, it is safe to say that with the rising importance of sustainability, competitors within this market will continue to compete using their green credentials.

Information for this article was kindly provided by Dyson Appliances Ltd. Information has been extracted and adapted to remove any bias towards any brand or product.

company profile

company profile

Perpetual PropertyCare celebrates national success

P

erpetual PropertyCare continues to celebrate success with the expansion of our state offices into Victoria and Western Australia after being awarded a national contract with a major Australian-owned company. This win has enabled Perpetual PropertyCare to further strengthen its market share nationally, and we have appointed highly skilled State Manager Mr John Shaba.

John, located in our Melbourne office, has almost 30 years’ experience in the building services industry and will be responsible for overall operations, sales and integrated facility services in Victoria and southern regions. Having held senior management positions previously in Western Australia, New South Wales and Victoria, he fully understands the importance of providing high-quality service-delivery models to our industry, focusing on complete client satisfaction. Customer focus has been the essence of John’s success over the years, and we are proud to have him as part of our senior management team to continue delivering the Perpetual PropertyCare service-delivery model: ‘To position Perpetual PropertyCare as the property service provider of first choice for property owners, managers and tenants.’

Innovative Solutions

Your Choice is Clear

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

Reliable Service

Quality Care

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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company profile

Latest FM salary trends

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mployers are taking a cautious approach to salary increases in 2013–14, despite having a more optimistic outlook about business conditions, according to the latest Hays Salary Guide.

Based on a survey of more than 1600 employers, as well as placements made by Hays, the guide shows that 68 per cent of employers expect increased business activity for their organisation.

Yet 57 per cent plan to increase salaries by less than three per cent in the next salary review period. A further 32 per cent of employers will increase salaries by three per cent to six per cent, two per cent of employers plan increases of six to 10 per cent and only one per cent plan pay increases of more than 10 per cent.

When asked about permanent headcount over the next 12 months, 37 per cent of employers plan to increase hiring activity, with 83 per cent reporting that these roles will be full-time (down from 85 per cent in 2012). A further 20 per cent plan more part-time staff (18 per cent in 2012), 14 per cent plan for more casual staff (15 per cent in 2012), and 17 per cent plan to increase their use of temporary/contracting staff (unchanged from 2012).

The Hays Salary Guide includes salary ranges for building managers, facilities coordinators, facilities managers, service managers, contracts managers, operations managers, engineering managers, bid managers and general managers across 13 locations.

The 2013 Hays Salary Guide is available at www.hays.com.au/salary, by contacting your local Hays office or by downloading The Hays Salary Guide 2013 iPhone app from iTunes.

To fIND A fACILITIeS exPeRT you NeeD To PARTNeR WITh oNe We’ve been at the forefront of facilities management recruiting since its inception in the early nineties. We’re the experts in recruiting individuals or teams for major property owners, facilities service providers/contractors, consultancies, government departments and private enterprises.

From directors and general managers on retained assignments to temporary teams on major projects, our expertise allows us to find the right person for you.

VIC: Contact Peter Rodriguez at fm.melbourne@hays.com.au or 03 8616 8400.

SA: Contact Chris Benson at fm. adelaide@hays.com.au or 08 8212 5242.

NSW: Contact Karen Daly at fm.sydney@hays.com.au or 02 9249 2222.

WA: Contact Stuart McKenzie at fm.perth@hays.com.au or 08 9486 9553.

ACT: Contact Matthew Kelly at fm.canberra@hays.com.au or 02 6230 5142 .

QLD: Contact Andrew Lambert at fm.brisbanecity@hays.com.au or 07 3231 2604.

hays.com.au

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workplace culture

Developing positive leadership culture

By Greg Lourey, Director at The Leadership Circle Asia Pacific Leadership does not come from working harder; it comes from looking at the world differently and applying what you learn to changing how you think and work.

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our values, expectations, the people you connect with and the way you respond to situations all point to your ability as a leader. Developing leadership within the facilities management team starts with developing the people. The culture follows from the positive effects that having good leadership promotes.

Why is positive leadership culture so important?

Great leaders inspire their teams to achieve great things. It seems simple enough when explained this way, but effective leadership will always outperform ineffective leadership. This is why we champion leadership as one attribute that gives an organisation a primary competitive advantage, so it should be seen as a strategic priority.

Effective leadership directly relates to performance, especially when volatile and uncertain business environments are at play.

Have you considered measuring how healthy your team’s leadership capabilities are? The best gauge for this health check is the culture of leadership.

Instilling positive leadership There are a number of key factors to consider when developing a healthy leadership culture. These include a commitment to development, improving the way teams think, asking questions, and

not placing undue emphasis on technical competence.

Is it important to note that developing a positive leadership model will involve an element of change – more so for some than others. When committing to changing workplace culture, it should be done incrementally and with feedback from all involved stakeholders along the way. Change is possible, but it takes deliberate work.

Greg Lourey

Focus on leadership development Developing leadership potential involves expanding people’s perspectives and helping them to grow into larger and more complex versions of themselves. Start this process simply by asking different questions, or by considering alternative perspectives. Your team will benefit from better relationships and business results. Beyond those immediate effects, focusing on developing leadership increases your team’s capacity for change now and into the future, resulting in higher levels of strategic thinking and implementation, closer-knit teams, and better business outcomes.

More than just ticking off a list of jobs – albeit jobs performed well – real leadership development may mean working harder and longer,

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but also avoiding the short cuts. Over time, the results will speak for themselves.

they are compensating for their fears instead of acknowledging them, leaders are relinquishing the opportunity to break through that fear barrier and achieve greater things.

Improve systems thinking To improve systems thinking, first you must understand the system at play. Start by viewing your facility and your role as one open system in which changing internal and external forces are at play, constantly impacting the business. Developing the ability to think systematically is an investment in your capacity to navigate these forces.

Work on your thinking by considering your facility’s systems as ‘relationships in action’. A good leader works within the organisational system while also comprehending, and allowing for, the intricacies of the multiple relationships that exist as part of that system; for instance, boss to direct reports, peer to peer, employee to customer, employee to supplier, organisational brand to community, and organisation to government/regulator.

Another important part of this systems puzzle is understanding and respecting boundaries. With the ability to make or break organisational strength, boundaries – and the interaction occurring across them – are imperative considerations. These boundaries will exist person to person, person to department, department to department, department to region, region to region and so on.

Learning to navigate boundaries and respecting those of yourself and others is a core intellectual competence in leadership development.

Once all these pieces fit together, a facility leader’s operational responsibilities flow instinctively, rather than being forced. Making decisions on many possible solutions (many of which seem to be opposites) while also evaluating the time and cost factors of each option ceases to be a single choice, but instead throws up a matrix of possibilities. A leader who understands the relationships that make up the system will be able to see that some possibilities will support the organisation’s desired future state, and some will not.

Reducing reliance on technical competence The concepts of comfort zone and fear crop up again when we look at how technical competence can be overemphasised. Fear often raises its head when your technical competence fails, resulting in an over-reliance on technical skills. Sticking to tried and tested financial skills, project management abilities, engineering models and information technology processes means failure to develop new skills and leadership abilities that serve the organisation. It’s a case of playing to avoid losing, rather than playing to win. As part of effective leadership development, we have to learn to embrace the underlying fear of falling short. Real vision requires us to do things that we’ve never done before.

Our attitudes and strategies are adopted in response to our core beliefs, and, as such, are unconscious. Unless we regularly reflect on those attitudes and our inner workings, most of us are unaware of these beliefs and the associated behaviours, or how correcting these beliefs could actually open up greater possibilities, both personally and for the organisation.

Instead of taking those with the most technical skill and dropping them into a leadership role, following a strategy that sees leadership skills develop over time and under positive mentorship will create leaders who not only know technically what they need to do, but also feel it instinctively in their hearts. They are willing to make the hard decisions that might be wrong, but they might also be incredibly valuable to the organisation. This instinctive ability to lead inspires others not only to follow, but also to want to learn from the leader. It is then that you know there is positive leadership culture within your organisation.

Question assumptions It is common to have a standard set of leadership competencies and test against these with various 360-degree assessments, peer reviews and customer feedback. But what if we looked more deeply at the assumptions and the mental operating systems that drive our behaviour in order to really understand what makes leaders tick?

Often, leaders are asked to change aspects of their behaviour, without prior investigation of the assumptions that actually drive that behaviour. For example, a leader might be asked to delegate more effectively, but meanwhile they are thinking, ‘If I want the job done properly, I must do it myself.’ Why do they believe that? Developing leadership means operating beyond the comfort zone.

Equally, processes and systems need to be reviewed regularly to ensure that they are serving the facility’s aims, and allowing people to perform at their peak. If equipment or situations are accepted because ‘they have always been that way’, nothing will improve and the status quo will remain.

Speaking of being comfortable, we unconsciously limit doubts and fears by not taking risks. Exploring a leader’s emotional depth will help you to discover the role hardship has played in their leadership and life, and will give you an insight into how they relate to others.

To see the level of risk they are willing to take, ask how they engage others who are struggling. Work with young leaders to help them gain an awareness of their own inner strategies for reacting to fear. If

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About Greg Lourey Greg Lourey, director of The Leadership Circle Asia Pacific, advises executives and senior teams on developing effective leadership by engaging in conversations on how business results, developing one’s capacity for greater organisational complexity, intuition and creativity can bring about exceptional outcomes.

About The Leadership Circle Asia Pacific The Leadership Circle’s leadership and development program is the first to offer integrated assessment and development tools with workshops, training, research and support technologies that provide a pathway to evolved leadership. The Leadership Circle believes that business leadership will set the agenda for the planet’s future. Its clients are in government, finance, technology, legal, energy, manufacturing, healthcare, media, consulting and not-for-profit sectors, including the largest apparel, hotel and fast food chains in the world. www.theleadershipcircle.com.

company profile

company profile

Know who is working on site, when and why

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ocal security firm ASAP has just launched its Sentinel® range of on-site products that simplify the management of contractor/supplier information.

For facilities and property managers, this solution couldn’t have come soon enough. It helps avoid fraudulent licensing issues, incorrect or ghost billing, and reduces the risk of failing to comply with government regulations or contract-specific requirements.

ASAP managing director Dominic Collier says most clients are purchasing the Sentinel® to comply with WH&S laws. ‘The onus now falls on managers at all levels if contractors are on site without being correctly inducted,’ said Dominic.

One of the major selling points of the Sentinel® is that contractors can register and go through the induction process immediately and on-site.

ASAP installs the hardware, which comes in a variety of rugged designs, while clients can choose from barcode, swipe card, manual sign-in or even facial recognition to obtain entry.

Building managers or property managers can be notified by SMS or email regarding the entry or exit of contractors, or if they’ve

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overstayed their allotted time. And of course the system is invaluable when reconciling contractors’ invoices.

ASAP can reduce your operational risk for as little as $2 per day.

Contact them on 1300 882 323 or email sales@asap.com.au to book your obligation-free consultation.

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UNDERSTANDING THE PHYSICAL SIDE OF WORKPLACE CULTURE

By Keti Malkoski, Workplace Research Psychologist at Schiavello Understanding an organisation’s culture is essential to enhancing employee and business effectiveness.

Once understood, culture and the underlying values can be actively fostered to support the strategic direction and growth of the organisation and its people. The culture is represented by many forms within a company, including the physical workplace. When organisations embark on a workplace change, they need to take advantage of this investment opportunity and identify which cultural values they want to promote and communicate through the change.

Defining the ‘way things are done around here’

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he meaning of an organisation’s culture is implicit in the collective behaviours and attitudes of its members, and can be difficult to articulate. When employees are asked to define their company’s culture, they often refer to ‘the way things are done around here…’ and tell stories. They generally describe their company’s beliefs (mental shared assumptions) and habits (systems, processes and procedures).

Extensive research describes an organisation’s culture as the glue that binds its members together, and influences the way that they think, feel and behave. Culture is fundamentally the shared behavioral norms of the company’s members, and the meanings that are attached to the actions. A culture defines what is appropriate and inappropriate within the organisation, both formally and informally, and drives expectations. It influences the way employees functionally and socially interact with each other and clients in various situations.

It also influences the psychological comfort of employees; whether or not they feel like they belong and are a part of the company.

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From a business perspective, organisational cultures contribute to effectiveness outcomes by influencing the way employees make decisions, solve problems, communicate, share knowledge and adapt to change. A positive organisational culture can be motivating, and can also contribute to employee outcomes, such as satisfaction, commitment and engagement. Impacting attraction and retention of talent, employees use their perceptions of the organisational culture to evaluate whether they fit in, and are aligned, with the company direction and other employees, which, in turn, influences their performance and decisions to stay.

The leaders of an organisation play a pivotal role in creating and sustaining the company’s culture. The relationship between leaders and culture is reciprocal, and constantly evolving. Leaders are ultimately at the forefront of the culture, communicating the organisational ethos and vision to employees through daily objectives.

As an organisational culture is learned and transmitted, leaders are responsible for delivering the ‘rules’ by reinforcing and shaping the behaviours and attitudes of their employees, which contribute to the collective organism that is ‘culture’.

workplace culture

For instance, leaders influence cohesiveness and whether employees are encouraged to work constructively together, or to defensively compete against each other for power. Given that all leaders and employees are different, we see variance and diversity within organisational cultures, referred to as sub-cultures, that are driven by different leadership styles.

Individual differences, such as personalities, can influence the way the culture and company react to change.

Physical workplace and organisational cultures Looking around a company’s physical environment, both internal and external people can see symbols and artifacts of the organisation’s culture. The workplace can positively or negatively communicate stories about the identity of the company, including who they are now, what they aspire to become, and how successful they have been through visual displays of achievements. The workplace gives clues to the rituals and routines of the organisation’s members, and communicates the values of the company contributing to the perceived brand, and even attraction and retention of talent.

The physical workplace is the primary hub for the community – the culture’s personality. It is where the employees physically interact and collaborate with each other. It promotes the human relationship side of work, which contributes to the morale of the workforce. It fosters within employees connectivity and a sense of place, encouraging attachment and belonging.

Differential organisational values Values are the building blocks of an organisational culture, and the physical workplace plays a crucial role in supporting a wide range of varying values. It is important for a company to understand the culture and underlying values that their workplace is conveying, and to determine if the messages support the long-term vision and goals of the business, such as sustainability, transparency, innovation, client focus and even safety.

33 Preference of change versus stability Organisations in today’s turbulent global business environment are faced with constant change. How companies react to change is dependent on their values, whether their culture is adaptive and organic enough to change with ease, or whether their culture is more stable, predictable and resistant to change.

Organisations that plan for continuous change are more likely to tolerate and even embrace change. The physical workplace that an organisation creates should be reflective of its approach to change, and whether it envisions a future of stability (adopting traditional fixed workplaces) or change (adopting flexible modular workplaces).

The people that make up an organisation, and their diversity, also contribute to the collective culture. Individual differences, such as personalities, can influence the way the culture and company react to change. If the workforce is predominantly made up of people that are higher on the personality dimension of ‘openness to change and experience’, the culture is likely to be more innovative, creative, risk-taking and ready for change.

With a preference for variety and comfort with ambiguity, a flexible physical workplace is likely to suit a workforce that is collectively open to change.

33 Power distance in the workplace Like societal cultures, organisational cultures differ in terms of their value of ‘power distance’. This value is often reflected in physical workplaces that fall on the continuum of egalitarian to hierarchical. An organisation with high power distance values is more likely to accept a hierarchical workplace as members accept that power is distributed unequally. Members are more likely to accept the hierarchical order in the culture and physical representations, and even value it. In such hierarchical organisational cultures, leadership has a more authoritarian approach, and less consultative. Thus, in physical workplace changes, decisions are made at the senior levels, and employees are told what they will receive in the way of the individual workpoint, and where they will be located generally, based on their status.

Societies and organisational cultures low in ‘power distance’ are more likely to strive to equalise the distribution of power and demand justification for inequalities of power. This value can be reflected in a physical workplace that minimises status reflections, such as the large corner office with the best view for the most senior manager. In such organisations, representatives of all levels are consulted and involved through a structure in workplace changes.

Our western society is constantly evolving towards ‘individual empowerment,’ which is being reflected in our organisational cultures and physical workplaces. This is evident in the recent workplace trend of activity-based working (ABW), which emphasises trust and autonomy as cultural values, and appraises effectiveness on work outputs and results as opposed to work processes and means. It is important to recognise that ABW is just one of many workplace trends, and will not be appropriate for all organisational cultures or even sub-cultures. Depending on the values of the organisation, a structured change management program must evaluate the appropriateness of any workplace approach for the current and future workforce needs. The workplace must ultimately be aligned with the direction of the business, and supported by its culture and values.

Keti Malkoski is Workplace Research Psychologist at Schiavello. A qualified Organisational Psychologist, Keti researches the interaction between ‘users’ at various levels (individual, team and organisational), and the physical workplace.

Her work focuses on enhancing the relationship between employees and the workplace so it can become a value-adding tool for work; applying psychology principles to promote user comfort and business effectiveness. Follow Keti via the WorkClimate blog or Twitter: @Kmalkoski

Facility PerspectiveS | VOLUME 7 NUMBER 3

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glazing

Building façades: Glazing industry changes present challenges for building managers

By Jeff Schultz, Express Glass The coated-glass sector of the glazing industry is currently undergoing enormous changes that impact a wide variety of businesses. Local production of coated glass is very limited, and most coated glass is now sourced internationally.

T

o avoid being negatively impacted, building and strata scheme managers should be aware that the process of identifying, sourcing and ordering replacement glass from international manufacturers can cause delays, especially when compared to what was previously a fairly straightforward task.

The primary factors when considering building façade design are energy efficiency, shading and appearance. Glass with metallic coating permanently bonded to it via a post-manufacture process has achieved these factors on Australian buildings for over 25 years.

Until recently, the vast majority of building façades erected across the country used locally manufactured coated-glass products.

Global advancements in glass coating provide better performance, predominantly through a wider choice of external appearance and degrees of reflectance, ensuring that specific building requirements can be met. Due to Australia’s general decline in manufacturing,

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Australian glaziers and their customers have enjoyed a continuity of supply until now, and these industry changes have put pressure on local glass providers to source quality coatedglass products. there is a severe underinvestment in these new technologies at a local level. As an example, an Australian producer’s recent cessation of the manufacture of reflective glass used on buildings can be attributed to the low demand for old technology.

glazing

Australian glaziers and their customers have enjoyed a continuity of supply until now, and these industry changes have put pressure on local glass providers to source quality coated-glass products.

This situation presents a problem for existing buildings that need to replace or update sections of their façades – there are no locally produced solutions to repairing these façades on a ‘like for like’ basis. New coated-glass alternatives, which perform far better than previous options, must now be considered – but with such high demand from new building construction, and importation delays, delivery times are long. Obviously, this is not the best situation to be in if your building has a broken window or section and you do not want an inconsistent, patchwork look.

Keep in mind that, depending on the glass type, the new coatedglass products are similar, but are unlikely to exactly match existing building façades. Akin to putting a fresh coat of paint on a wall to cover graffiti and not painting the other walls, new glass panelling will look new, and finding the closest possible match in both appearance and performance can be a complex exercise.

There are a range of strategies, of which building and strata scheme managers should be aware, to minimise the impact and cost that these changes will have on their buildings.

33 Accurate records Maintaining accurate building records ensures that when a panel or section needs replacing, you will know exactly what type of coated glass is required and, in the case of obsolete products, the records will assist in sourcing the closest possible match.

33 Investigation

If accurate records are not available, an alternative that building and strata scheme managers can explore is to contact the building’s architect or builder. The architect or builder should have kept records of the site and should be able to name the type of coated glass used, thus making a glazier’s job of identification and sourcing easier, and reducing associated cost and lead times. Labelling and stickers on a section of a building’s façade may also provide this information.

33 Keeping inventory Given the long lead times and substantial shipping costs with international imports, a manager with foresight will order extra panels to suit their building once a breakage has occurred.

Building façades age and become damaged, and will eventually need to be replaced, so keeping an inventory of stock either on or off-site will make the building manager’s role that little bit easier when a panel or section needs attention in future.

33 Expertise A glazing contractor with specialist expertise in productmatching and international sourcing is an important resource when implementing strategies that are appropriate for your building. Making an assessment and having a plan to implement ahead of time without waiting for what can be an ad hoc approach to urgent breakages is an important consideration when ensuring the long-term integrity of your façade.

Poorly matched glass

Facility PerspectiveS | VOLUME 7 NUMBER 3

89

company profile

Safety first When sourcing a roof-access solution for your building, safety is, of course, the first consideration. Will it provide employees and contractors with safe access to the amenities required? Does it meet the new Australian standards?

G

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ripspan Planking provides the reassurance of safe access, while also offering the facilities manager improved benefits in durability, anti-drop characteristics, spanning capability, durability and speed of installation.

Unlike more open profile walkway products, Gripspan allows rain and liquid spills through, improving slip resistance, plus it prevents even the smallest screw or nut dropping through to the roof surface, thus reducing the risk of dissimilar metals rusting, when dropped and forgotten. Gripspan’s extensive spanning capability means it requires fewer supports under the planks, which provides surety under foot, and reduces the installation requirements.

Gripspan’s new Roof Tread angle system allows horizontal walkways to be installed on small inclines; between five and 20 degrees, without any welding on site, and minimal fuss.

The system can be installed with handrail on one or both sides, depending on the site requirements.

Gripspan is also manufactured locally, which supports Australian manufacturing, but more importantly means planks can be manufactured to length, cutting out the requirement to modify panels on site.

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FACILITY Facility PERSPECTIVES PerspectiveS | VOLUME 7 NUMBER 3

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rope access

Rope access anchor and system inspections/re-certifications By the Australian Rope Access Association This purpose of this article is to provide information regarding requirements for design and ongoing inspection and testing of anchor points used widely by the industrial rope access community, and also by the harness-based working at height industry. In many instances, these two industries merge, so it is appropriate to consider their requirements together.

C

lients regularly request an inspection or re-certification of an anchor installation, when in fact they need an entirely new engineering assessment of an installation that may not have been designed or installed properly in the first place.

The issue is often exacerbated by a lack of original design information or user documentation.

Ongoing inspections of anchor systems end up falling into three categories: 1. Simple inspection and re-certification (including testing on occasions) of a properly installed and documented system.

2. Inspection and re-certification of a system that has been properly installed, but which has also lapsed in regular inspections. In this case, some engineering involvement may be required to ensure the system is suitable for continuing use.

3. Complete re-evaluation of existing systems with an unknown or questionable background, which will invariably require engineering involvement and which may well lead to significant changes being required.

Terminology There is a common issue with anchor and fall protection systems when they fall due for their annual inspection. (Note: in some jurisdictions, there is some controversy over whether inspection is required at six-monthly or 12-monthly intervals.)

The terminology gets very confused, and the understanding of what is being requested or supplied is equally confused.

Below, we’ll discuss some specific words and their implications in the Standards and Regulations.

The words commonly misused or misunderstood, in relation to anchor inspections, are: 33 inspection 33 testing 33 certification 33 re-certification 33 compliance.

Firstly, it is assumed that compliance is being claimed or required against one of several Australian/New Zealand Standards. These are as follows:

33 AS/NZS 1891.1;2007 33 AS/NZS 1891.2;2001 33 AS/NZS 1891.4;2009 33 AS/NZS 4488.1&2;1997

It must be underlined that these Standards are not law, as they are voluntary compliance Standards. Generally, persons in charge of workplaces (facilities managers, for example) will make these Standards ‘law’ (or more properly, requirements of the contract) by quoting them in their invitation to price or discussions with potential suppliers.

It’s a smart move for the person in charge to quote these Standards in order for there to be a ‘line in the sand’ of minimum requirements, but it must be noted that there are times when the requirements of the Standard may need to be slightly compromised – this should only be done with the full knowledge of the person in charge of the workplace and the supplier, and should be written down and justified so records exist.

Two examples of when this may take place include: a compromise in the method of fixing, accompanied with engineering validation (for example, the use of drilled-in anchors outside the scope of the Standard); or the use of equipment that does not meet the corrosion requirements of the Standard.

Must a Standard be followed? Documents such as Australian/ New Zealand Standards, along with codes of practice from workplace authorities and industry bodies provide a clear indication of what the current ‘state of knowledge’ is, and these documents will likely be referred to by a court of law in the event of a prosecution following an incident. As such, not following Standards is legal and possible, but must be done so with great care and only after providing equivalent or better safety – it is wise to record such decisions in writing!

In line with the above, it is also assumed that compliance with any relevant industry codes will be required by the person in charge of the workplace. At present, the obvious industry codes for rope access are: 33 ARAA Industry Code 33 ARAA Anchor Code – this document is specifically about anchors and, as such, should be used on every rope access anchor installation.

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rope access

The various Standards and documents listed above all vary slightly in their stated requirements. There is a 10- to 15-year span between when the first and last were written, and this is reflected in the set out requirements.

Further, to this point, there has been great concern about the safety of using anchors that are drilled into concrete or masonry.

This includes both epoxy and mechanical (expanding) anchors. These concerns led to the current documents presently forbidding the use of drilled in anchors in direct tension (pull out).

While this position is currently under review, at the current time, any anchor that has been installed where it is used in axial tension (pull out) and where adequate additional justification has not been provided clearly does not comply with the above documentation, and any claim of compliance is incorrect.

This conservative position has been adopted not because of any doubts about the fixing products, but because of large doubts and experience related to the poor quality of many installations and, further, because of degradation of substrates. The quality of products on the market is generally excellent – this does not seem to be matched by many anchor installation designs or installation works!

The initial installation should be accompanied by documentation.

An example of what ARAA would expect is set out in the ARAA Anchor Code.

The ARAA Anchor Code is a document that would most certainly be used as an indication of industry ‘best practice’ for an installation that took place after October 2007, and the ARAA advises its members to not work on anchor systems that do not meet this criteria.

On anchor installations for harness-based working at heights, there is presently a lesser amount of information on expected outcomes available; however, AS/NZS 1891.4;2009 says a lot about how anchorages (including horizontal lifelines (HLL)) should be installed and configured.

It will be seen that even for the anchor systems provided for harness-based working at heights, some minimum information is required.

In the case of rope access anchorages, the ARAA Anchor Code requires specific information to be supplied, which includes: 33 designers’ and installers’ contact details 33 engineering information relating to the anchor AND the installation 33 testing information 33 user instructions 33 layout of the system and its intended manner of use 33 specific servicing and testing requirements 33 public protection expectations and a number of other specific pieces of information related to the actual site.

Installation of drilled-in anchors

Testing/inspection or verification?

AS/NZS 4488 (rope access), AS/NZS 1891.2 & supplement 1 (horizontal life lines and rails) and AS/NZS 1891.4 (selection and safe use) all require that: 33 a) any drilled-in anchor (mechanical or epoxy) is used substantially in shear and most definitely NOT in axial tension (direct pull-out) 33 b) any drilled-in anchor be load-tested before use to half the design anchor load, applied as an axial force.

When a servicing/inspection company arrives at a site, the expectation is that this information (above) will be available and their responsibility is to only certify (by inspection and testing where required) that the system, as installed, continues to be serviceable.

If, however, all of the above information is not available, then the servicing/inspection company may effectively be asked to treat the system as a brand-new installation for which they are being required to take responsibility.

This is a large change in requirements and may leave both the tester, and possibly the client, open to unintended exposures.

In fact, in some cases, the testing/inspection company may not be qualified or suitably insured for this additional responsibility.

In many cases, this change of specification will almost certainly require the input of a suitably qualified and experienced structural engineer to verify that the ‘as-installed’ equipment, and the substrate to which it is connected, is capable of taking the loads that may be applied to it in use.

Before embarking on any works, in such a case it is wise for the client and supplier to ensure there is a clear understanding of the scope of works, as there can be a large time and cost difference between an inspection, on the one hand, and a re-certification on the other.

Note that the ARAA also provides a comprehensive ‘compliance pack’ for use by building managers and installation contractors. This nine-page pack is available from the ARAA website www.araa.net.au and provides a clear path to ensure all ARAA recommendations are met when designing and installing an anchor system.

Requirements

1. Servicing/inspection All three documents also stipulate that during annual inspection, any drilled-in anchor be load tested as well.

2. After the installation We are regularly asked about the correct process when a client calls an inspection company in long after an installation has been completed; for example, to verify an existing installation.

Typically, the system may have been in place for some years and, possibly, the required annual servicing/inspection has not taken place, or perhaps has been carried out incorrectly.

Is the subsequent visit by an ‘inspector’ intended to simply say the system is suitable for use, or is it effectively re-certifying the system; that’s to say, taking responsibility for the entire design and even installation?

This needs some background.

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continued on page 94

company profile

Going to great heights for clients

W

ith over 15 years’ experience in the industry, Height Access managers Peter Moore and Joe Petricevic have worked with facilities managers on many buildings throughout the wider Sydney area, outside of New South Wales and internationally.

Having worked on structures ranging from buildings to flagpoles, silos, power stations, bridges, and stadiums, Height Access brings a wealth of experience to each new job. All employees are fully trained and ticketed in rope access and abseiling, and they also have employees ticketed in elevated work platform, rigging and scaffolding.

This rounds off the company’s ability to tackle any problem in a number of varied ways.

‘I really enjoy going to great heights for our clients to get the job done,’ said Joe (with the pun intended). ‘No cowboys, no mess. We are in and out – get the job done, no fuss.

‘The things we do vary from job to job: window cleaning, building maintenance and façade repairs, stainless steel restoration, sealing, painting, building soft washes and pressure cleans, as well as photographic and video work.

‘Personally, I am extremely proud of our untarnished safety record. Height Access has a strong focus on OH & S and uses risk assessments, safe working method statements as well as toolbox meetings to ensure all our work is as safe as possible to our staff, clients and the general public. All our work and equipment is compliant with Australian Standards.’

Height Access works with commercial, industrial and domestic building companies, strata/body corporates, building services and property groups.

For a detailed quote or a meeting to discuss what Height Access can do for you, please visit our website at www.heightaccess.com.au.

Get the job done right, no fuss. Height Access. m. 0406 081 171 | e. peter@heightaccess.com.au w. www.heightaccess.com.au | ABN 97 145 096 359

HEIGHT ACCESS

BUILDING MAINTENANCE SERVICES

Going To Great Heights For Your Business!

Rope Access / Abseiling Window Cleaning Facade Maintenance and Cleaning Rigging, Hoisting & Hauling Stainless Steel Cleaning m. 0406 081 171 e. peter@heightaccess.com.au w. www.heightaccess.com.au ABN 97 145 096 359

FACILITY Facility PERSPECTIVES PerspectiveS | VOLUME 7 NUMBER 3

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rope access

continued from page 92

Site installation As set out in the ARAA Anchor Code, the ‘design and installation’ of anchors for rope access comprises at least three different skill sets: 33 the design, fabrication and any type testing of individual anchor

points (for example, anchor points in a cardboard box/plastic bag, as supplied, ready for installation) 33 the layout of a system suitable for use by rope access operators – this generally requires the input of a rope access supervisor 33 the engineering knowledge and experience to properly overview the installation of anchors into specific locations on the structure 33 – this is the area where the structural engineer may be critical.

Only when the above ‘design’ issues are in place can the actual installation works proceed, and even in this area there may be specific skills required, such as welding, carpentry, use of drill in anchors, and plumbing (sealing roof areas).

Clients would be well advised to ensure that their installers have the entire range of skills available to them, and are adequately insured for the range required, before giving a go-ahead on works.

Summary When an existing installation is being inspected simply as an ongoing process and existing documentation validates the design and installation works, it is reasonable to call this an inspection.

If, however, no records exist for the initial installation, then this

should largely be treated as a new work, and some engineering overview will almost certainly be required. The ‘inspection’ provider is effectively taking responsibility for their design and installation of the works and, as such, should carry out a comprehensive inspection and design review to provide adequate evidence that the works are safe.

In the case of an installation that has records, but has not been regularly inspected (and tested when necessary), the inspection provider must make an assessment of the site and will generally err on the conservative side. This will often lead to some engineering input to verify the site is largely as it was at the time of installation.

The final case is when an inspection company is requested to inspect/test the works that were installed by others. This can often raise questions about the quality of the initial works. The client must make a judgment here as to how many ‘doubts’ are commercially based, and how many are valid.

Where testing is required, it must be carried out in a manner as set out by the original designer – unless this advice has been proven to be faulty. Inappropriate on-site testing has damaged many serviceable installations!

Finally, the client needs to exercise great care. In many cases, the inspection company (and installation company for that matter!) is not suitably qualified or insured for the level of works they are undertaking.

The advice is simple – ask questions and take photocopies!

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company profile

Solve your hard-to-reach building maintenance issues

W

ayne’s High Access P/L is an industrial rope access company that strives to deliver safe, cost-effective solutions to difficult access problems. By using the twin-rope method, our highly skilled staff is able to solve all of your hard-to-reach building maintenance issues.

Our industrial abseiling methods allow workers to access difficultto-reach locations without the need to use expensive scaffolding or building maintenance units, therefore saving time, and as a result we are able to pass these financial savings on to our clients.

By using rope access techniques, Wayne’s High Access P/L is able to offer clients a vast array of building maintenance services, including window cleaning, painting, caulking, concrete repairs, alucobond panel restoration, and façade inspection and repairs, to name a few.

Our employees are all independently trained and assessed by the Industrial Rope Access Trade Association (IRATA) and range from level 1 to supervisors at level 3. Our staff has a combined 50 years of experience within Australia and overseas.

All works are performed in accordance with Australian and New Zealand standards (AS/NZS 1891 & AS/NZS 4488).

Our Services…

•

Window Cleaning

•

Façade inspection, cleaning & repairs

•

Alucobond panel restoration

•

Window repairs, leak detection & caulking

•

Painting

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Sign & banner installation

•

Bird proofing

•

Concrete repairs

For a free quote contact Wayne on: 0433 238 704

www.wayneshighaccess.com Facility PERSPECTIVES PerspectiveS | VOLUME 7 NUMBER 3 FACILITY

95 X

security

Facial recognition systems Q&A with Anthony Dibbs, Technical Account Manager, SystemWare-Pacific.

1. How has biometric technology transformed over the last five years? What have been some of the key trends and advances that have assisted in this transformation?

Over the last five years, there have been significant advancements in biometric sensor technology, which has allowed for improvements in performance and reliability. In particular, algorithm improvements for facial recognition systems have been dramatic.

As a trend, government agencies around the world have become/ are becoming fairly accepting of biometric systems to assist in the governing of their countries. For example, biometric systems are being used for immigration, border control and law enforcement programs. Locally, the Australian Government is using biometric technology in more and more areas.

There is also a growing acceptance of this type of technology from the commercial sector. Last year, some of the major banks announced they had begun researching biometric systems for use within their banks. As for any technology in today’s world, you could expect to see this sector continue to grow over the next five years as these technological advances become more widely accepted.

2. Can you discuss a recent innovative solution? How does it work and what makes it unique?

We believe that facial recognition systems provide the best balance between accuracy, ease of use, and tolerance to environmental variation, as well as having the ability to provide undisputable records.

Currently, we are seeing the biggest uptake of this technology from the government sector; however, in recent years there has been a gradual shift in uptake of biometric solutions from the commercial sector. This is mainly being driven by improvements in technology; meaning solutions in the biometrics space are faster, more accurate, and increasingly more affordable.

Let us compare biometric facial recognition systems with other security devices such as lock, swipe card, or pin pad systems, which have worked to provide security in workplaces in recent times. These systems have not provided real surety as to who has entered a specific location and what information they were able to access. Security pins can be shared and swipe cards and keys can be lost, for example. Indeed, whole user IDs can be swapped and used by an incorrect person. With biometric systems, users can be assured that the person going through a door or accessing particular data is authorised to do so and is indeed the very person with that permission.

Biometric systems are also being used as a means to protect an organisation’s bottom line. It is estimated that intention or accidental time theft accounts for 1.5–10 per cent of an organisation’s payroll.

This could be through employees filling in timesheets incorrectly, or logging time when they are not actually there. Biometric systems

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can directly link attendance with an individual’s personal record, eliminating the issue of time theft, which can offer real return on investment for many businesses.

3. What should be top of mind for businesses when thinking about their organisation’s security? How important is biometrics to an organisation’s overall security plan?

When an organisation is thinking about their security plan, there are three main factors that they need to consider: What important assets is the organisation trying to protect?

What level of risk are they willing to accept?

And, subsequently, how much are they willing to outlay to achieve the desired level of protection for these assets?

The reality is that any security solution is only as good as its implementation. Biometric facial recognition systems should be an essential part of a layered approach to the security plan of any organisation; they provide a greater level of assurance and confidence that the correct person is gaining access to an area or information.

Guards and receptionists, for example, can get distracted or innocently make a bad judgment call, providing the wrong person with access.

One of the common issues related to biometric systems, however, is the view that they are a violation of an individual’s privacy, which is commonly due to a lack of understanding. If an organisation is planning to introduce biometric systems into the workplace, management needs to ensure that all staff members are fully briefed and properly educated on its intended use, and its privacy protection policies and principles. In some cases it is necessary to put the team members’ minds at ease. Overall, biometric systems, used properly and in addition to the enhanced security aspects, can actually provide information that vindicates individuals against allegations of improper practices in the workplace, as well as providing evidence against a perpetrator.

PSP Security’s AccuFACE® biometric Facial Recognition System differs from other biometric solutions as it works in the infrared band. While a common issue with facial recognition systems is the need for efficient lighting, AccuFACE can be used in lighting conditions down to complete darkness. Additionally, AccuFACE is extremely fast, authenticating users within a second and has a very low error rate, and has been proven to date to be ‘spoof-proof’, and cannot be hacked.

PSP Security was one of over 160 exhibitors from around the world that showcased the latest security and safety solutions at Security 2013 Exhibition and Conference. CCTV cameras, biometrics identification systems, bollards, electronic locks, thermal imaging cameras and access control solutions were all on display across the three-day event held in Sydney in late July.

The Security Exhibition and Conference will return in 2014 from 4–6 June at its new location in Melbourne. For more information about Security 2014, visit www.securityexpo.com.au.

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