Facilities Management Aug 2015

EDITOR’S COMMENT

INCORPORATING

ISSN 2071-9299

AUGUST 2015

FM No. 004

WOW FM OMEN

THE 590KM FM CHALLENGE!

FINGER ON COCA-COLA’S

PULSE August 2014 jFM

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Renewed pipes for Pretoria West Hospital Customer: Pretoria West Hospital is a state hospital in the City of Tshwane Metropolitan Municipality. Leaks from the corroded cast iron storm water downpipes, encased in the building’s structural columns, were causing extensive water damage to the building.

Circumvention: Replacing the pipes was a completely unviable option as the roof slab and walls would need to be cut open in multiple places to access the failing pipes. The only two options were to reroute, which is very time consuming or reline which was completed in less than a month.

System: The damaged system consists of 23 cast iron full bores feeding vertical storm water stacks running from the roof to the ground floor. The stacks are encased in structural columns.

Solution: Nu Flow’s unique technology is the most cost effective solution in this situation. Using specialised micro-cutter cleaning machine and purpose designed cleaning heads Nu Flow technicians cleaned and de-scaled the inside of the damage pipes returning them to their original diameter.

Situation: The integrity of the vertical cast iron stacks was seriously compromised by corrosion and major leaks. Replacement of the stacks by conventional means would require extensive structural work because the pipes are built into the building’s columns and was simply not an option.

Made to measure epoxy saturated structural liners were then winched into the pipes. Within the liner is a rubber bladder. Once the liner is in position the bladder is inflated and the epoxy left to cure. Once cured, the bladder was removed leaving a “new pipe” within the host pipe. No more leaks and no more water damage.

Need relining done?

Want to become a Nu Flow Installer?

Contact us:

(+27) 87 160 0330 enquiries@nuflow.co.za www.nuflow.co.za August 2014 jFM

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SOUTH AFRICA

Turn this...

™

...into this!

EDITOR’S COMMENT

Terry Owen

2

News & Products

10

“My 590km long FM challenge”

14

FM man has finger on Coca-cola’s pulse

18

Women in FM Rochelle Damans Charmaine Sambo Lebogang Shole

28

– 19 – 21 – 25

FMs need not worry about lifts and load shedding

Incorporating

32 36

Case study: Retrofitting sewage plant Corobrik brings colour, sustainability to mall

38

Legrend celebrates 30-year milestone

39

Lighting up bodies and buildings

40

Join the drive for country to thrive

Taking the bad with the (very) good

S

outh Africa really is a mass of contradictions. On the one hand there is the currency that goes into a tailspin every time someone coughs in the US, or comes down with a fever because of China’s woes. “Typical emerging market conditions,” we are told, but South Africa remains the weakest of the emerging market currencies. There is a cloud of gloom amid load shedding, fuel rises, talks of a water crisis, another postal crisis, more strikes, and no jobs to be found anywhere. It’s no wonder drivers are ratty and dangerous, everyone appears to be on edge and the slightest remark that someone takes amiss leaves a stinging cheek.

On the other hand, and I thought of this very clearly while driving to a function in Midrand just before sunrise, wow, look at the Mall of Africa taking shape, look at all the development, look at how the landscape has changed just in the last year. It really seems like a different city has arisen while we were all busy snapping at each other, almost as a rebuke to us, made more stark and wonderful by all the new lights and buildings in the very early morning light.

Not only that, there seems to a trillion malls taking shape everywhere in the country. The built industry appears to be thriving.

Editor Women in FM See story on page 18.

Cover image: Dreamstime

Terry Owen terry@fmexpo.org

Layout Alois Sajanga alois@fmexpo.org

There are cranes everywhere. A road I travelled just the other day when I had to negotiate my way timidly around the potholes is now all fixed, a brand new road. I can’t believe it, and the gloom lifts momentarily and plummets again when a voice on the radio informs me that a South African recession is imminent. “Really?” I think. I remind myself, dismally, that yes, of course this is possible, and just to enforce that mood, I am virtually forced off the road by a taxi hurtling down the wrong way.

Then I also remind myself of my beloved FM industry, and what my friends in the biz have to cope with on a daily basis. They appear to love challenges and will find a way to make things work, sometimes against incredible odds. I become happy again, and thank my lucky stars that I belong in this industry, that I am surrounded by such positive and amazing people.

So, gloomy? Me? Possibly, but not for very long.

Advertisement Sales Melinda Alevras Melinda@fmexpo.org

Printing ABC Press

@tex_owen

Copyright & Disclaimer Facilities Management (ISSN 2071-9299) is published 12 times a year by T.E. Trade Events.

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The views expressed in this publication are not necessarily those of the editor, employees or publisher.

Published by Subscription Sales & Admin T.E. Trade Events (Pty) Ltd, 1st Floor, Ice Site Building, 263 Oak Avenue, Ferndale, Randburg Phillip Nkomo, phillip@fmexpo.org PO Box 650291, Benmore, 2010. Tel: 011 781 5970, Fax: 011 781 6079.

August 2015 FM

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NEWS & PRODUCTS

Grand Towers focuses on Nigeria

Artist’s impression of Minna Mall, the first Shoprite-anchored mall in Minna, Nigeria.

C

apitalising on the huge, pent-up demand for quality retail space from Nigeria’s emerging middle class – fuelled by a fast-growing, aspirant population with considerable buying power, rapid urbanisation and improved infrastructure, Grand Towers Property Fund is investing in retail and mixed-use developments with multi-national anchors in state capitals or ‘second-tier’ cities in Africa’s largest economy.

Registered in Mauritius, the Grand Towers Group developed the first Shopriteanchored mall in Abuja and the Grand Towers Abuja Hotel which was commissioned in March 2013.

Says Peter Collins, CEO of Grand Towers Property Fund: “We are partnering with Shoprite – which has planned a massive rollout of 50-60 malls in Nigeria – and other multi-national tenants seeking access to this under-serviced market in the development of further malls in Africa.

“The next cities earmarked for the launch of Shopriteanchored malls – comprising over 24 000m2, are in the state capitals of Minna in Niger State, Port Harcourt,

August 2015 FM

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in the hub of the country’s oil industry in Rivers State and Ekiti, the capital of Ado-Ekiti state.

“These will be the first Shoprite stores in these cities. In Minna, the new 8244m2 mall will be centrally located in the centre of town, in Port Harcourt a mall of 8100m2 is well positioned on the airport road, while in Ekiti, a mall comprising 7700m2 will be situated on the university road, about 2000m from the centre of town.

The third largest contributor to GDP, the Nigerian retail market is experiencing burgeoning growth, steadily evolving from a large-scale informal sector toward formal spaces, encouraged by state government in an effort not only to provide better living conditions and quality of life for citizens but also to improve the standard of products and diversify the economy.

Says Collins: “This is underpinned by a strong demand among a young and increasingly savvy urban population for high quality, stress-free retail environments and a modern vibrant shopping experience which includes leading international brands. This has prompted multi-national developers to seek land to develop malls anchored by South African retailers, thereby creating nodes of development

in major metropolitan areas.

“Partnering with the best in African property professionals to deliver quality, the fund offers a sound investment opportunity for those seeking exposure to the biggest retail explosion in decades in Africa’s largest economy. With some 180-million consumers in Nigeria, expected to grow to 211-million by the year 2020, the demand from a growing middle class for quality space is unprecedented.

“Grand Towers has access to these land portions in high-demand locations ideal for multi-national tenants and provides a secure vehicle to achieve excellent risk-adjusted returns from this market, achieving liquidity in year three, and with a five-year exit into a listing or directly to REITs (real estate investment trusts).

“Initially our primary focus is on West Africa and Nigeria specifically, with sites already secured in Abuja, Lagos, Jos, Kalaba and Kaduna, which are in various stages of preparation for development flowing from Shoprite’s targeted list of stores in these states. We will also diversify into properties in East and Sub-Saharan Africa, with sites being identified in DRC (Democratic Republic of the Congo), Kenya and Ghana,” says Collins. n

Peter Collins, CEO of Grand Towers Property Fund

NEWS & PRODUCTS

Finance creativity and service proves key

The Merchant West team (from left) Vic Viljoen – Director Commercial Asset Finance; Wendy Wilson – Sales Support; Tinus de Wet – New Business Acquisition, Agriculture; Chantel Humpel – Group Marketing and Client Retention Manager

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mith Power Equipment (SPE) specialises in high-ticket capital equipment that includes tractors, quad bikes, generators, forklifts, golf utility vehicles and golf carts and according to SPE communications officer, Robert Keir, the importance of creative financial solutions and good service from the finance house in closing the deal is often underestimated.

“I have seen the power of creative financial solutions from Merchant West time and again. Today one has to accept that there is basic product parity in the market and the so-called extraneous factors like service and financial solutions that fit the customers’ needs are most often the factors that ultimately make or break the deal. In this regard we owe Merchant West a significant debt of gratitude,” says Keir.

Merchant West’s director of Commercial Asset Finance, Vic Viljoen, says the company’s main

competitive advantage is its ability to give customers a personalised service and to tailor the financial solution to their specific needs. “While we are one of the largest privately owned financial institutions in South Africa, we are still small enough to provide our clients with solutions that take their own unique challenges into account,” he says.

He adds that SPE and Merchant West have been particularly successful together in the agricultural market, which represents a dynamic landscape that demands operational and financial innovation. Merchant West’s underlying success in this regard is that it provides finance options that are designed to meet the challenges farmers face with regards to input, operations and revenue and it designs products with the flexibility that enables repayment linked to production cycles. “Crucially this allows customers to pay when they have the cash,” says Viljoen.

“Understanding this ethos is what sets Merchant West apart from our competitors.”

Viljoen says that while Merchant West’s macro business strategy makes the ultimate difference to customers, it is reinforced by the company’s willingness to make extremely competitive offerings in the detail of the deal.

“For example we offer operating rentals with no deposit and we are able to offer interest rates as low as Prime -3% on selected products. We also offer ‘off balance sheet’ financing which has many advantages including: no initial capital outlay; improved cash flow by maintaining current working capital; lease payments are fully tax deductible and VAT is paid monthly,” he says.

Keir says that while Merchant West’s unique financial approach has made a palpable difference to SPE business, the other side of the coin is their excellent customer service. “All the financial wizardry would be to no avail

if the customer didn’t get the personalised and caring service they deserve when investing large sums of money.

In this regard Merchant West is exemplary,” he says.

Henri Goosen long-time client of Merchant West concurs.

“I have been a Kubota user for some time and apart from the great product I am faithful to the brand because of the excellent service I have received from Merchant West.

They make life much easier with their innovative and forward thinking finance ideas,” Goosen says.

Viljoen says that Merchant West has a holistic approach to service and that this objective is achieved through the collective expertise of their high-calibre teams. “In short, our philosophy can be summed up as: anchored by integrity, driven by imagination and inspired by our clients,” he says. n

August 2015 FM

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NEWS & PRODUCTS

New waterproof emulsion hits SA

Applying bitumen instant waterproofing emulsion Plastimul 2K Reactive.

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outh Africa is only the third country in the world to introduce Mapei’s innovative bitumen instant waterproofing emulsion, Plastimul 2K Reactive. The product is another technology innovation from the international Mapei group, world leader in the production of adhesives, sealants and chemical products for building.

“The remarkable new product offers completely seamless, fast track application with rapid drying,” says Mapei South Africa’s Product Manager, Paul Nieuwoudt. “It can be over coated with conventional roof coatings and can be applied over existing torch-on membranes without any special primer. Such is the confidence in the product that guarantees up to 10 years can be given.”

Plastimul 2K Reactive is a two-component emulsion that is applied by airless spray to give immediate waterproofing of structures below ground such as the outside of foundations and retaining walls, as well as virtually any horizontal and vertical surfaces that are not exposed to UV. The blended components immediately begin setting to form a partially-hardened membrane which is highly flexible, waterproof and resistant to leaching. The tough fully-cured membrane has a high elasticity and crack-bridging cap-

August 2015 FM

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acity. The product is suitable for all types of concrete and cellular concrete surface, limestone, pumice, lightweight brick and breeze-block masonry, render and screeds.

At a recent product training seminar, held at the Mapei South Africa headquarters in Bartlett, Johannesburg, waterproofing applicators were extremely impressed with Plastimul 2K Reactive. The two day seminar included theoretical and practical product training sessions, as well as participative demonstrations of the Spanish Gama spray equipment.

A call for help was received during the seminar to solve a longstanding problem with a concrete roof at a secondary school in Danville Park, Durban. Continual leakage was being experienced through the existing torch-on membrane, which was not coping on a roof cluttered with pipes, vents and skylights.

The client wanted a fast track solution with minimal interference to scholars. Plastimul 2K Reactive was the ideal solution and Mapei South Africa approved applicator, Stonehaven Projects, was appointed as the application contractor. They completed the school’s roof refurbishment in a day, applying the product at 3kg/ m² to 480m² of roof and finishing with two coats of Mapei Aquaflex

Roof HR reflective paint to protect the Plastimul 2K Reactive membrane from UV sunlight.

During the seminar, Mapei South Africa also took the opportunity to conduct a refresher course on Purtop 400M, the company’s hybrid polyurethane waterproofing membrane, as well as have presentations on the Mapelastic range of sealing products.

Stonehaven Projects had been awarded a contract to apply Purtop 400M in all anti-root applications on a landscaping project. Purtop 400M is a two-component solvent-free product that is applied by spraying with a high pressure, bi-mixer type pump to form a hybrid polyurethane membrane.

The membrane is suitable for applications such as the immediate on-site waterproofing of decks on bridges and viaducts. It has extremely good resistance to alkalis, dilute acids and detergents, combined with an excellent tensile and tear strength, while its rapid set allows light foot traffic within 20 minutes.

“Our product training seminar was highly successful,” says Nieuwoudt. “In particular, the unique Plastimul 2K Reactive, which has no equivalent in the local market, attracted strong interest.” n

Today’s decision makers need to stay abreast of the latest industry trends and developments, no matter where they are.

They need the right information at their fingertips to ensure the optimal and efficient use of resources.

Facilities Management incorporating Urban Green File provides cutting-edge information on the latest issues and procedures regarding facilities management. Our audience is the INCORPO

facilities-management solution providers and consultants such as mechanical engineers,

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JUNE 2015

FM No. 002

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electrical engineers, architects, interior designers

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and owner/operators of properties and facilities: business people, responsible for financial decisions

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about the operation, maintenance and expansion or development of facilities, who are interested in running a profitable and sustainable facility and keen to learn about new business approaches and technologies.

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NEWS & PRODUCTS

M Call SE Controls (031) 466 1857 or Johannesburg 082 451 7001

aintaining precise control over indoor air quality, temperature and energy consumption are key considerations for buildings using natural ventilation (NV) systems and SE Controls’ new compact NVLogiQ room controller provides an innovative solution to meet these requirements.

Using new control and performance algorithms, it not only provides advanced monitoring and control of NV systems in individual rooms or zones, but also combines integrated data logging for detailed building performance and environment analysis, offline.

The controller constantly monitors indoor air quality, temperature and humidity and via separate

PSU’s (power supply units) and actuators, automatically manages the operation of windows, louvres and vents within a building’s natural ventilation (NV) system, as well as controlling the heating.

Capable of being used as a stand-alone controller or as a networked solution throughout a building, it is perfectly suited to classrooms, offices and other NV applications that demand a stimulating and comfortable environment.

In addition, NVLogiQ’s integral data logging capability presents a range of opportunities for consultants, contractors and facilities mangers to not only verify a building’s NV design and performance, but to also enable

accurate post occupancy evaluation to be easily undertaken.

CO2 temperature and relative humidity readings are continuously displayed on an integral LCD screen while a red, amber and green ‘traffic light’ display gives a constant indication of indoor air quality. A manual over-ride capability is also built into the room controller, allowing staff to temporarily open or close windows, louvres or other ventilation devices.

NVLogiQ’s versatile and powerful control structure has been designed to enable it to be used in a range natural ventilation strategies including cross ventilation and single sided ventilation as well as managing passive ventilation and night purging. n

Premset architecture now available

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chneider Electric, a global specialist in energy management, has introduced its new Premset architecture, now up to 17.5 kV, to southern African utilities looking

August 2015 FM

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to improve availability and safety, while still remaining flexible and modular.

According to Canninah Mapena, director of the energy division at Schneider Electric South Africa, the compact modular vacuum

switchgear, a next generation of medium voltage (MV) switchgear, is a new way to design, install, and operate MV networks.

“With three-in-one breaking-disconnecting-earthing functions, it also features smart-grid functionality and a distributed architecture for easy installation, operation and scalability. It is so compact it fits in any environment,” she says.

Mapena adds that with its shielded solid insulation (2SIS) the risk of internal arc is reduced. She also highlights that the intelligent electronic devices used in the Premset system have been designed to optimise substation performance.

“Based on standard communications protocol, they have a plugand-play scanning system for

easy configuration,” she says.

Because it has been designed for the smart grid, the Premset switchgear enables greater efficiency through advanced monitoring and control. It helps ensure peak network performance in several ways, including feeder automation with built-in communication and local intelligence, load management with integrated smart metering, assets management with the advanced monitoring of switchgear, and the use of standard communication protocols.

“Premset’s smart grid embedded features are improving the management of today’s networks and are anticipating the future, more severe requirements of grid-management regulations,” says Mapena. n

NEWS & PRODUCTS

Highlighting potential of BIM in built environment

I

n a bid to support professionals in the built environment sector, the Royal Institution of Chartered Surveyors (RICS) has released three new research reports focused on Building Information Modelling (BIM). BIM has largely become a symbol in some quarters of how technology is changing and the profound impact this will have on how the sector develops into the future.

Says TC Chetty, RICS Country Manager for South Africa: “The new research papers aim to share insights and experiences from various stages of the real estate life-cycle and examine various aspects of how and where BIM technologies are employed to improve project coordination.

BIM was originally developed by the architecture, engineering and construction sectors but as these research papers illustrate, it also has its uses in other areas and

sectors where it can influence project costs and facilitate better information flow.”

Says Alan Muse, RICS Global Director of Built Environment Professional Groups: “These new reports look at the development and effects of BIM across valuation and construction. They emphasise that a collaborative tool requires collaborative implementation in order to gain the full benefits of improved technology and standards”.

The three BIM reports include: Collaborative Building Information Modelling (BIM): Insights from Behavioural Economics and Incentive Theory (April 2015).

This report outlines the findings from a research project that explores the potential and pitfalls of collaboration on construction projects and matches these with an analysis of BIM. The work investigates how BIM can improve information flows and enable collabora-

tive working practices, particularly among suppliers in the lower tiers of the construction supply chain.

Utilisation of BIM in Construction Cost and Project Management Practice: North America, China & the UK (June 2015).

This report examines how BIM is used in the North American, Chinese and the United Kingdom (UK) construction markets and the opportunities and challenges faced by professionals in its development.

Building Information Modelling and the Value Dimension (June 2015) This report investigates the potential for property professionals to use BIM data. Workshops were held with property professionals in Sydney and London along with a global online survey to identify the data types and needs of property professionals which were then mapped out across the property lifecycle.

Says Chetty: “As the built environ-

Alan Muse, RICS global director of Built Environment Professional Groups. ment sector begins to see the value of BIM and as it is adopted internationally the case for international standards becomes clearer. International Construction Measurement Standards (ICMS) can support BIM standards and help provide a common direction to how BIM develops in different countries. RICS is currently working in a coalition of global organisations to create such overarching international standards that will harmonise cost, classification and measurement definitions in the constructions sector. This will enhance comparability, consistency and benchmarking of capital projects around the world.” n

Pinnacle Security Solutions

Affordable Security Solutions No budget to purchase? Use our operating lease model.

There has been a longstanding tradition in the electronic security industry to want to own the technology that is deployed.

Changes in both the economy and technology in recent years, however, are putting pressure on this tradition.

Introducing PinnSec Rentals off balance sheet – 100% tax deductible expense.

Keeping with the latest technology at an affordable rate.

Short term bridging finance for rental projects.

Terms as long as

60 months.

For more information contact Tim Timmins: timt@pinnsec.co.za or 011-041 4300.

August 2015 FM

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NEWS & PRODUCTS

Enhance security with P2000 security management

I

t is imperative for organisations to keep employees safe and productive, while reducing costs and complying with mandates and regulations. Businesses invest in multiple technology solutions that work in isolation, and more than often, there is no intelligent platform that allows these companies to maximise their security investment.

Furthermore, it is necessary to integrate disparate security solutions in order to achieve enhanced functionality. Purchasing more card readers or access control technology won’t necessarily bolster security. In fact, without the right integration platform, your existing, disparate devices and systems could actually be restricting movement, wasting money and limiting your growth potential and productivity.

Johnson Controls is perpetually introducing new features and functionality into its P2000 security management system, an innovative integration platform that’s adaptable to small and large organisations. Installed in thousands of facilities around the globe, it’s helping to lower operational costs and create more comfortable, safer and sustainable business environments.

The versatility of P2000 supports a company’s business growth, providing more intelligence and enhanced functionality to the overall security of a business. For example, it offers: • Integrating badging systems with your HR database streamlines

operations and reduces human error while creating an audit trail.

• Combining live video, intercom and open door functionality on one workstation saves staff time.

• Wireless lock integration reduces installation costs and creates a more secure facility.

• Intrusion panel integration protects your investment in existing technology and minimises capital investment The P2000 offers the control of

an integrated, future-ready technology platform. It will work with virtually any security and building system technology or equipment currently installed, as well as with new technologies to come, including: • Digital Video Recorder (DVR) Integration with Approved DVR Systems – Enables operators to manage recording and camera functions from a single P2000 workstation.

• Intelligent IP Door Lock Integration – Streamlines the

installation process, reduces costs and enables real-time communication in locations where it would be difficult to install a wired lock.

• IP Intercom Integration – Seamlessly combines live video, intercom request and open door functionality on one P2000 workstation.

• Intrusion Panel Integration – Enables extended control and auditing of more doors throughout a facility.

• Elevator High Level Interface – Enables access control integration with elevator system. n

Serco offers side roll-up door for trucks

T

he Robinson Shutter, an aluminium side roll up door, has recently been introduced by Serco for local dry freight customers.

Unlike barn doors which require an unobstructed swing clearance to open and close, the ‘roll up door’ can be easily accessed from the side which offers an improved access to load vehicles. The shutters bail up above the door aperture eliminating the need for internal roof mounted rails required by traditional ‘roll over’ doors which are sometimes used.

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The slim aluminium extruded profile makes the Robinson Shutter a lightweight, rattle-free option which is simple to use and available with a variety of durable locking options.

The door is easy to operate, offering customers improved access to the load.

Bakers SA Ltd have opted for the side mounted roll up doors on seven new vehicle bodies recently manufactured

by Serco. n

One of the new side loading vehicles manufactured for Bakers SA.

FM MANAGEMENT

“MY 590KM LONG FM CHALLENGE!”

Arthur Coy has been praised for his vision, support and leadership. As one of the early FM pioneers, he showed he has what it takes to make this a brilliant, highly effective industry. As testament to his abilities, the N4 Maputo Corridor is a terrific legacy.

Terry Owen meets this remarkable man.

August 2015 FM

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I

remember quite some time back there was a movie called “My Brilliant Career” with Australian actress Judy Davis. It was indeed a brilliant movie and has stayed with me throughout the decades.

The movie came to mind when interviewing Arthur Coy, who was one of the earliest practitioners of facilities management in South Africa. Although he would never say it, being an astute, humble man, ‘innovative’ is the first impression I got – and my gut feels are hardly ever wrong.

Arthur is well known in business circles as a successful leader and strategist. He has been managing people, projects and businesses since 1975. His skills in the construction and civil engineering are legendary. He has also served on the Chartered Institute of Building, the SA Federation of Civil Engineering Contractors, the Building Industries Federation and as a member of the Institute of Directors. He has also served as Chairman of the Johannesburg Country Club.

He started his construction career with Murray and Stewart, as it was known some decades back, and then with Murray and Roberts.

His foray into FM began with a period at Drake and Scull, one of the biggest outsourcing FM companies in Africa. What an excellent introduction to the industry!

“There wasn’t really much FM in South Africa at that time,” says Coy. “People really didn’t know what it meant or what it entailed.

We explained that basically it was allowing companies to focus on their core business, while we did everything else. It was quite a new kind of concept and didn’t exactly hit the ground running! Many thought that FM was interfering with the business, when we were doing the exact opposite.”

Eventually, though, the concept grained traction and as more companies saw the

amazing benefits that FM brought to the benefits, more and more bought into it. He says that he went to the US a couple of times to take in what was happening with FM there.

“Outsourcing was an idea that originally emanated from there – believe me, everything that they could possibly have outsourced, they did! But FM for me was truly thrilling. I’d spent my life in the construction industry so the whole idea of looking after buildings wasn’t strange to me at all.

“FM really is about managing a whole lot of sub-contractors, and it’s the management process of all that, so it’s not rocket science, but you also have to have a working knowledge about everything that makes a building perform optimally.”

His biggest and best (to me) project, and one that really gripped my imagination, was managing the N4 toll road from Pretoria to Maputo – something that he calls “my 590km long FM challenge”. Personally, I’d never heard of anything like it. I mean, isn’t FM about buildings and such? Yes, indeed, but a road?

“It’s the management of a facility, and that could be anything,” laughs Coy, when he looks at the astonished look on my face.

“The N4 is a facility for cars to travel a long stretch between destinations. It has to be managed like any other facility.”

Of course. What an idiot I am to think otherwise, and I wonder how many others are also ignorant of this fact. Ah well, you needn’t be anymore. FM in a different guise.

Needless to say, I am enthralled.

“I was approached the French-based Bouygues Construction company (owned by Martin Bouygues), the second biggest construction company in the world. They knew I had been in construction and was now in FM. The company was awarded the contract from SANRAL to build and manage the N4, and they thought that I had the necessary skills to help them.

“I got involved very early on in the construction phase of the project, while they were building the road and the toll plazas, and after that was done I managed the tolling aspect.”

Coy was CEO of Trans African Concessions (TRAC), the company involved in handling the project. His tenure came to an end at the end of September 2013, and the board had this to say: “This is the end of an era for TRAC and MCLI (Maputo Corridor Logistics Initiative), which has worked very close with Arthur since its inception in October 2003. His vision, support and leadership has been

Arthur Coy – FM legend.

“

FM really is about managing a whole lot of sub-contractors, and it’s the management process of all that, so it’s not rocket science, but you also have to have a working knowledge about everything that makes a building perform optimally.

August 2015 FM

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FM MANAGEMENT

Arthur stands proudly next to the N4 motorway.

August 2015 FM

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immensely beneficial to the Maputo Corridor, and has brought significant benefits to the region while giving the toll route considerable profile. We will sorely miss this direct interaction with him.

“Arthur helped shape TRAC, the N4 toll route and its people in both South Africa and Mozambique into an effective and strong unit. For many years, Arthur has given excellent service to the company, its road users, external stakeholders, the community, SANRAL and ANE (Mozambique Roads Agency). He leaves a company which operates on a sound footing, takes care of the community in which it co-exists, with a healthy future ahead,” says Board Chairman Jurie Swart.

Coy has this to say: “I’ve always enjoyed challenges and new innovations and I am looking to impart my experience and knowledge in an advisory capacity to small and developing businesses.”

He has been doing just that ever since.

I ask him if he has seen major shifts within the FM industry.

“Oh most definitely,” he says. “It’s become very sophisticated, with building management systems, and other FM-specific technology. In the old days, we used to scribble things on pieces of paper, or on the back of cigarette boxes!

“I have also been keeping track of the boardroom involvement with FM – it’s something that is particularly big in Europe and the US. The whole idea of lifecycle planning, which is what it basically is and understanding the core business – those concepts are still quite challenging, but for me, just getting through to the senior management and board members of what FM is all about is still paramount for me.

“It’s somewhat easier these days than it was in the past because there’s less of a ‘mystery’ around FM. “There’s still a bit of hesitation in adopting it, or fully buying the whole package, so breaking that barrier is a little easier, but I still think that there are barriers.

“Full buy-in from the top echelons will definitely happen in time, but it’s a slow creep.

The biggest thing in the US is outsourcing, because it makes the most sense. In certain areas here, there is still somewhat of a bit of negative attitude. A lot of FM here is still handled in-house. People think it’s cheaper and more effective, plus they’ll have more control, by doing it this way. They need to take a look at the success stories, and they’ll soon change their minds.

“If I’m a production manager in a factory, say, my key focus is on production naturally

“

I’ve always enjoyed challenges and new innovations and I am looking to impart my experience and knowledge in an advisory capacity to small and developing businesses.

and keeping the building watertight and the floor clean is very much secondary, whereas outsourced FM would have a plan in place to continuously monitor building maintenance. Also, being an outsourced company, you have to meet your KPIs, or you’re gone.

That’s a very important factor to have your finger on the pulse at all times. I would have thought that once management realised this, they would jump at the chance to have a dedicated FM team looking after their property! Also, once they realise the savings that can be effected by such a team, they would leap at the opportunity.”

He says that in his experience there’s generally 20-30% efficiencies that can be effected. As an advisor, the company concerned saved a client R400 000 on electricity by tackling very basic issues.

“News like this is starting to filter through the wires, so I’m sure that FM will become a lot bigger in South Africa. I personally feel there’s not enough FM leadership in terms of selling the brand and taking it forward.

You have to have the right people in the right boxes to change it. Personality is the most important key factor in this – and the type of personality that is needed is in short supply.

In any event, however long it takes, there’s no doubt there’s no stopping the growth of FM. Worldwide, it’s proved to be one of the biggest growth industries – and there must be a reason for this.”

Indeed. If the extremely positive comments from exhibitors at the recent FM Expo are anything to go by, FM is most definitely here to stay.

And as far as Coy is concerned, his crowning glory, the N4 Maputo corridor, remains a proud legacy at what effective FM can really achieve.

A brilliant career? You’d better believe it. n

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August 2015 FM

15

OPS MANAGEMENT

FM MAN HAS FINGER ON COCA-COLA’S PULSE You’ve got to have your wits about you when you’re managing the property of one of the world’s most iconic brands.

That, indeed, is what Darryl van Vuuren, has. He has the FM role down to a fine art, which is quite a feat considering the size and complexity of his portfolio.

Terry Owen reports on the man, and his mission.

August 2015 FM

16

W

hat’s it like to work for one of the world’s most iconic brands?

“Stunning!” says Darryl van Vuuren, Coca-Cola South Africa Facilities and Administration Manager. “It is the most vibrant company I’ve encountered.”

Recent SAMFA-joiner Van Vuuren has been with the company for 28 years, so he should know. From the sounds of it, too, he’s never really wanted to be anywhere else.

He is a qualified marine engineer by trade and took his skills to various places including the naval dockyard in Durban.

When he says he’s a technical guy, you’d better believe it. He’s a thorough nuts-andbolts man, and what better grounding than this for FM Ops? But first, he spent a lot of time in manufacturing and engineering within Coca-Cola.

He joined the Production Impact Teams (PIT), run out of head office in Atlanta, US, and travelled the world spending three months at a time assessing Coca-Cola plants (efficiencies, capabilities, health, safety and production). After this, he came back to Africa, taking care of plants throughout the continent.

“About two years ago management in South Africa were looking for someone

to take charge of the facilities at head office in Johannesburg and I was ready for the challenge! There’s two parts to the job – some strategic and Ops, which was very much what I had been doing with the plants. When you’re on the ground in this environment. Basics comes first. It’s no good focusing on strategy if your basics are falling apart! You have to build from the bottom up, which was the grounding that I acquired while at the plants. Once everything in ops is in place, you can start to focus on strategic and have a good base to make decisons on.”

As far as buy-in from management goes, he says that Atlanta is very people-focused,

August 2015 FM

17

OPS MANAGEMENT

and this is one pillar the company has continued to build on, and one of the reasons why the company has been so successful.

Aside from Atlanta, there are various business units throughout the world.

“We report to Turkey as a group,” says Van Vuuren, “and the group reports to Atlanta. Africa is split into two areas – North and South Africa of which we form a crucial node. As a technical person, though, I find myself in virtually all African countries, dealing with plant issues throughout the continent.”

He says that he was also part of the technical team that did the design and greening of the Heidelberg plant (see Valpré story in the July issue of FM), which has a big solar element as part of the all-inclusive sustainability feature of the plant.

“I have a big portfolio here. Apart from the normal FM functions, I manage all the AV presentations, and we have an abundance of meetings, functions and video conferencing. Obviously I try and ensure that these go off without a hitch.

“Aside from that there are all the building maintenance issues including the basement and water pumps, plumbing, flooring, HVAC and lighting. On the soft services side, there’s the switchboard and reception, canteen, company vehicles, mailing room and landscaping. I have a co-ordinator who assists me. We also have a new maintenance system which is based on Atlanta’s 360 facility management system which I am in the process of getting up and running. It’s a web-based system and features asset management as its key, focusing on monthly check sheets based on routine checks and maintenance checks, among other pointers. It truly is an amazing system, and I can see why it’s been so readily adopted by Atlanta.

“It will provide facts on costings, and what areas need to be focused on to ensure higher productivity, efficiency and cost savings.”

There are three buildings on one site in Gauteng which he manages, and he also “looks after” the external maintenance of the Frigo Glass building in Aeroton, Johannesburg.

What is a normal day like?

“I start round about 6.30am, go through all my e-mails, paperwork and peer requests. After that, I start on my walkabouts around the building to ensure everything is operating as it should. We do a lot of meeting set-ups, which are done according to what the particular needs are.

“We outsource everything – the can-

August 2015 FM

18

teen is outsourced to TSAfrika Catering Solutions, the cleaning to Bidvest Prestige, the mailing room to DHL – we have a person from DHL continuously on site as we do a lot of shipping – and the switchboard to Smollans. We have found outsourcing to be the perfect answer for us. There are SLAs in place for each service provider, and there have never been any problems meeting requirements.”

He says that he feels that FM is a very comfortable fit for him.

“The challenge with FM is that it covers everything. It is a multi-disciplined field and you have to have a working knowledge of many aspects to building maintenance and sustainability. It’s probably for this reason (and this is often cited) that no-one suddenly wakes up one morning and decides to make FM a chosen career path. People, including myself, normally arrive at FM at a certain time after pursuing their career, and they can chose to follow it and see it as a natural progression, which is exactly what I did, and am very grateful that I did.”

He says there are some 270 people housed in the head office, and there is a mix of many nationalities and personalities.

“You have to be able to adapt to dealing with many different types of personas, and this can be a big challenge and very daunting for many people. This is one of the toughest ‘finds’ for FMs – having the right type of mindset that can deal with this. I know there are not busloads of this kind of person out there, and that’s why it makes it difficult to find really good FM people.

“Dealing with this scenario takes a lot of negotiation and being able to service those needs. The hardest thing with FM is finding the right kind of personality that can deal at different levels, with different personalities and handling different functions and disciplines. Some people are sensitive to certain things and if that is not managed correctly, it can become a real problem. That’s why I don’t sit in the office and wait for e-mails to arrive citing issues. I walk the building! I have a lot of interaction during this activity, which is a vital part of my day. This way, I not only can see first-hand if anything is amiss, but it also takes the wind out of the sails of a problem before it gets fully blown!

So if I’m in my office for roughly an hour a day, that’s a lot!”

He says the most important function for him, or any FM, is to have your finger on the pulse at all times. It is vital when you are managing outsourced vendors too.

“HVAC and plumbing when outsourced is a very engaging activity, and if you don’t

“

This is one of the toughest ‘finds’ for FMs – having the right type of mindset that can deal with this. I know there are not busloads of this kind of person out there, and that’s why it makes it difficult to find really good FM people.

know what you’re doing, you could end up with a host of problems. The vendors may tell you that you need a new air-conditioner when you only need a part replaced, and if you’re none the wiser, that could quickly become an explosive issue.

“When we look for outsourced teams, we really test the market, getting as much history and information on the vendor concerned. We need references and records and you normally get a good gut feel when you meet the right people. They will show you SLAs and maintenance sheets for other clients, so our process is pretty thorough.

Darryl van Vuuren, Coca-Cola South Africa Facilities and Administration Manager.

Some other companies that I have heard of are less investigative and get involved with fly-by-nights with disastrous results.

“FM means being on the ground and I always tell people to be aware of the detail!

It’s those loose strings that you have not noticed or forgotten about that can trip you up! Like when maintenance has been done, has the area been cleaned up afterwards?

It sounds silly, but actually it happens a lot.

Check, check, check all the time!”

Van Vuuren reports to the Financial Director. He runs his own Repair and Maintenance (R&M) budget, which is part of a larger pool.

“The company, naturally, is on the lookout for savings. I started a detailed budget which was never used here before and I go through every line of spend with a fine tooth comb. It has to be a realistic budget, though, and that’s something I always strive for.”

I ask him if he would recommend FM as a career.

Without missing a beat he responds: “Absolutely! This is what SAFMA is promoting right now, and I’m behind that all the way. It is a brilliant career! If you realise how many assets and just how much money is involved, you realise how important FM actually is, and this could be a point of departure in promoting the discipline.

“The FM person provides an essential service to the greater business. You need people that can work independently and not keep running to management for advice.

So, letting the company concentrate on its core business is what it’s all about. They are not into property management – that’s the FM job! Is the building performing the way it should? Are there clean ablutions, are the associates happy, are the buildings safe?

The canteen is also a big issue, with so many different tastes, it has to be managed well.”

He says that adding value to the property is an important part of the FM role.

“Handling water issues properly is a must as well as energy usage and recycling has to be managed on a continuous and effective basis. I have to manage this particular building very carefully indeed. It’s too old to retrofit and it would cost far too much. So, for instance, the chillers are old and must be handled carefully. I’ve put the chillers onto the 360 maintenance system, and have linked them all together so if one goes down, the rest keep running.

“The lifts are a struggle. They are also old and need to be maintained thoroughly.

It’s a challenge, sure, but a very good

training for anyone. As far as energy is concerned, there are three generators that kick in with power outages and alert me by SMS. There are also flood sensors in the basement and in the case of flooding, the sensors also alert me via SMS. Temperature control is also necessary in the server room and if there are any malfunctions I will be alerted

by SMS. With everything live on my phone, management of the building becomes a lot easier!”

As far as health and safety is concerned, he has instituted programmes that are working well. He says the company conforms to all OSH safety standards as well as CocaCola Atlanta safety standards, which in certain areas are stricter than the OSH markers.

Van Vuuren says that he would definitely recommend outsourcing the FM function.

“It gives you, as the in-house control person, a platform to work within that team. You would be under an enormous amount of pressure otherwise.”

He has everything planned so well, it slots together perfectly like any jigsaw puzzle does.

“It’s not rocket science,” he says, although it may seem as such to many.

In any event, whatever it is, he definitely has liftoff! And Houston (sorry, I mean Atlanta), we most definitely do not have a problem! n

August 2015 FM

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WOMEN IN FM

WOMEN IN FM

Who’s who in the FM industry in South Africa? It’s time that we got to learn who our peers are and what makes them tick.

We’re starting off with “Women in FM”, which makes for great reading, highlighting a few of the movers and shakers in FM. We’ll be looking at other sector groups in the future – and you’ll come to know what a diverse and fascinating range of people makes up this exciting industry we’re in!

August 2015 FM

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ROCHELLE DAMONS

T

ell me a little about yourself, a brief overview…where you come from etc.

I am from a humble small town (Ladysmith) in Kwa-Zulu Natal. I came up to Pretoria to study and ended up staying here long after my studies. I am married with 2 kids (son- Tristan and daughter – Tatum). I like Pretoria because to a large extent it reminds me of the small town that I grew up in … the quieter moments that one can enjoy, and some lifelong relationships that are nurtured. People also still tend to take time to get to know you.

What are your qualifications?

I have recently completed my MBA (Management & Entrepreneurship) from University of Plymouth.

What is your job title?

CEO: Tsela Tshweu Private Company (Pty) Ltd Public Private Partnership with City of Tshwane (new Tshwane House Municipal Head Offices) Did you go straight into an FM position, or were you first appointed in another division?

I had no idea that I would end up in FM at the time.

I was soon enticed by FM, which was a relatively new concept at the time in SA. Are you involved in “Operations FM” (daily maintenance, management) or “Strategic FM”, handling more boardroom involvement, strategic planning and so on?

I have been on a strategic level of FM for a number of years now but have also served my years on an Operational level too, which gives me the holistic picture of what the industry entails and how best to implement practical and feasible solutions. Being in an executive level, it entails engaging with various entities and board involvement.

Are you in-house (with the core company) or with an outsourced company?

I have always been with an outsourced FM company.

Paint a typical day in the life of your job.

Strategic planning, mitigation of risk.

To be honest my typical day is unpredictable to a large extent, so it requires flexibility and being able to prioritising. I create tasks to miti-

gate risk and tend to automate a lot of these.

Contract compliance is key but also making time to engage with the client.

Are you part of a team, or are you leader of a team?

I am leading a team in a specialised part of the FM offering.

Are you recognised by management as being an integral and vital member of the business?

Certainly so!

The various entities, shareholders, lenders and board rely largely on me effectively fulfilling my role and making a success of the project and business.

Do you attend FM courses, and have they helped in your function? Which in particular would you say has been the most beneficial? Are you encouraged to attend courses, seminars and conferences?

I have attended FM accredited courses and definitely encourage others to attend accredited courses. This is a professional environment and should be seen as such.

I am also affiliated with various entities including SAFMA, SAPOA and WPN which promote FM, Property sector and Women in the industry.

A few years ago I read an article where the writer said : “My comment will always be that facilities management is just housekeeping on a really big scale.” This is exactly the shortsighted view of FM that we as professionals in the field challenge. Knowledge is key and certainly so in our industry and to build credibility.

We expose ourselves to industry norms and best practise and also benchmarking across the sector through studies.

The more we can optimise benchmarking to help our clients run their businesses effectively, the better service providers we will be.

Do you make it your business to have a knowledge about the functioning of the business – HR, IT, and so on?

Each department contributes to the running of the business. HR, finance and IT are what we refer to as support functions. These departments are enablers to effective operations and strategic planning of the business. A happy and well-functioning company translates to a happy and well-served client base, and it retains staff in the process.

“

I had no idea that I would end up in FM at the time.

I was soon enticed by FM, which was a relatively new concept at the time in SA.

Like HR can translate to healthy employee environment, so too can IT help to reduce operating expenses and improve sustainability.

If you are part of an outsourced operation, does your company adhere strictly to SLAs, or has there been misunderstandings on both sides? How were they resolved?

SLAs are helpful in measuring against yourself as well. By establishing a reporting process and adhering to SLAs, you can have early warning issues. You can identify critical areas or inefficient workflows and the team’s efficacy.

The balance one needs to strike between what you want to tell the customer and what you can deliver is easier spoken of than reached.

Service level agreements are ultimately about productivity, accountability and economics.

August 2015 FM

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WOMEN IN FM

Do you find that your gender has been a boon or an impediment to your progress in the FM industry?

There has been a lot of progress in the past 10 years. We need to celebrate where we have come from and where we are now — many women have achieved phenomenal things in the industry. But it can’t all happen overnight.

Women are faced with many choices. In addition to being chief information officers, MDs and GMs, we are also wives and mothers — equally huge responsibilities. We need to ensure a sustainable social fibre where we educate our children about being able to make a difference in the world of business, while also not neglecting our main duties of education and caring for our children.

Following on from that, do you believe that there is any kind of stigmatisation with regards to women in the industry?

We need to educate the industry (men and women) about what needs to be done to accommodate females in the industry. I think it is just a process that needs to be allowed to happen and we need to accelerate it as best we can by being best at what we do and claiming our rightful place of respect among peers.

Most of us FM professionals are born out of engineering and typical male filled roles. This is where women are breaking the barriers, changing cultural perceptions and carving a niche for ourselves in this sector.

Would you recommend this career to others?

Make sure you understand the full offering of FM and there could certainly be a career for you within the multi-faceted industry of FM. If you are adaptive, thorough, customer-focused and results-driven, you’ll do just fine in the end.

Personally…..

What are your core values?

Values provide guidance, direction, meaning and purpose in life. By understanding and living in integrity with your values, you start to understand who you are. Integrity, consistency Authenticity, compassion. trust, truth are such values.

What is your view on leadership?

Listening is the most powerful skill a leader can master. Good listening skills in this digital era due to information overload and shortened attention span is fast becoming an endangered species.

“The most important thing in communication is hearing what isn’t said.” ~Peter Drucker Early in my career, I had the good fortune of working with different mentors. As I observed one in particular, I realised that I enjoy solving complicated problems in practical ways.

What is your ambition?

Since becoming a recognised consultant in this demanding and competitive environment, it has taken a lot of hard work and long hours at times. I am often reminded that one of my primary reasons in doing this, was to try and strike a good work/ life balance and still be relevant in the industry and to be acknowledged for my professionalism and value added.

Is ethics important in leadership?

Ethical leadership is knowing your core values and having the courage to live them in all parts of your life in service of the common good. This entails respecting the rights and dignity of others, while also at times considering a part of leadership which is to increase production/ productivity and profits.

What would you say were the defining moments of your career so far?

We may not recognise them as such when they are happening, but their significance can grow over time. There are a number of experience that have stuck with me through the years and have shaped me as a leader.

I believe that people who respect your opinion will ask for it, so offer it with confidence.

Are you a ‘born leader’? How would you define your attitude as a business leader?

I am not sure I totally agree with the term “born leaders”.

Effective business leaders have a clear vision that is understood by the team.

They are good communicators and excellent listeners. They embody excellence and people orientated with compassion when needed. Client focused and flexible in meeting expectations.

Do you believe it takes a certain kind of personality to fit into the FM industry?

To succeed, you need a certain mix of patience, people skills and quick thinking, multi-tasking attention to detail.

August 2015 FM

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What are the key competencies to being a successful leader?

Good inter-personal skills, Emotional

“

Most of us FM professionals are born out of engineering and typical male filled roles.

This is where women are breaking the barriers, changing cultural perceptions and carving a niche for ourselves in this sector.

Intelligence more (maybe even more than IQ), wisdom, ability to make decisions (sometimes difficult ones), managing crises/conflict, an inclusive approach What are the key competencies to being a successful team player?

Integrity, reliability, competence, accountability, collaboration What makes you good at what you do?

I have a thorough understanding of what our industry entails and the role it plays not only in the property sector but also in business as a whole. I understand the importance of integrity and delivering what you have committed to and at all times understanding your client and what their expectations are. I have married my experience and qualifications to enhance my personal offering within this dynamic and ever evolving industry and broader business.

How do you ensure self-development? How do you manage this process?

I try and read and keep abreast of current development and current affairs. Introspection is often need to reflect on where you are , where you come from and where you need and want to be in the future. No matter what level of success, complacency should never set in. There is always room for growth.

How do you inspire colleagues and employees?

It gives me pleasure to see others realise their potential. It is a good feeling to be instrumental

in the growth of others …colleagues and employees. I encourage them to strive for more than where they are and to keep being informed. Never limit yourself!!

How do you measure success?

Success is a personal matter; so that when you achieve it you recognise it and not wait for external gratification.

“There are not secrets to success. It is the result of preparation, hard work, and learning from failure” - Colin Powell.

What is your overriding dream above all others for yourself, your company and for South Africa?

It’s always been to somehow make a mark and be instrumental in the winds of change especially for women as a whole.

As an ancillary support to the core business, do you go above and beyond your role to ensure corporate competitiveness?

Corporate competitiveness forms part of us keeping abreast of the times and adding value to our client offering. As an ancillary support to core business, part of what we offer is to enhance the core business by bringing in efficiencies and streamlining processes.

What message would you like to give to others thinking of joining the industry?

Understand the industry fully and understand that it is ever changing and requires flexibility.

The value of building trust through interpersonal relationships cannot be underestimated.

People can learn new skills; they can’t learn character. Lesson: Surround yourself with the very best people you can find.

How do you handle failure? What did you learn from it?

“Failure is not the opposite of success; it is part of success.”

“Don’t worry about failure, worry about the chances you miss when you don’t even try” Out of failure we can foster our potential future.

Who is you role model generally, and in the industry?

The person who has been the role model in my life is my mother. She has been my teacher, counsellor, and inspiration. She showed perseverance, compassion and moral fibre in all she did.

I don’t have specific role models in the industry but rather a lot of people who have helped change the perception of the industry.

What legacy would you like to leave behind?

As we go through our journey of life, we continuously create a personal legacy.

Our morals, values, the examples we set, the paths we choose, the decisions we make, and the way we conduct our life, create our unique signature in this world.

Dream big and never stop dreaming of things bigger than where you are.

What is your vision for the industry?

It is the duty of us all to address the gaps within our Industry/Sector. Corporate South Africa, as well as women themselves, needs to make sure that they create environments for women to be able to work and do the other things that they need to do.

What makes you happy?

Happiness is so interesting, because we all have different ideas about what it is and how to get it.

Defining moments are often part of what makes us happy. For me it’s the simple things and the old fashion values that bring happiness.

Family time, quality me-time and travel.

CHARMAINE SAMBO

T

ell me a little about yourself, a brief overview…where you come from etc.

Firstly, I am a single mother to a 15-year-old boy whom I love dearly.

I grew up as an only child to loving parents who raised me in Soshanguve (they still live there...).

My belief in life is that if something doesn’t fuel my passion, it is not worth pursuing. That’s the approach I have to most things in life. I have the same approach to work. Also, if one laces what they do and say with kindness, the world and life will also find moments to smile back at you.

Did you go straight into an FM position, or were you first appointed in another division?

FM found me, instead of it being the other way around. Started at TFMC as a commercial specialist, then moved to Steiner Hygiene as the Divisional Sales Director, then moved to Steiner group (executive transformation director). I am now working for Nedbank, responsible for the total FM portfolio for my region.

I must say, the ride has been a magnificent one.

What are your qualifications?

I am trained in Facilities Management, Supply Chain Management and Principles – a Wits management programme, and am currently pursuing a BCom degree.

Are you involved in “Operations FM” (daily maintenance, management) or “Strategic FM”, handling more boardroom involvement, strategic planning and so on?

My portfolio is at the coal face. Operations FM, which also incorporates the property portfolio’s strategic deliverables on a day to day basis. In my portfolio, I look after the granular and management portfolios for the following sub divisions: general maintenance,

What is your job title?

I am the “Regional Facilities Manager” for Nedbank properties and my portfolio is 200 000 m2 constituting the Nedbank HQ in Sandton .

“

My belief in life is that if something doesn’t fuel my passion, it is not worth pursuing.

August 2015 FM

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WOMEN IN FM

conferencing & reception, event bookings, soft services, special building specific projects, energy, water & waste management, curative, planned and preventative maintenance in its entirety plus the areas that are aligned to the group’s green initiatives.

Are you in-house (with the core company) or with an outsourced company?

I and my team are in-house resources.

We outsource specialised work to qualified and vetted companies though.

Paint a typical day in the life of your job.

Where do I begin...? Is any day in FM ever typical?

Let me paint a picture of what I plan to do daily – my daily wish (which changes as soon as the day begins on most days)...

A walkabout checking and inspecting all the pulse points, a brief with each subdivisions’ head on the day’s commitments and a forward-look at the coming period (week/ month/more long term), coffee (lol), Admin (work requirement quotation sign-offs, systems order approvals, supplier payments and staff reimbursements, meetings in-between with clients or suppliers, reporting, planning for the building, project delivery output management, preparations for curative work scheduling, lunch if I can find the time.

Are you part of a team, or are you leader of a team?

I lead a team of 60 in-house staff.

Are you recognised by management as being an integral and vital member of the business?

Absolutely, my portfolio is the largest in all of Nedbank’s properties.

Do you attend FM courses, and have they helped in your function? Which in particular would you say has been the most beneficial? Are you encouraged to attend courses, seminars and conferences?

To be quite honest, I have not had the opportunity to do so, which is always an issue with my line manager as he strongly encourages me to go. I always say to him, if it can give me more value than the in-house daily experience I am getting in my daily work.

Do you make it your business to have a knowledge about the functioning of the business – HR, IT, and so on?

As a leader in my team, it is my responsibility to keep informed. I am often the source of information.

August 2015 FM

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Do you find that your gender has been a boon or an impediment to your progress in the FM industry?

I have been quite fortunate in that instead of chasing opportunities, those opportunities have always found me.

Remember my statement about FM having found me earlier....? I have had the movements in my career progression as a result of invitations to interview and to join companies in their management structures. For that, I am truly thankful.

Following on from that, do you believe that there is any kind of stigmatisation with regards to women in the industry?

Stigmatisation only exists if it is given wind. I have worked hard to get to where I am, being a woman has also fuelled my drive and ambition because in the industry I am in, women are not a common feature.

What is your ambition?

To inspire myself and my team to greatness that will continue to prove to the organisation that having us as an insourced service group, we will continue to add more value through delivering to the known needs that will meet and exceed business’ expectation.

What would you say were the defining moments of your career so far?

• The work that I am doing now, leading a team of 59 predominantly male team is a beautiful challenge that has become a life’s purpose.

• Being the first to be selected for a management training programme by TFMC and ending up as their youngest commercial specialist for a national portfolio.

• Being the transformation head at Steiner Group and seeing the change I was making through training interventions for suppliers and staff at large on the B-BBEE codes of good practice.

Do you believe it takes a certain kind of personality to fit into the FM industry?

Yes it does, you have to love service.

You have to love people. You have to love project management. You have to be able to learn every day. You have to be able to lead (suppliers & staff). You have to love the dirty work (toilets, plant rooms, cement, etc).

“

People often confuse granular management with leadership. A leader inspires excellence in others, whether they depend on her or not.

Would you recommend this career to others?

Absolutely. Managed well, it can give one exposure to other business areas.If you have a total FM portfolio, you’re guaranteed an exciting ride daily.

Personally…..

What are your core values?

Honesty, integrity, trust, a hunger to continuously grow and learn.

What is your view on leadership?

People often confuse granular management with leadership. A leader inspires excellence in others, whether they depend on her or not. FM is an unseen portfolio until a basement floods or a chair breaks, therefore obtaining great reviews from clients is always an indication of a team well lead.

Is ethics important in leadership?

Absolutely, when trusted to spend millions of rands of the company’s money and to look after assets worth billions, ethics have to be at the core of what any FM does. You are not only affecting the company’s profitability, you are also affecting its reputation and most importantly, people’s lives.

Are you a ‘born leader’? How would you define your attitude as a business leader?

To answer your question simply, I am a born leader who has drawn inspiration and belief in myself through various interventions which at the core looks at people and service first before my own ambition. That approach has served me and my teams well.

What are the key competencies to being a successful leader?

• Be ready to learn from others, this I learnt from the then COO of TFMC. He used to go to the coal face departments of the organisations to draw inspiration and

FM OFFICE

August 2015 FM

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WOMEN IN FM

information that fed to his business strategy as those people were often at the receiving end of good or bad business decisions.

• Take on every challenge, however little you know about it. Learn what you need to, to make a success of the challenge.

• Lead by example. If you expect dedication show it. If you expect excellence, deliver it.

• Be a mentor that your peers, staff and colleagues would be proud to quote as reference.

• Listen to the heartbeat of your business area, know the rhythm and anticipate the next beat, be in touch with your business’ needs.

• Be available and accessible. Remember that your team or peers depend on you.

• Be humble, your team and peers will have your back when it counts most.

• Be an inspiration for growth and empowerment in others.

• Listen.

What are the key competencies to being a successful team player?

• Being reliable.

• Having your team know that you’re accountable.

• Having the overall team’s best interest follow every move you make.

• Be present, whatever the task, and however miniscule or trivial it may seem.

• Add value using you key core skills.

• Be the one that sees your team to the finish line, together.

What makes you good at what you do?

I love what I do, I love the service industry, I love people, and I am self-driven, I am able to inspire confidence and delivery in people.

I am also good at inspiring individuals.

How do you ensure self-development?

How do you manage this process?

As much as I can, I read up and educate myself on matters pertaining to my work in order to become a contributing member of my team.

How do you inspire colleagues and employees?

Through showing them the other side of their frustrations. More often than not, people are put in situations where they are not able to see the positive in any change/ changed environment. Once someone sees the value that they can derive or add to the new circumstance, a mindset shift occurs.

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How do you measure success?

• Though seeing a difference made in that particular situation; • Life: Joy and smiles in those I love and care for.

• Work: Meeting deadlines and seeing my team achieve excellence through service.

• Customer: Being able to see my clients not have to worry about anything other than their work.

• Family: Balance and being available in the key and significant life events.

What is your overriding dream above all others for yourself, your company and for South Africa?

• World peace... lol, just joking (not).

• Seeing FM become a respected profession. Seeing FM professionals able to understand that their work is about more than just dealing with customer complaints and seeing FM move towards having a seamless and more scientific delivery area.

“

Love the industry because the opportunities are endless

• Being able to be part of teams that draw up and direct the standards through which FM professionals can know if they are doing a great job.

Moving FM professionals away from crisis management as a “normal” way of thinking.

• Seeing SA materialise its potential as being one of the strong economies, and seeing SA power holders drive and realise the country’s objectives before their individual gains.

As an ancillary support to the core business, do you go above and beyond your role to ensure corporate competitiveness?

Absolutely, everyday is a challenge (one worth undertaking) to prove to the business that having an in-house FM resource makes economic sense. It is my job to continuously save on the cost of man-

aging the properties. I also ensure that I engage with my team in ways that informs them about how key critical their individual roles are. Networking with other FMs also assists me in keeping abreast of industry benchmarks, movements, and changes.

What message would you like to give to others thinking of joining the industry?

• Check your energy levels and your feeling towards meeting and exceeding clients’ needs. Should those two be low, consider another career.

• The buildings we manage do not go to sleep when normal people do, so be prepared to be on call all hours.

• Do research on all things property related and you’ll be one step ahead of the rest.

• Love the industry because the opportunities are endless (green initiatives, energy efficiency, alternative water source management, project management, total FM etc). Find your love, then make your move.

How do you handle failure?

What did you learn from it?

Failure is a bitter pill to take. It is also an opportunity to learn a new and improved way of doing things. I look at failure as an opportunity to try again, a way of improving and sharpening my skills.

Who is you role model generally, and in the industry?

Ross Ellerby, his approach to management and service has had a great deal of influence in how I approach my work today.

What legacy would you like to leave behind?

I’d like to be known as the one that made a difference when everyone was ready to give up on solving the problem.

Also, I’d like to be the one that propels people to heights they themselves did not realise that they could meet.

What is your vision for the industry?

Seeing FM become a respected profession. Having set standards that judge and direct delivery for industry’s gain.

What makes you happy?

Making a positive difference in people and continuous growth.

LEBOGANG SHOLE

T

ell me a little about yourself, a brief overview… where you come from etc.

I hail from Mafikeng. I was born in Potchefstroom into an Anglican family. My father is a Priest. My parents have a strong cultural heritage.

I am the last born of three girls. I was President of the Interact Rotary at High School and prefect.

What are your qualifications?

High School – International School of South Africa – Cambridge A – Levels University – University of Cape Town – BSc Hons Quantity Surveying University – University of the Witwatersrand – MSc (Building) Property Development and Management – in current study University – GIBS – Executive Leadership Programme – in current study Professionally Registered Quantity Surveyor [Pr. QS] What is your job title?

National Facilities Manager at PIC Properties. PIC – Public Investment Corporation.

At SAFMA, I am the Vice Chairperson.

Did you go straight into an FM position, or were you first appointed in another division?

While working as a Cost Engineer at Turner Townsend I was head-hunted by the Gauteng Department of Health to be Director: Facilities Management in 2007.

Are you involved in “Operations FM” (daily maintenance, management) or “Strategic FM”, handling more boardroom involvement, strategic planning and so on?

I am involved in Strategic FM matters handling more boardroom involvement, strategic planning, project implementation, cost management and performance management.

Are you in-house (with the core company) or with an outsourced company?

It’s a combination of both with an internal facilities management team but the implementation of the service is outsourced.

Paint a typical day in the life of your job.

Management of the CAPEX budget.

Delivery of the capital maintenance projects.

Project planning.

Project implementation.

Programme management.

Management of governance processes.

Providing technical solutions.

Project Management.

Engaging senior level stakeholders.

Are you part of a team, or are you leader of a team?

I am part of the PIC Properties team and a leader of the Facilities Management team.

Are you recognised by management as being an integral and vital member of the business?

Yes I am recognised by management as being an integral and vital member of the business.

Do you attend FM courses, and have they helped in your function?

Which in particular would you say has been the most beneficial? Are you encouraged to attend courses, seminars and conferences?

Yes I attend FM and property related courses, including seminars and conferences.

The Master’s Degree at Wits (MSc Building in Property Development and Management) I am currently studying has been most beneficial in helping me in my function.

Do you make it your business to have a knowledge about the functioning of the business – HR, IT, and so on?

It’s my best interest to have knowledge about the functioning of the business.

If you are part of an outsourced operation, does your company adhere strictly to SLAs, or has there been misunderstandings on both sides? How were they resolved?

I am part of an outsourced operations.

PIC is the landlord. We have tenants.

Part of the lease agreement is the provision of maintenance. As a company we strictly adhere to SLAs. Do you find that your gender has been a boon or an impediment to your progress in the FM industry?

No, not an impediment at all.

Following on from that, do you believe that there is any kind of stigmatisation with regards to women in the ind ustry?

With regards to the construction industry or built environment sector, generally in the old days, there was a stigma but now with women empowerment being on top of the agenda and more women in engineering, mining, quantity surveying, and so on, the stigma is diminishing.

What is your ambition?

To be able to be in a position where I can effect transformation in the property and facilities sector.

To give background – the transformation in the South African property sector is lagging behind – it has achieved very little with regards to wealth creation, property ownership and skills development.

I want to turn that around.

What would you say were the defining moments of your career so far?

When I made a career change decision from construction to facilities management.

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WOMEN IN FM

Do you believe it takes a certain kind of personality to fit into the FM industry?

Yes. You have to have a passion for people, processes, property and be tolerant and resilient.

Would you recommend this career to others?

I would. There will always be work in this sector. But you need to have a passion for all things concerning property.

Personally…..

What are your core values?

What has meaning for me in my personal journey has been tolerance – understanding and respecting different cultures and people, and what I have found most valuable is gaining the knowledge necessary in improving myself, and making a contribution to growth in my society.

What is your view on leadership?

I learned that with all my years of studying, working and personal growth that learning is actually a life-long business.

What I know for sure that is that whatever you strive for is not always easy. There is no compromise for excellence.

The lesson for me is that when you know exactly what it is you want, you are even more determined to achieve your goals.

Is ethics important in leadership?

Ethics, integrity, resilience, tenacity and consistency are very important in leadership Are you a ‘born leader’? How would you define your attitude as a business leader?

With regards to leadership – what has been meaningful for me in my personal journey has been tolerance – understanding and respecting different cultures and people, and what I have found most valuable is gaining the knowledge necessary in improving myself, and making a contribution to growth in my society.

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What are the key competencies to being a successful leader?

Integrity. Tolerance. Resilience. Tenacity.

Consistency.

What are the key competencies to being a successful team player?

Being able to influence behaviour and be an inspiration.

What makes you good at what you do?

I apply my academic knowledge and personality into my career and convert that into deliverable solutions.

How do you ensure self-development?

How do you manage this process?

Knowledge transforms who we are, how we live, how we interact with each other in order to remain relevant.

How do you inspire colleagues and employees?

Through motivation, recognition, and acknowledging excellence.

How do you measure success?

Delivered outcomes through performance – cost, time, quality.

What is your overriding dream above all others for yourself, your company and for South Africa?

For my country to educate every child with quality education.

As an ancillary support to the core business, do you go above and beyond your role to ensure corporate competitiveness?

Yes I do.

What message would you like to give to others thinking of joining the industry?

In this industry there is no compromise for excellence. If that is what you strive for, then join this industry.

How do you handle failure?

What did you learn from it?

Failure is always a lesson learned.

Take lesson learned, improve it, correct it and don’t repeat it again.

Who is you role model generally, and in the industry?

I have a number of role models from a business perspective they are: • Sipho Maseko – CEO Telkom • Monwabisi Kalawe – CEO SAA In the FM industry: • Ipeleng Mkhari – CEO Motseng Investment Holdings • John Samuel – Ex Partner of Turner & Townsend What legacy would you like to leave behind?

That I have been able to be a part of transforming this sector.

What is your vision for the industry?

Government and especially Public Works playing a more significant role and driver of excellence in infrastructure maintenance.

The country suffers from a massive backlog in infrastructure maintenance. And to promote and encourage partnerships between private and public in mitigating these backlogs.

The above can deal with the high levels of unemployment.

What makes you happy?

I know exactly what it is I want.

I am even more determined to achieve goals.

Include any other points you’d like to mention.

Accelerating transformation in our sector, by using the current policies to make this radical shift. n

FM OPS

圀䔀 圀伀刀䬀⸀⸀⸀ 圀䠀䤀䰀䔀 夀伀唀 匀䰀䔀䔀倀

䜀椀稀漀挀漀爀瀀 椀猀 琀栀攀 瀀爀漀昀攀猀猀椀漀渀愀氀 挀栀漀椀挀攀 椀渀 洀漀瘀椀渀最⸀ 圀攀 栀愀瘀攀 琀栀攀 䄀ⴀ娀 猀漀氀甀琀椀漀渀 眀栀攀渀 椀琀 挀漀洀攀猀 琀漀 洀漀瘀椀渀最 礀漀甀爀 挀漀洀瀀愀渀礀⸀ 圀攀 渀漀琀 樀甀猀琀 愀 瀀椀挀欀 甀瀀 愀渀搀 搀爀漀瀀 漀昀昀 洀漀瘀椀渀最 挀漀洀瀀愀渀礀⸀ 圀攀 眀漀爀欀 搀愀椀氀礀 椀渀 昀甀渀挀琀椀漀渀愀氀 漀昀昀挀攀猀 愀渀搀 漀甀爀 猀琀愀昀昀 挀愀渀 椀渀琀攀爀漀瀀攀爀愀琀攀 愀渀礀 漀昀昀挀攀 氀愀礀漀甀琀 愀渀搀 搀攀猀椀最渀⸀

August 2015 FM

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FM TECHNOLOGY

FMs NEED NOT WORRY ABOUT LIFTS AND LOAD SHEDDING Thanks to innovative new elevator technology from Otis, FMs can rest assured that power outages are no longer a cause for panic.

Increased security is also provided with the Lenel OnGuard security system.

L

ost productivity due to ongoing load shedding in South Africa can be mitigated with the latest technological innovation from Otis – the Gen2 Switch elevator.

It is powered by battery technology to ensure continued operation during a power outage.

Otis, which operates as Otis Pty Ltd in South Africa, is the world’s largest manufacturer of elevators, escalators and moving walkways and part of UTC Building & Industrial Systems, a unit of United Technologies Corp.

“A major advantage of the Gen2 Switch is that it is designed to continue running even during power outages thanks to a

August 2015 FM

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built-in battery,” says Hayley Elwen, marketing and business development manager, Otis Pty Ltd. “Despite the recent increase in grid volatility during winter, the Gen2 Switch provides property owners and facility managers with the peace of mind that the lift in their buildings will continue running during power outages.”

Under normal running mode, the Gen2 ReGen drive charges the battery, which in turn supplies power to the lift motor when the electricity supply is unavailable. When the lift is travelling up with a light load or down with a heavy load, the excess energy generated is powered into the battery by the regenerative drive.

In the event of a power failure, the battery pack continues to operate the lift for up to 100 trips in a seven-storey building.

The battery system is compatible with alternative energy sources like solar panels and wind power. The battery is made of 97% recycled materials and is itself 90% recyclable.

Unlike many other lifts, the Gen2 Switch can be plugged into a regular wall socket, negating the need for a 3-phase electrical installation. It is ideally suited for residential applications with a standard power supply, or low-rise commercial sites with a load of 1000kg and consuming just 700 watts, which is less power than the average microwave. The Gen2 Switch is up to 80% more efficient than a conventional elevator, and is the culmination of decades of elevator efficiency improvements undertaken

by Otis.

“Gen2 technology can be applied to a wide range of building options, and is suitable for both new building and retrofit applications,” says Elwen.

Gen2 systems are designed to minimise carbon footprint by optimising the size, materials and weight of components, all while incorporating new aesthetics and the latest energy-saving technologies such as ReGen drives (a regenerative drive that recharges the battery using ‘waste’ power) and LED lighting options.

With a standard and streamlined installed process, Gen2 elevators do not require scaffolds, thereby reducing installation material requirements and excess scrap materials. In addition, Otis’ processes reduce installation time and disruption to normal building activities.

Otis destination management system The Otis CompassPlus destination management system can now be integrated with the Lenel OnGuard security

“

Despite the recent increase in grid volatility during winter, the Gen2 Switch provides property owners and facility managers with the peace of mind that the lift in their buildings will continue running

Otis’ Gen2 Switch lift plugs into 220V power

during power outages.

system, managing passenger access and travel throughout a building. Lenel, a global leader in advanced security systems and services, is also part of UTC Building and Industrial Systems.

CompassPlus delivers a variety of benefits, including improved lift efficiency and performance, reduced traffic within a building and shortened waiting times for lifts.

Through innovative technology developed

by Otis, the CompassPlus destination management system allows a user to make a request for a specific floor on the hall screen. The system then directs the user to a specific lift.

CompassPlus features Otis’ patented SmartGrouping technology that organises travel by grouping passengers and stops.

While passengers going to the same destination are assigned to the same elevator, SmartGrouping also assigns elevators to serve a group of floors or a zone, resulting

August 2015 FM

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FM TECHNOLOGY

Hayley Elwen

Regen drive

August 2015 FM

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in a faster and better-organised service. Studies show that CompassPlus technology allows passengers get to their destination 26 to 42 seconds faster than conventional destination management systems in an average 15-floor building.

When fully integrated with the Lenel OnGuard platform, CompassPlus offers additional benefits to building owners and tenants alike. The OnGuard platform, which seamlessly integrates a full suite of security management technologies tailored to each customer’s specific needs, determines a user’s destination point through access card identification.

When users swipe their card, the access control system will direct users to the appropriate lift.

This integration offers the end user and customers a single solution, according to Mike Hodgson, business development director for Chubb Fire & Security, which is an installer of Lenel systems and a part of UTC Building & Industrial Systems.

“Through the Lenel OnGuard integrated platform, we are able to give our customers the best possible opportunity to deploy a seamless integration solution within the facility,” says Hodgson.

“In addition to managing user access, the system can notify an operator monitoring the system and generate reports to determine who requested access and when. Should a CCTV system be integrated, a short video can be accessed showing the event to the operator, thereby improving security.”

The OnGuard platform provides enhanced intrusion-based features including local area alarm state, burglary verified alarm support and late night support. The platform also boasts innovative configuration settings such as destination assurance, whereby lift users are monitored and allowed to get to the correct destination within a given timeframe.

“We can direct visitors to the right elevator and to the correct floor that they are authorised to go to at a specific date and time,” said Hodgson. “If they do not make it to their destination within a specific time, the control room receives an alarm. This manages the flow of people to the building and ensures they get to their destination.”

Hodgson notes evacuation and emergency functionality as another major benefit of the integrated platform.

“The platform supports functionality like mustering, a raw core system in the case of an emergency that enables us to see people who may have entered the elevators,” said Hodgson. “We can see where they are in that particular zone and that feedback is forwarded to the fire marshals in case of an emergency. At the end of the day, a customer is able to deliver a highly efficient and fully comprehensive service with the integration of CompassPlus and the Lenel OnGuard platform.” n

“

If they do not make it to their destination within a specific time, the control room receives an alarm. This manages the flow of people to the building and ensures they get to their destination.

— Julie Teague, Director Macdonald & Company, South Africa

Macdonald & Company is the leading professional recruitment consultancy for the real estate and built environment sectors. Established in 1994 and headquartered in the UK, we apply local knowledge with true global connection through our offices in Asia-Pacific, the Middle East and Africa.

Our specialist teams act for every class of organisation owning, occupying, financing or advising on property, construction and engineering – developers, investors, institutions, funds, banks, consultancies and contractors. We are the preferred recruitment partner of RICS - the Royal Institution of Chartered Surveyors.

T: +27 (0) 10 005-1520 | E: connect.sa@macdonaldandcompany.com

People make the difference.

We connect you to that difference. macdonaldandcompany.com August 2015 FM

33

Green FM

CASE STUDY: RETROFITTING SEWAGE PLANT FOR TOP PROTECTION

H

igh investments have been made in electronic measuring equipment and distributed electronic control and automation systems over the last years. However, these new electronic systems only provide a low resistance to transients compared to conventional technology.

The structural conditions of the widespread outdoor wastewater treatment systems, with measuring equipment and control units extending over large areas, additionally increase the risk of interference caused by lightning discharges or surges. Thus, it is most likely that the complete process control system, or parts thereof, will fail if no protection measures are taken.

The consequences of such a failure can be serious, ranging from costs for re-establishing the availability of the sewage plant to the unknown costs for eliminating ground water contamination. Consequently, external and internal lightning protection measures must be taken to efficiently eliminate this threat and to increase the availability of the systems.

The example described in the following scenario was calculated based on the IEC 62305-2 (EN 62305-2) standard. We expressly point out that the procedure shown is only an example. In the following, only the essential characteristics of the example will be shown.

Step one: Assessment of the risk for the operations building Firstly, a questionnaire with important questions on the structure and its use was discussed and filled in together with the operator. This procedure allowed for the preparation of a lightning protection concept that was comprehensible for all parties involved. The concept included the minimum requirements which, however, can be technically improved at any time.

Step two: Plant description

The growing scarcity of drinking water resources is making the more efficient use of drinking water increasingly critical. Therefore, sewage plants are a key element of the drinking water cycle.

The necessary high efficiency of sewage plants requires that the operating procedure be optimised and operating costs be reduced at the same time.

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The complete process control system of the sewage plant was centrally located in the operations building. In case of a lightning strike, substantial partial lightning currents and surges were injected into the switch rooms via the extended cables leading to measuring stations and substations. In the past, this caused destruction and failure of the plant over and over again. The same applied to the power supply and telephone line. The operations building itself needed to be protected against damage resulting from fire (caused by a direct lightning strike) and the electrical and electronic systems (control and automation system, telecontrol system) from the effects of the lightning electromagnetic pulse (LEMP).

Fig. 1

Step three: Lightning protection zone concept To ensure maximum technical and economic protection, the operations building was subdivided into lightning protection zones (LPZs). Subsequently, a risk analysis was carried out for each LPZ and the relevant types of damage.

Finally, the mutual dependences of the LPZs were examined and the required protection measures were defined to reach the necessary protection goal in all lightning protection zones.

The following areas were subdivided into lightning protection zone 1 (LPZ 1) and lightning protection zone 2 (LPZ 2): • Evaluation electronics in the control room (LPZ 2) • Oxygen measurement device in the aeration tank (LPZ 1) • Interior of the control room (LPZ 1) According to the lightning protection zone concept described in IEC 62305-4 (EN 62305-4), all lines at the boundaries of lightning protection zones must be protected by suitable surge protection measures.

Step four: Lightning protection system The existing lightning protection system of the operations building was tested according to the requirements of class of LPS III. The indirect connection of the roof-mounted

structures (air-conditioning systems) via isolating spark gaps was removed.

Air-termination rods with the required separation distances and protective angles were used to protect the sewage plant from a direct lightning strike.

Consequently, in case of a direct lightning strike to the control room, partial lightning currents can no longer flow into the structure and cause damage. Due to the dimensions of the control room (15 m x 12 m), the number of down conductors (four) did not have to be changed.

The local earth-termination system of the operations building was tested at all test joints and the values were documented.

Retrofitting was not required.

Step five: Lightning equipotential bonding for all conductive systems entering the sewage plant In principle, all incoming conductive systems must be integrated in the lightning equipotential bonding. This was achieved by directly connecting all metal systems and indirectly connecting all live systems via surge protective devices.

Type 1 SPDs (power supply systems) and category D1 SPDs (information technology systems) must have a discharge capacity of 10/350 μs test waveform.

Lightning equipotential bonding should

“

Consequently, external and internal lightning protection measures must be taken to efficiently eliminate this threat and to increase the availability of the systems.

August 2015 FM

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Green FM

Fig. 2 be established as close as possible to the entrance point into the structure to prevent lightning currents from entering the building.

Step six: Equipotential bonding Consistent equipotential bonding according to IEC 60364-4-41, IEC 60364-5-54 and IEC 62305-3 (EN 62305-3) was established in the entire operations building. The existing equipotential bonding system was tested to avoid potential differences between different extraneous conductive parts.

Supporting and structural parts of the building, pipes, containers, and so on were integrated in the equipotential bonding systems so that voltage differences did not have to be expected, even in case of failure. If surge protective devices are used, the cross-section of the copper earthing conductor for equipotential bonding must be at least 16mm2 for SPDs for power supply systems and at least 6mm2 for SPDs for information technology systems.

Moreover, in areas with potentially explosive atmospheres the connections of the equipotential bonding conductors must be secured against self-loosening by means of spring washers.

Step seven: Surge protection for the low-voltage power supply system In the described application, the VGA 280/4 surge protective device installed at the entrance point into the building was replaced by a DEHNventil M TNS 255 FM type 1 combined arrester, as since the “old� SPD no longer fulfilled the requirements for lightning protection systems

August 2015 FM

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according to IEC 62305-3 (EN 62305-3).

The VM 280 type 2 SPDs were tested by means of a PM 10 arrester test unit. Since the test values were still within the tolerances, the SPDs did Fig. 3 not have to be removed. If further SPDs are installed for protecting terminal equipment, they must be coordinated with each other and with the terminal equipment to be protected.

Step eight: Surge protection for information technology systems The entrance point into the building served as a transfer point between all information technology lines and the sewage plant. At this point, lightning current carrying SPDs (category D1), for example, of type DRL 10 B 180 FSD, were installed.

From the transfer point, the lines were directly routed to the switchgear cabinets and were connected there.

According to the risk analysis, the incoming lines for the 20 mA signals and the telecontrol system needed to be protected by adequate arresters from the DEHNconnect or BLITZDUCTOR series.

These SPDs could be installed in conformity with the lightning protection zone concept (category C2) and were compatible with the system. This ensured a consistent surge protection concept for the information technology lines.

Additional applications for protecting sewage plants can be found in brochure DS 107 E which can be downloaded at www.dehn-international.com n

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Green FM

COROBRIK BRINGS COLOUR, SUSTAINABILITY TO MALL

A mix of Corobrik’s Constantia and Wheatstone clay pavers were used in the construction of Port Elizabeth’s new Baywest Mall.

Port Elizabeth’s new Baywest Mall on opening day. Corobrik’s Constantia and Wheatstone clay pavers were used in the parking area and entrance.

August 2015 FM

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Pics by David Dettman Photography

T

housands of shoppers entering South Africa’s newly opened Baywest Mall are welcomed into the 90 000m2 building by the vibrant colours of Corobrik’s Constantia and Wheatstone pavers.

Officially opened recently after two years of construction, Port Elizabeth’s R1,7-billion Baywest Mall is set to be the catalyst for development of the greater Baywest City precinct. This is a city development planned to comprise residential, commercial, lifestyle and community developments unfolding over the next decade.

The mall is the largest retail development in the Eastern Cape with more than 250 shops in the two-level building which will cater for an estimated 800 000 visitors a month.

Project and lead design architect, Joe Struwig, of DHK architects, described the structure as “new look retail architecture.”

He said a number of green design principles were applied to the development such as the use of local materials.

This included the 1 617 000 Cape pavers, supplied by Corobrik, and used to pave more than 30 000m2 of the mall and precinct sites.

Considering the magnitude of the job and projected future growth of the area, Steve Behrens, Corobrik Eastern Cape Sales’ Manager, said opting for the clay paving range was a great choice.

“Corobrik’s clay paver range is the best selection to withstand the wearand-tear that comes from outdoor use,” says Behrens. “Its durability means the pavers have an extremely long life and low lifecycle cost and the neutral-tones of fired clay are colourfast ensuring vibrant tones for years to come.” n

“

The mall is the largest retail development in the Eastern Cape with more than 250 shops in the two-level building which will cater for an estimated 800 000 visitors a month

August 2015 FM

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Green FM

LEGRAND CELEBRATES 30-YEAR MILESTONE

L

egrand, global products and systems manufacturer for electrical and digital building infrastructures, opened a South African subsidiary in Johannesburg 30 years ago.

To celebrate this milestone, the company hosted a function for customers, architects, contractors, consultants and interior designers, as well as friends from the media. A highlight of the event was the announcement of Legrand’s new general manager, Johan Bosch.

“Legrand’s environmentally approach to constantly changing global markets, encompasses ongoing technological developments of the company’s extensive product portfolio. Energy efficiency, quality power supply, optimum safety and enhanced aesthetics are critical in the advancement of all Legrand systems,” states Johan Bosch, general manager, Legrand SA. “The company has made a substantial investment in research, development and design, to adapt products specifically to the South African market.

“Many products in Legrand’s range have been awarded SABS certification. This mark enhances quality systems like IEC and ISO 9001, to give users the pledge that products have been manufactured in accordance with stringent specifications, in terms of design, development, production, installation and servicing.

“Legrand’s extensive range features innovative systems to meet exact user demands, also allowing for simple and efficient installation and modification.”

The latest trend in the development of new systems – including lighting and motion management systems – is to make industrial, commercial and domestic buildings more energy efficient. There is also an important focus in South Africa on enhanced safety. New Legrand CCTV solutions, emergency lighting devices, home automation solutions and video door entry systems have recently been launched to the local market.

Legrand systems include power distribution, switches and sockets, residential and lighting management components, cable

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management and structured cabling, as well as connection products.

These flexible systems provide solutions in installations in residential, hospitality, office, retail and educational environments.

Products and systems are also designed for data centres and industrial applications.

The company benefits from the Group’s ongoing research and development programme and close international ties give the local operation the edge on product design, selection, cost efficiency, safety and reliability of equipment.

Today, Legrand SA has a comprehensive distribution network across Southern Africa.

The Group, with a 4,5-billion EUR turnover, employs a team of about 35 000 people in more than 70 countries. n

Shaun Dobbs, Legrand’s communications manager, welcomes guests to the company’s 30th anniversary celebration

To mark the 30th anniversary of Legrand South Africa, the company hosted a function for customers, architects, contractors, consultants and interior designers, as well as friends from the media A highlight of the event was the announcement of Legrand’s new general manager, Johan Bosch.

Jean-Francois Moreau, Legrand’s export director: Africa

Johan Bosch, general manager, Legrand SA (left) hands Jeffrey Sihlangu, warehouse manager, an award to mark his 30 years with the company. Mr Sihlangu has been with the company since its inception in 1985.

LIGHTING UP BODIES AND BUILDINGS

G

lobal specialist in energy management, Schneider Electric, took action on this year’s Mandela Day by empowering two communities through rural electrification solutions, entrepreneurial training, and donating nourishment to nurture the bodies and minds of South Africa’s poorer children.

In partnership with the University of Johannesburg (UJ), representatives from both the academic institution and Schneider Electric travelled to the village of Gwakwani, located in Venda in Limpopo Province.

“Together with UJ, we installed solar lighting solutions in 30 homes in the village, and also trained entrepreneurs to sell and maintain our solar powered portable LED lamps with mobile phone charger, the Mobiya TS 120S,” says Zanelle Dalglish, head of Sustainable Development at Schneider Electric.

She explains that the Mobiya TS 120S is especially suited for the demanding rural environment of Gwakwani as it is an energy-efficient, eco-friendly and robust portable lamp producing 120-lumen light output.

The donation has enabled access to energy, in that the community would no longer need to rely on candles as their primary source of lighting.

“With the proliferation of mobile technology in South Africa, the lamp is also ideal as it is equipped with a mobile phone charger that includes a USB port, enabling users to charge their mobile phones any time,” she continues. “Working in collaboration with UJ is in line with our sustainable development strategy, which focuses on partnering with other businesses, NGOs, NPOs and funders to establish an electrification model for offgrid communities.”

In addition, Schneider Electric donated food parcels made up of non-perishable goods to the community.

“In Johannesburg, Schneider Electric continued its ongoing work to uplift the Emthonjeni community, a Zandspruit informal settlement situated in Honeydew. This year, our focus was education and fostering the future possibilities for children living in this community. Education for these children takes place in containers, and so we pro-

From left at Gwakwani: Adeline Maleka, Xolani Sibisi, Jennifer Boitumelo, Laetitia Kotze, Kholiswa Fulumeni

From left at Emtonjeni: Jacob Mkwena, Jenny van Rooyen, Louise Rivett, Charls Matthews, Dineo Lelaka, Nosiphiwo Mbunjana, Oko Matshaya, Dikeledi Gouwe, Mpo Leeto vided lighting solutions for these classrooms, which tend to be very dark – an obstacle to both teaching and learning,” says Dalglish.

Furthermore, the staff of Schneider Electric got first-hand knowledge of the community and spent the day engaging with the children. The company also contributed 85kg of porridge to the existing food programme in the community, called FACT [Feed a Child Today], helping the learners start their day

not hungry.

Dalglish points out: “Importantly, for Schneider Electric, this is not a once off initiative. We have firm bonds with this community and have a continuous programme to support the people living in this area. By giving our time, skills and resources, and taking part in the food programme going forward, we hope we have made Madiba proud and honoured his legacy.” n

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Green FM

JOIN THE DRIVE FOR COUNTRY TO THRIVE

T

he WWF Nedbank Green Trust is turning 25 and invites FM readers to celebrate this quarter of a century milestone with the Trust by joining the drive to ignite new ways for people and nature to thrive together.

According to Augustine Morkel, executive manager of operations at WWF-South Africa and manager of the WWF Nedbank Green Trust, “From the early days of conserving the Kalahari lions and sea turtles to pioneering research in climate change, water conservation and environmental leadership, the WWF Nedbank Green Trust has been forging the way. The Green Trust recognised that the survival of our planet depends on the coming together of governments, businesses, organisations and civil society and we are proud to have played a role in bringing people and nature together, and in harmony for 25 years.”

The WWF Nedbank Green Trust has raised more than R170-million to support over 200 diverse conservation projects throughout South Africa. This would not have been possible without the loyal support of Nedbank’s Green Affinity Clients who, by

simply opening a Green Affinities account, have ensured the preservation of South Africa’s natural heritage.

“Our projects have, throughout the years, had a strong community-based focus as we are constantly and consistently conscious of the fact that conservation cannot succeed without people. Communities are often the custodians of ecosystems and it is critical that they participate in the work we do and reap rewards from the gains made,” says Faith Phoshoko, Nedbank’s head of sponsorship and cause marketing.

The WWF Nedbank Green Trust has, over the past 25 years, groomed the future’s environmental champions through the Environmental Leadership Project; preserved and conserved water for South Africa’s people and species through various initiatives such as the Enkangala Grassland Project and the Duzi Umngeni Conservation Trust; rehabilitated and conserved South Africa’s marine environment by implementing better marine planning and management through the Kogelberg and Fish for Life Projects; collaborated with government and civil society in order to plot a food secure South Africa for all through the Food

“

Communities are often the custodians of ecosystems and it is critical that they participate in the work we do and reap rewards from the gains made.

Security Transformative Scenarios Project; and has begun the work of engaging faith communities who play a crucial role in empowering and educating thousands of South Africans about the importance of living and working in harmony with our environment.

“Our biodiversity must be preserved as without healthy ecosystems humanity’s social and economic structures will collapse. You can play your part in creating and sustaining a better South Africa for us all by visiting the WWF Nedbank Green Trust website”. n

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OPTIMISATION OF OPERATION

Nelson Mandela Bay Stadium

By Blake Wilkins

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August 2013 jFM