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$10.95 inc GST

Fire risk: how not to get burnt

Do you have combustible sandwich panels in your facility?


AT YOUR SERVICE Matt Wall on people skills and why the concierge has become a vital part of the team

Brave new working What a typical workday may look like in 2040

Better by design

When it comes to problem-solving, is design thinking the answer for facility managers?

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21/02/18 12:43 PM

Making a building smarter can be simple. Raising your building’s IQ isn’t just about technology. Don’t miss 2018’s most important facilities management event.

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Facilities Management 2018 smarter in every way

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Futureproofing today’s buildings for tomorrow: the solution is simple FUTURE TECH, next generation BIoT and AI, emerging digital trends, automated efficiencies, the latest energy saving initiatives in the built environment and state of the art ergonomics will be on show at Total Facilities 2018.


to best understand the industry’s challenges

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great line up of partners and exhibitors already

Accompanying this is arguably the best

on board for Total Facilities 2018. Once again,

value speaker series in the industry. The

it’s set to be one of key events for industry

free-to-attend Speaker Series will present tried

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and tested strategies from expert panelists to

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ustralia’s single most important

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marketplace for FM buyers

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energy and waste efficiency


and suppliers is back for 2018.

Featuring an impressive line-up of speakers, partners and exhibitors, the event will bring

GECA (Good Environmental Choice

together professional and innovative business

Australia) – Australia’s trusted ecolabel

over two days, with a focus on exploring

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performance and improve the place in which

value, reliability and efficiency of the built

Renowned experts, academics and thought


leaders will share practical insight into the industry’s top challenges and opportunities,

CoreNet Global Australia Chapter - The world’s leading professional association for

and more than 150 brands including Dyson,

corporate real estate (CRE) executives

Schindler Lifts Australia, ASSA ABLOY Entrance Systems and CMS Electracom will

Norman Disney Young - a global engineering consultancy improving the

we work and live.

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unveil the latest and most innovative FM

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Attendees at this year’s event should expect to see exciting innovations and product

Rentokil Initial - Australia’s largest and most trusted pest controller.

launches that will help FMs save and better manage time, money and resources. Metra

Smarter in every way

is set to unveil its new mobile app for remote

The event will also see the inaugural launch of

and mobile management of electronic lockers

the new ‘Smart Zone’. This new feature offers

and New Zealand’s Method Recycling will

some of the smartest solutions from leading

launch its own line of certified compostable

brands and start-ups to disrupt the smart

bin liners. Hochiki, one of the world’s leading

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manufacturers of commercial and industrial fire

innovation, it will offer actions and insights into

detection, will also showcase its latest product, FIREscape - Australia’s first extra low voltage intelligent LED emergency lighting system. “FM professionals need to stay ahead of the latest insights, trends and innovations in order

“FM professionals need to stay ahead of the latest insights, trends and innovations in order to best understand the industry’s challenges and opportunities.”


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16 Better by design When it comes to problem-solving, is design thinking the answer for facility managers?


22 At your service With the importance of people skills on the rise in facility management, Matt Wall says the concierge has become a vital member of the team.







Fire risk: how not to get burnt

Putting the team first

Facility managers need to be well-informed about the risks of combustible sandwich panels and the impact of recent disasters on the insurance market.

Companies are increasingly developing workplaces that offer agility, so how can the physical environment keep pace?

Are your facilities safe from the elements? Climate change and increasingly harsh weather conditions should influence the security products and systems you have in place, writes David Ward.


39 26 Bright copper kettles to chrome goosenecks Adrian Cugnetto traces the history of kitchen and water appliance design from Victorian times to the filtration systems of today.

28 Catch up! While Australia is now beginning to understand the importance of ergonomics in the workplace, it still trails places like the UK and US, reports Kirsty Angerer.

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Five ways to reduce workplace noise


Struggling with ambient noise? You may need to re-evaluate your acoustics.

Facility managers need practical management of corroded assets to prolong their service life.

Making a corrosion strategy


32 Brave new working What would a typical workday look like in 2040?

56 Flying high Do you need a drone in your life? There are many and varied ways they can be used in facility management.


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10 13 15 66

Editor’s comment News New FM products Events







Software Guide

Lease: time to cut costs?

More than a manual handling policy


Looking to make occupancy cost savings? You need an appetite to make some hard decisions.

44 Underneath the radar A power analysis expert to advise on often forgotten energy saving hardware can cost less than taxation advice and save you the same order of money.

Facilities managers have a major role to play in avoiding musculoskeletal problems in the workplace.


52 Kicking up a stink


The nose always knows, but finding the cause of an odour issue is another matter.

Security and Access Guide


FM's inaugral listing of the best security and access focused companies in Australia.


46 The road best travelled


We kick off a new change management series on the lease strategy roadmap.

Craving connection


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Improving connection in your team can result in significant workplace gains.

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LEVEL OF LED LIGHTING The NEW range of LED GU10 and MR16 bulbs are an ideal cost effective, energy efficient replacement for traditional halogen bulbs




















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Brisbane 7/19 Lensworth St, Coopers Plains, 4108 P +617 3216 9039

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29/01/18 4:49 PM


Recently I saw an interesting initiative from Sustainability Victoria, looking for someone to head up energy efficiency within the built environment. With a remit to lead programs that target business, and develop technologies to lower emissions and reduce waste, this proposed role brought home to me just how big the energy issue has become. Melbourne-based energy writer David Cardozo has been a tireless advocate within the pages of FM in helping facilities managers take control of energy consumption. And, as he points out, there is a way to make sense – and save real dollars – from what’s already available in the market. Hint: it’s not just about negotiating a better tariff. David is one of the many expert writers that FM is privileged to bring you each issue. While the magazine has taken a more human-focused bent in recent months, we remain true to our heritage of including technical pieces that don’t require an engineering degree to understand. Our resident Hard FM columnist, Paul Angus, is a master at making HVAC and plumbing issues come alive. Reading this issue’s ‘Kicking up a stink’ article on the challenges of finding the source of rank odours in your facility made me have a giggle – but there’s no mistaking the value of the information Paul has imparted. As facility managers move towards more generalist roles and more of the people working in the industry come from non-technical backgrounds, it’s my aim this year to ensure we provide the right mix in the magazine. A key part of that is helping to educate FMs on the wide range of technical matters. If there’s a topic you’d like to see more of, I hope you’ll drop me a line. Of course, another great educational opportunity is coming up very soon. I look forward to seeing you in Melbourne at Total Facilities in mid-April.

Associate publisher Lachlan Oakley lachlan.oakley @ (03) 9948 4952

Editorial Managing editor Madeleine Swain Editor Michelle Dunner michelle.dunner @ Online editor Tiffany Paczek

Advertising Business development manager Nirma Ledford (03) 9948 4992

Production Editorial design Keely Goodall Production manager Alicia Pinnock Design and digital prepress Karl Dyer

Publishing Chairman Nicholas Dower Managing director Paul Lidgerwood Publisher and commercial director Joanne Davies Financial controller Sonia Jurista



Subscription enquiries Call 1800 804 160 or email

Printing Graphic Impressions Stock images courtesy of 123RF Cover photography: Kat Tramoy Photography FM online — — — — Management magazine

CONTENT PARTNER CONTRIBUTIONS A Facility Management content partner is an organisation with which we’ve entered into a partnership to collaborate on content for the magazine. In this issue, thought leaders from their respective organisations are:

FM is a publication of HH & M Media Pty Ltd, a member of the Niche Group. HH & M Media ABN 81 091 724 588 Niche Group ABN 20 097 172 337 1 Queens Road Melbourne, Victoria 3004 Tel: 03 9948 4900 / Fax: 03 9948 4999





David Ward is business development manager for wireless access control at ASSA ABLOY Australia.

Adrian Cugnetto is the marketing manager for Billi Pty Ltd.

Kirsty Angerer is an associate ergonomist with Humanscale (Australia and New Zealand).


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This issue of FM magazine may contain offers, competitions, surveys, subscription offers and premiums that, if you choose to participate, require you to provide information about yourself. If you provide information about yourself to HH & M Media (the publishers of FM magazine), HH & M Media and Niche Group will use the information to provide you with the products or services you have requested (such as subscriptions). We may also provide this information to contractors who provide the products and services on our behalf (such as mail houses and suppliers of subscriber premiums and promotional prizes). We do not sell your information to third parties under any circumstances, however the suppliers of some of these products and services may retain the information we provide for future activities of their own, including direct marketing. Niche Group will also retain your information and use it to inform you of other Niche Group promotions and publications from time to time. If you would like to know what information Niche Group holds about you, please contact The Privacy Officer, Niche Group Pty Ltd, Suite 1418, Level 14, 1 Queens Road, Melbourne VIC 3004.

FM ISSN 1320-3975 Advertisers and contributors of editorial to FM Magazine acknowledge they are aware of the provisions of the Anti-Discrimination Act 1977 and the Trade Practices Act 1974 in relation to false and misleading advertising or statements and other unfair practices and of the penalties for breach of provisions of those acts. The publisher accepts no responsibility for such breaches. FM Magazine is published bi-monthly. Opinions expressed by contributors are their own and not necessarily endorsed by the publisher. © 2017 HH & M Media Pty Ltd

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SOURCE PRODUCT SHARE SOLUTIONS CONNECT @ARBS Visit Australia’s only international HVAC+R & building services trade exhibition featuring the highly anticipated Speaker Series and Industry Awards

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Driverless vehicles to get better ‘vision’ The CSIRO’s Data61 innovation group has announced a partnership with Chinese company ZongMu Technology to develop ‘human’ sight for autonomous vehicles. The partnership will aim to overcome one of the most significant technical challenges with the vehicles – vision that can detect and understand road signs, read traffic conditions, and avoid pedestrians and vehicle collisions. The goal is to equip vehicles with computer vision so that they can understand the environment in a similar way to humans. It is working to develop algorithms to estimate the space between objects according to the vehicle’s motion and predict the potential hazards of moving objects. A statement released by the CSIRO

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estimated that the market for self-driving vehicles is expected to jump from US$42 billion in 2025 to nearly US$77 billion by 2035. More organisations are competing to develop a truly autonomous vehicle that can handle all tasks and drive anywhere. Dr Nick Barnes, head of the Smart Vision Systems Group at Data61, says this technology is different. “Unlike laser sensors, which rely on a series of points to identify hazards, computer vision offers richer information and a deeper understanding of road scenes through 3D image analysis, enabling safer automated driving.” Shanghai-based ZongMu is a vendor of Advanced Driving Assistance Systems

(ADAS), technology used in vehicles to enhance driver and road safety. Chief executive Tang Rui says the company is bringing cutting edge AI-based algorithms into automotive-grade computing platforms to make self-driving cars a commercial reality. “Our self-driving technology is already being used by China’s leading car makers, but Data61’s expertise in computer vision will be imperative to our goal of bringing self-driving cars to market,” he says. Data61 will work with ZongMu from research through to development with the final product available to the company’s customers in China and internationally, including original equipment manufacturers and partners in the mobility service industry.


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14 | NEWS ROUNDUP JLL APPOINTED TO MANAGE HEALTH CARE PROPERTY PORTFOLIO JLL has won a contract from Primary Health Care to manage a property portfolio covering over 290,000 square metres of facilities, across 2820 sites. Under the contract, JLL will provide facility management and lease administration services until 2021. The portfolio consists of a broad range of medical and related services including medical centres, pathology facilities and imaging clinics. JLL’s managing director, Integrated Facilities Management, Australasia, Chris Hunt says, “We are thrilled to partner with Primary as their first outsourced property services partner. “Our extensive capability in delivering successful first generation nationally distributed and complex portfolios was a key factor in this appointment.”

NDY ACQUIRED BY TETRA TECH North American consulting firm Tetra Tech has announced the acquisition of engineering design company Norman Disney and Young. Tetra Tech chairman and chief executive Dan Batrack says the move was in response to increased global demand for “high-performance, sustainable infrastructure solutions”. NDY is known for incorporating building information modelling (BIM), fire protection, cyber security and systems controls into building designs. NDY will join Tetra Tech’s Asia Pacific Division. Chief executive Stuart Fowler says Tetra Tech complements NDY’s services and offers broader access to clients around the world.

ACA ANNOUNCES CORROSION MITIGATION TRAINING The Australasian Corrosion Association (ACA) has announced its latest technical seminars and training courses, which cover the fundamentals of corrosion control, through to more advanced techniques and procedures. In conjunction with the Australasian Concrete Repair Association (ACRA), the ACA will be running Corrosion and Protection of Concrete Structures and Buildings training at various venues around Australia. Dates are 19 to 20 March in Melbourne; 4 to 5 June in Sydney and 6 to 7 September in Brisbane. The ACA’s delivery of the NACE Cathodic Protection (CP) 1 and 2 courses are being held this year in Sydney and Brisbane. The NACE CP courses are the world’s most recognised and specified cathodic protection training. The NACE CP Program is a comprehensive program for professionals in any industry including pipelines and bridges, tanks and well casings, the maritime and offshore industries, coated steel and concrete and water and wastewater systems. CP 1 – Cathodic Protection Tester training provides theoretical knowledge and practical fundamentals for testing on both galvanic and impressed current CP systems. Classroom instruction comprises lectures and hands-on training, using equipment and instruments for CP testing. The CP 2 – Cathodic Protection Technician course gives participants both theoretical knowledge and practical techniques for testing and evaluating data to determine the effectiveness of both galvanic and impressed current CP systems and to gather design data. Classroom instruction comprises lectures and hands-on training, using equipment and instruments for CP testing. CP 1 Tester will be conducted in Sydney from 30 April to 4 May, and in Brisbane from 10 to 14 September, while CP 2 Technician courses will be held from 7 to 11 May in Sydney and 17 to 21 September in Brisbane.

See page 46 of this issue of FM for insights into making a corrosion strategy.

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Improved grease separation from trade waste Management of wastewater from hospitality applications takes a step forward with the extension of ACO’s range of in-ground gravity grease separators. Wastewater containing fats, oils and grease (FOGs) and food solids enter the grease separator from the kitchen or food processing plant. Food solids sink to the bottom of the unit under gravity, while FOGs, which are less dense, float to the top and the treated wastewater flows into the sewer system. The range of below ground grease traps from ACO is now available in 3000-litre, 4000-litre and 5000-litre capacities for in-ground applications to complement the 1000-litre, 1500-litre and 2000-litre below and above ground units. Larger commercial kitchens such as hospitals, cafeterias, cafés and small food processors can now have greater control over FOGs discharged from sinks, dishwashers, kitchen appliances and other drainage outlets. A single access point in ACO’s below ground units allows for easy access for maintenance and cleaning.

Multi-zone audio A new versatile and affordable multi-zone audio or speaker set-up is available to hospitality, retail and high-end residential environments with the REVAMP8250 amplifier from Apart. A flexible solution for commercial installers, it features an eight-channel bridgeable class D power amplifier, with the ability to create eight zones in mono, four zones in stereo and four bridged mono or two bridged stereo systems. Commercial projects or high-end residential spaces, with minimal audiovisual equipment space, can benefit from the REVAMP8250, by creating multiple zones with just one amplifier and reducing the requirement for additional amplifiers to create the same effect.

EPSA generator packages As businesses across Victoria, New South Wales and South Australia look at ways to minimise the effects of blackouts and prevent downtime and product loss, Energy Power Systems Australia (EPSA) is offering standby power options to ensure security of supply. In an unprecedented move, EPSA is offering Cat standby generator packages fully installed and commissioned. “In an effort to deliver quickly and meet the urgent needs of our customers, EPSA is offering from $21,000 (including GST) genset packages fully installed and commissioned with Cat Finance options,” says EPSA’s General Manager for engines, Marcel Heijkoop. “We also offer specialised rental equipment, power generation, temperature control and compressed air – crucial for productivity, efficiency and safety in the workplace,” adds Heijkoop.

Smart Connectivity Solution Panasonic has integrated its AC Smart Connectivity Solution with Schneider Electric’s EcoStruxure Building Solution and intelligent room controllers, to create a new energy management system. A single interface provides full control to building owners and managers – including HVAC, lighting, power, security and electrical distribution – for actionable insights that improve occupant comfort, reduce a building’s energy consumption and increase cost savings. It can be installed and integrated easily, which is ideal for retrofits of buildings. The solution takes full advantage of innovative plug-and-play technology, which simplifies system configurations for extensive AC systems, or it can be installed as a part of a stand-alone system. For more information on AC Smart Connectivity, contact 1300 COMFORT (1300 266 367).

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BETTER BY DESIGN When it comes to problem-solving, is design thinking the answer for facility managers? MICHELLE DUNNER reports.


hether facility managers are coming to grips with something as basic as a faulty elevator, right up to strategising and implementing an organisation’s desire for a new way of working, their only constant is meeting the challenge. With a vastly varying degree of complexity involved, workplace issues old and new require facility managers to use a new lens. One tool that could prove to be of immense value is design thinking. Arising out of industrial and product design, the process of design thinking is now being widely applied through corporate life. Essentially, it’s a set of practices that helps organisations and individuals see problems from a new perspective and potentially find atypical solutions. But, most importantly, according to those encouraging its use within the built environment, the principle underpinning design thinking is to be ‘human centric’. Maureen Thurston, chair of Good Design Australia and global director of Design to Innovate at Aurecon, says facility managers by definition are design thinkers. “In their stewardship of the building(s) within their portfolio, facility managers are not only accountable to deliver good business practices but, at the end of the day, their ultimate responsibility is to ensure the safety, comfort and well-being of the people within,” Thurston says. “The decisions they make should be on behalf of


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people – with the goal of making their work environment a great place to be.” Essentially, Thurston believes: “A facilities manager should be designing backwards from the needs and expectations of the people interacting with the space, not simply following a prescriptive formula. “The traditional norm of what constitutes an ‘office’ is evolving. Working nine-to-five is a myth. Dedicated desks are disappearing. Some workers don’t even work in an office. To navigate the complexity of change, a facility manager needs to adopt the mindset and methodologies of design to survive, let alone thrive. Dr Martin Tomitsch is an associate professor from the University of Sydney’s school of architecture, design and planning, and says a key challenge is that, in designing environments to be used by people, everyone has different requirements for the space. “Because our daily work is becoming more diversified and complex, solutions need to be more individual,” Tomitsch says. “There’s no longer one standard way of doing things, or only one solution we need to find. “Design thinking allows us to deal with complexity and problems that are non-linear. There are always multiple solutions available and facility managers face that on a regular basis. So, what’s the right way to go? Within the framework of many constraints, such as building codes or standards and balancing technical needs with human needs, design thinking is a valuable tool.

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“We’re at a point in time where design impacts all our lives – it’s no longer limited to design professionals. Design is not seen as a craft, but rather a way of thinking, so using design methods allows anyone to solve problems or contribute different perspectives.” With a growing requirement to deliver better environmental outcomes within facilities, both in terms of reduced footprint and better comfort levels for occupants, Aurecon’s managing director, Built Environment, John McGuire believes design thinking is vital for facility managers to embrace. “We believe that design thinking is an essential skill that is necessary to know what the right environmental outcomes are that need to be provided,” he says. “We feel that, in the past, perhaps engineers and designers were too disconnected from the end users and didn’t have the right knowledge, skills and capability to understand the needs of the end users at an empathetic level. “Engineers never really went and observed what end users actually needed, what was superfluous and what were the difficulties that some end users experienced in the buildings that they were designing. “Now, each building typology and each user will have a different need. A hospital building will be very different from the needs of a start-up incubator – but it was rarely the case that the engineer would go and ask a patient or a clinician or a start-up company what they actually needed or what was causing them frustration. “It is only through the adoption of design thinking skills that we are now just starting to have the skills to understand real end user needs. We have not perfected this skill set as yet and so there is still a long way to go, but we are making advances through this rediscovery journey around design skills like design thinking.” Tomitsch believes environmental outcomes and sustainability issues are additional parameters that need to be considered within the design process. “There are legal requirements, there are building specifications, there are desired outcomes and all of these feed into the design process – they just add complexity. “While design thinking helps make sense of all the different requirements, one of its critical aspects is that it introduces the mentality of trying out things and prototyping. At its core is working not necessarily towards one perfect solution, but on many different iterations of possible solutions. “That doesn’t always involve building the solutions. Using methods like storyboarding, we can reflect on the solution before investing more money in any particular one. We believe that if you fail early and fail often, you get to a better solution in the end. In acknowledging failure, it’s how we learn.” Tomitsch cites the work of US aeronautical engineer Paul MacCready, the inventor of the fi rst human-powered aircraft. “This was a competition, where the aircraft needed to fly a


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“It is only through the adoption of design thinking skills that we are now just starting to have the skills to understand real end user needs. We have not perfected this skill set as yet and so there is still a long way to go, but we are making advances through this rediscovery journey around design skills like design thinking.” – John McGuire, Aurecon figure eight around two poles and it had a large prize attached. No one was able to solve the challenge because they were spending all their time and resources building the perfect aeroplane and it would crash. “MacCready instead used an approach where he envisaged many different versions of the plane, building small models that he could then scale up. He’d crash a model several times a day and rebuild it. He essentially kept reframing the problem, which is one of the major methods in design thinking, and ultimately found the solution. This is a very good illustration of what it means to embrace failure, as well as the value of prototyping.”

THE FUTURE WORKPLACE Given the rapidly changing nature of work practices and workflows, Thurston says there is a flow-on effect to workspaces. “We are seeing that digital is disrupting many traditional business models and it is amplifying the competitive landscape for just about every business,” she says. “Most businesses are struggling to understand what this will mean. They know that digital will change their current workflows and how they engage with their customers, but many are unsure how to compete in this new environment and what steps they should take. “Many are failing to see the building that they occupy as a means of adding competitive advantage to their transition to a new digital world of working. This is best articulated through an example, such as the telecommunications industry, which is experiencing disruption. “Some of the issues they are facing include how do they transform their business from a voice communication business (basically phone services) to a data solutions business and B2B valued partner? How do they transform their current 4G networks to 5G networks? “The answer probably will include the fact that they will need the very best computer scientists, the best hackers, data analysts and electronic engineers in the market who can innovate to help them solve those problems. The right question

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then is: ‘What does space and place mean to the best hackers and data scientists and how does a telecommunications company attract them and put them in an environment where they can innovate?’ “This reframes what space and place means to a telecommunications company from a necessary evil that ‘We have to have to accommodate our staff ’, to a valuable differentiate that helps them win in a competitive world. “Thinking like a designer teaches us to search for the right questions to ask. We must have a deep understanding of the stakeholders for whom we are providing the facility. It is only by asking the right questions and immersing ourselves in their world that we can start to develop solutions that help them with the real problems they have. “The facilities management staff then need to know, understand and anticipate what kind of space and environment will solve that question. Understanding the needs of the end user business, the changing needs of their business model, the role that the business has for people within it and their changing work practices (through design thinking methodologies) then allows the building designers and FM teams to match the physical asset and its spaces to the needs of the organisation.” Tomitsch says it’s about making better use of space and providing better value to occupants, especially in developing spaces that foster new ways of working and collaboration. “There needs to be a mindset of experimentation because the requirements are going to be different. “Collaboration is a complex issue. We shouldn’t start from the premise of designing a space to enable collaboration, but rather fi rst understanding the role of collaboration within an agile workplace. We need to ask when people need to collaborate, where they should do it and how it’s important. After that understanding, if it’s not happening already, we ask why it’s not and then could potentially lead to a physical space design solution. “But design thinking goes beyond the space and the solution may well not involve physical changes. It may be more about providing opportunities to collaborate at certain times of the day, just bringing people together, or the need to offer better virtual opportunities through digital solutions. “The facility manager here can play a very important role if they use design thinking to get to where the issues are around encouraging collaboration. Often, we see this as a ‘topdown’ directive; i.e. ‘we need our people to collaborate more’ and design thinking can allow FMs to respond to this with evidence-based reasoning and possibly demonstrate a more cost-effective and sustainable outcome. “Starting with physical changes to an office or building can be very expensive and there’s a limit to redoing them if they don’t result in the right outcomes.”

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Getting to the root of the problem: using the five whys method The University of Sydney’s Dr Martin Tomitsch, co-author of the book Design. Think. Make. Break. Repeat. says a helpful exercise for facility managers is the five whys method, which came out of the auto industry to identify the root cause of problems. “Say the car won’t start. The process starts by asking, ‘why doesn’t it start?’. The answer, for example, is the battery wasn’t charged, so ‘why wasn’t the battery charged?’ and then find that solution. This is essentially a problem-solving method that takes you through the required stages. “It’s a validated instrument to use because it provides evidencebased reasoning. Because it’s structured, it’s not just about evaluating issues based on an opinion. You follow a process and see the findings.”

AN EXERCISE Using this format takes around 25 minutes. Taking the auto example above gives you an idea of the process to follow. Here is an excerpt from Design. Think. Make. Break. Repeat. This is a handbook that documents 60 methods used in design innovation projects and offers case studies that involve multiple design disciplines – from product and service design to interaction and user experience design. The book is available through The aim of continual questioning is to ensure that the right problem is examined and made central to the design process. This method can be done independently by members of the design team or with stakeholders that have an involvement with the initial problem statement. For example, this can be a client or someone from a different team working on the same project. It is important that everyone involved in the method is familiar with the problem situation. The method starts with a ‘first-level’ surface problem statement, which should be based on findings from previous research activities. For example, an initial interview or questionnaire may have revealed a problem situation. Once the problem statement has been identified, we ask ourselves ‘why’ the problem occurs. In order to get to the root cause of the problem, we continue repeatedly asking ourselves to explain the previous answer. Typically, the question ‘why’ is asked five times, but the number of iterations can be adapted until a satisfactory root cause is identified. The amount of questioning may also depend on the persistence of the person answering the question. The method is useful during the early phase of a design process to identify the right problem statement.


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21/02/18 10:38 AM

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Thurston agrees: “Asking ‘why’ to uncover the real purpose will reshape how we design buildings. “We get so caught up in the technology involved, focusing on everything from building management system apps and information screens to automated elevators and rooms that are air-conditioned and lit a few seconds before occupants enter them, that we forget who a building is ultimately designed for: people. “Building design is not (only) about bits and bytes, but flesh and bones – we need to take a step back and remember that humans are at the centre of everything we design. Buildings of the future are about designs that unlock human potential. High tech is only high value if that same technology enhances human experience.” Thurston believes buildings were never meant to operate in isolation from users. “Rather they should operate in ‘synchronisation’ with them. For a building to be smart and connected, it doesn’t have to be complicated. It’s up to the building designers to consider all the complexities involved in designing a human-centred and emotionally intelligent building – and then to design ‘simple’ ones. This means having empathy for the needs, challenges, daily tasks, desires and long-term goals of the people who use them. “Creating buildings that are both intellectually and emotionally intelligent will be the currency in the future as companies start to realise that their bottom line depends largely on the wellness, happiness and productivity of their people. “At Aurecon we have invested heavily in getting our people to ‘think like a designer’ in the engineering and services we provide. We have employed industrial designers to work side by side with our engineering designers to make this happen. “Given I’m an industrial designer, I may be somewhat biased, but I believe these skills are the perfect complement to engineering. Together we can create more meaningful value for our clients as well as the stakeholders that interact with the buildings we create for them. McGuire adds: “And so, when we think about does technology need to be ‘baked in’ to the built environment, the answer is most likely yes and no. First, technology is only relevant if it is meaningful to the people (the workers/ occupants) who are intended to be the users of it. If a technology is of no use to them or is meaningless, then they are not likely to use it. Technology for technology’s sake is most likely a waste. “But second, we believe that technology should be invisible in many instances to the user. The user of an iPhone doesn’t really know the technical detail of what is in a smartphone or how it does what it does; they just love its functionality. Moreover, they love that it gives new meaning to what a phone is (it is now a social interacting device). “The same can apply to a building. People can love the building and all it does for them, without necessarily knowing

44370_16-21_F lead.indd 21

“Design thinking allows us to deal with complexity and problems that are non-linear. There are always multiple solutions available and facility managers face that on a regular basis.” – Dr Martin Tomitsch how it does it or what is doing it. They just need to know that the space simply works for them and allows them to achieve their very best. “Being stakeholder-centric allows our designers to know what is meaningful to the intended beneficiary and then allows us to develop (or bake in) the technology that enables that to happen, even perhaps without the end user being aware of the technical detail.” Tomitsch says the focus needs to be on the people rather than the technology. “Design thinking helps us to understand where to use technology. It’s important to have an awareness of technology, so we know what’s possible, but it’s critical not to see it as the ultimate solution, or an end in itself. Technology is a way of assisting the people working in our facilities, to take away their pain points. “Facility managers should be considering how the space design supports use of technology, as well as making better use of the physical space – merging virtual and physical needs.”

‘HUMAN-CENTRED’ OUTCOMES Thurston says a design thinker is fi rst and foremost an advocate for the stakeholder. “Design thinkers are driven to explore and experiment as a means to uncover new value. Nothing makes a design thinker happier than challenging the status quo – always asking ‘why?’ and ‘what if?’ because they know that progress depends on asking beautiful questions. They look at the whole picture to gain better understanding and test their ideas to ensure they’ve arrived at the best option.” Tomitsch, who co-authored a book called Design. Think. Make. Break. Repeat. says facility managers need to think more about the process and less about specific problems. “They should engage with their stakeholders and try out different solutions, break them quickly and come up with an improved solution. Doing that, while considering their stakeholders, will ultimately ensure they come up with more human-centred solutions. “Whether we’re talking about facility managers, engineers or anyone who wants to transform a current situation into a better one, they’re all design thinkers,” he concludes. ●


23/02/18 2:44 PM


AT YOUR SERVICE With the importance of human experience on the rise in facility management, MATT WALL says the concierge has become a vital member of the team.


aving started out working in five-star hotels, Matt Wall knows a thing or two about customer service. But unlike hotels, where the guests generally prefer not to engage with what happens behind the scenes, tenants in major office buildings often come to his concierge desk with specific questions about the functional aspects of where they work. “We are definitely the conduit on feedback from our tenants and that means we need to work closely with the facility management (FM) and engineering teams,” Wall says. “It’s been a real bonus for me and my professional development that they’re open and forthcoming about how the building works.” Wall works for executive hospitality company First Contact, which is contracted to provide the concierge service at Melbourne’s 171 Collins Street tower. The building claims some significant environmental credentials, achieving the Green Building Council’s Green Star six-star office design award and a six-star NABERS energy rating. “This is a brand new building and we have a lot of tenants who are very interested in how the building works, from the smart, destination-controlled lifts to the underfloor heating and cooling that makes the building more energy efficient,” says Wall. “It’s great to be able to answer a lot of their questions when we’re showing them around the building rather than having to take them ‘on notice’.” Wall has a passion for service and is relishing 171 Collins as his fi rst ‘new build’. “I also had a year at the Rialto Towers and although that’s an amazing building it was over 30 years old. Here I came on board a few weeks before we welcomed the first tenants, so I was able to delve into what the building offered for both the people working here and visitors. “We’re the fi rst port of call for a lot of the feedback,” Wall says. “We need to channel that to the right area, without delay, because our tenants expect things to be actioned promptly. We might need to liaise with security, with cleaning or with engineering and ensure we can communicate effectively to sort out any issues.” Working in such an impressive space, Wall enjoys the natural light flooding the lobby from the nine-storey glass atrium. “It’s a beautiful fi rst impression and it has to be matched by the rest of the experience for our tenants and visitors, whether that’s the elevator technology that groups


44370_22-23_profile.indd 22

PETROL HEAD Wall began in hospitality straight from high school. An alumnus of Parade College in the outer Melbourne suburb of Bundoora, he says his school had a strong sports culture. Wall leaned towards a different kind of outdoor activity. “I’ve always loved getting outdoors and something like a National Park ranger would have been a nice career. I was also interested in fire-fighting but I wasn’t ever fit enough to do that! “But given I love motorbikes, I grew up really wanting to be a motorcycle racer and my idols were Wayne Gardner and Mick Doohan. I come from a family of petrol heads. My dad and I loved watching the Formula One together, especially the great rivalry between Ayrton Senna and Alain Prost. Wall still gets out on his motorcycle whenever he can. “My current bike is a Yamaha TRX 850. It’s 20 years old, but still good fun. “Mum was a bit iffy when I first started to ride, especially after I had a bit of an accident. Dad was really keen, but he never had a bike. There’s no pressure on me to stop riding, even though I don’t use it to commute to work anymore; my partner Octavia loves coming out for a ride with me. My family know this is who I am and what I love.”

people so that they can get to their floor quicker, or the end-oftrip facilities, ensuring they’re functional and pristine.” Given the importance of people skills within FM, Wall says many people from a hospitality background are transitioning to building management roles. “I’m very happy with my role at the moment, but I’m interested in continuing to develop professionally. The great thing about 171 Collins is that I’m part of a fantastic, cohesive team where I’m exposed to a lot more in terms of building management. Rialto was different – it was a much larger team and there were two towers, so we had 60 more storeys to deal with. “Here we work together – concierge, cleaners, security, building management – because we all have the same goal of ensuring the building is the best it can be. So that I can play my role in that, I need to know the basic parameters of what my colleagues do. I’m hoping that I can continue to develop my knowledge so that I can help in a more proactive and strategic role behind the scenes.” ●

21/02/18 10:38 AM

44370_22-23_profile.indd 23


26/02/18 12:36 PM


Content partner: ASSA ABLOY Are your facilities safe from the elements? In a world that feels increasingly less safe, conscientious facilities managers need to ensure that any possible threat to security is addressed. But it isn’t always about keeping people in or out of buildings that you need to consider. Utilising reliable products that are impervious to the elements is also of increasing importance. DAVID WARD reports.


ot to be too alarmist, but you

been linked to Alzheimer’s disease,” he writes,

may have been reading recently

while finishing on a rather forlorn optimistic

of the earth’s imminent pole

note: “Hopefully, by then humankind will figure

reversal. This isn’t the time

out a way to deal with it.”

or place to go into great detail

about what it actually means when the planet’s north and south poles gradually swap places

And so many of us thought catastrophic climate change was all we had to worry about… There’s not a great deal you and I can do

and the magnetic field decreases accordingly.

about the pole reversal threat; that’s pretty

Suffice to say, it is happening and that process

much in the hands of the scientists and

is accelerating, with statistics pointing to a 10

governments that fund them. But it’s safe to

percent drop since it was first measured by Carl

assume that Bruce Willis and Ben Affleck won’t

Friedrich Gauss in 1832. There is a lot more to

be able to don orange space suits and save the

learn about pole reversal and why and how it

day this time.

happens. But what is of greater interest to most

There is, however, something we can do

people are the ramifications of this process.

about climate change. Lots of things in fact. Al

What will it actually mean, considering previous

Gore, for one, has given us plenty of practical

pole reversals have been linked with mass

advice in his two films, An Inconvenient Truth

extinction events?

and An Inconvenient Sequel: Truth to Power. And

Well, what we do know is that the

while some may quibble over details or the odd

Earth’s dependable magnetic field is what

disputed figure, it’s only the most vehement

protects us from massively high levels of

climate change deniers who can ignore the

radiation. According to Jake Parks, a

statistics that point to rising sea levels, melting

writer and communications specialist from

polar icecaps and the increase in disastrous

the Department of Astronomy at UW-

major weather events.

Madison writing on the Astronomy website

While hopefully we’re all beginning at

(, “Since the human body is

least to do our bit to cut carbon emissions

vulnerable to cosmic radiation, the prevalence

and reduce pollution by recycling and reusing,

of cancers would see a sharp increase. Our

it’s also important to make sure we’re prepared

brains also contain tiny amounts of inhaled

for the physical changes that have already begun

magnetite, which when found in abundance has

to happen.


44370_24-25_Content Partners.indd 24

David Ward, business development manager for wireless access control, ASSAY ABLOY Australia

23/02/18 4:04 PM

Security is a challenge at any time, but throw some adverse climate and location related elements into the mix and you could find yourself locked out of your own building as inferior products fail.

This is especially true for facility and property

Security is a challenge at any time, but throw

managers who are responsible for the well-being

some adverse climate and location related

and safety of the people who live and work in the

elements into the mix and you could find

buildings under their watch. It’s often quoted

yourself locked out of your own building as

that seven of Australia’s warmest years in

inferior products fail.

recorded history have occurred since 2005. But there have been other less reported changes

such as those used by the defence forces,

in the climate, such as those in rainfall patterns.

heavy industrial operators and high-security

According to the Australian Academy of Science

government departments don’t contain parts

(, “Since the mid 1990s there

such as springs or pins that can jam or rust. This

have been significant increases in wet season rainfall

means they will be operable in even the most

over north-west Australia, a declining trend in

severe environments such as storms from the sea,

south-west Australia, and a 15 percent decline in late

burning sun, biting frost, desert sand and dust.

autumn and early winter rainfall in the south-east.”

Just think for a moment of the possible

As we have seen, rising global temperatures

44370_24-25_Content Partners.indd 25

alternative. Say there’s an emergency.

aren’t uniform and climate change in action can

People need to access or exit a building

see bushfires and wildfires in some parts of the

urgently, but an exterior lock has rusted

world at the same time as weather events such as

through, fallen prey to salt corrosion or

the furious cold snap in the US in December 2017.

frozen solid… the probable outcome doesn’t

While President Trump may not be able to get

bear thinking about. When you consider this,

his head around the difference between climate

it isn’t just a good idea for locks to be weather

and weather (though, to be charitable, it would

proof, they need to be super weather proof.

be hard for even Stephen Hawking to explain

In fact, this could be a potential lifesaver.

complicated science in 280 characters or fewer),

ASSA ABLOY’s ABLOY Super Weather Proof

these regular extremes of weather events appear

padlocks provide this solution – with locking

to be the new reality.

components incorporated that are protected

Again what does this mean for facility

High-security steel weatherproof padlocks,

to ensure operation in all conditions. Security

managers? How can they protect both the users of

is guaranteed even with regular exposure to

their buildings and the buildings themselves from

extreme heat or cold, storm-driven salt water or

changing conditions?

fine desert dust. ●


23/02/18 4:05 PM


Content partner: Billi Bright copper kettles to chrome goosenecks You may have needed serious muscles to access drinking water in days of yore, but today’s appliances are marvels of good design and you can access filtered boiling, sparkling or chilled water with no more than a feather light touch. ADRIAN CUGNETTO delves into history.


ave you ever visited an

cooks – Upstairs Downstairs’ Mrs Bridges (or,

Australian National Trust

for the younger folk, Downton Abbey’s Mrs

property? One that perhaps

Patmore) – in full fl ight.

still has an extant kitchen from the Victorian era or perhaps

Of course there were no such things as refrigerators when these kitchens fi rst

even the Old Colonial period? Somewhere

saw the light of day, but meat safes were

like Como House (built in 1847) or Ripponlea

prevalent from the 1880s, followed by

(1868) if you’re in Melbourne. Or even the

iceboxes, before Australia’s fi rst commercially

Commandant’s house at Port Arthur in

available domestic refrigerator that worked

Tasmania, which was originally built in 1833,

without ice was produced by Edward

but evolved and grew from a simple four-room

Hallstrom in 1923.

cottage to a much larger residence overseeing

You may find boilers or copper water

the whole settlement with a then brand new

heaters, as these were the only way to obtain

kitchen by 1837.

large amounts of hot water. They were often

If you have visited any of these kitchens

brick lined and came with a wooden lid and

and been fascinated by them, one thing you

space beneath for a fire to heat the water. Then

will have noticed is that, whether the room

in the attached scullery you may discover

itself is small or, indeed, one of the largest in

separate great cauldrons for washing clothes,

the property, the fi xtures and fittings in

perhaps with a washboard and sizeable

there tend to be considerable. There’s the huge

mangle attached. And, if not tubs, perhaps

coal- or wood-fi red grate and hearth, used

for the washing (of both laundry and dishes)

for both heating and cooking, perhaps

you’ll find sinks. But these sinks will be big

with side ovens and lethal-looking iron

enough to float a small boat. Well, bathe the

roasting spits.

triplets at least…

Colossal wooden tables often take up the

Perched high above such sinks, you’ll

centre of the space, with dishes and platters the

invariably see taps so weighty and solid, you’d

size of today’s TV screens fi lling the shelves.

need three Mrs Bridges to turn them on…

On the dressers there may be bright copper

And where did they get the water from to

kettles (and cream coloured ponies, if you’re

fi ll those sinks? To begin with, pumps and

Maria von Trapp) and utensils that you can

wells. From 1840 in Melbourne, for instance, it

only imagine being wielded by stout armed

came from a series of pumps installed on the


44370_26-27_Content Partners.indd 26

Adrian Cugnetto is the marketing manager for Billi Pty Ltd.

20/02/18 4:48 PM

northern bank of the Yarra River. It was then sold from water carts, door to door, for three shillings a barrel. How times have changed. As space has become premium and new materials and designs have evolved our kitchen and bathroom spaces, the fi xtures and fittings have shrunk, adapted and streamlined. Could you imagine a contemporary office space with a kitchenette featuring a plate rack that takes up a whole wall? Sleek, stylish and discreet are the drivers for contemporary design. So how did we get there? How did we get from appliances and

Perched high above such sinks, you’ll invariably see taps so weighty and solid, you’d need three Mrs Bridges to turn them on…

Fridges became increasingly common by the 1940s, starting small but growing to eyecatching status symbols in the 1950s and 60s. The freezer compartment took on greater significance as the demand for ice cubes (all those cocktails, after all) grew. Kettles mutated from those gloriously polished copper varieties with the curly spout via stovetop aluminium affairs with Bakelite handles via the fi rst electric versions to plug-in versions that meant boiling water was available on demand… well, about three minutes after that demand. And then, somewhere along the line in the

fittings that required the heft of Hulk Hogan

1960s, the on-demand tap saw the light of

to operate them to the delicate and functional

day – the space- and time-saving appliance

featherweight fancies that you can practically operate by thought control alone? And from

And – cue the trumpet fanfare – plumbing

that provides boiling, chilled or sparkling at

water from carts to sleek appliances that serve

evolved to bring drinkable water into buildings

the touch of a fi ngertip, from a beautifully

it to us boiling, chilled or sparkling at the fl ick

as well as take wastewater out. This increased

fashioned fitting. Currently, there is a range

of a switch?

access to running water meant that sinks

of beautifully sleek designed options, from

began to shrink – presenting almost as pieces

the familiar gooseneck mixer via the round

cast iron stove, a close relative of the Aga

of furniture, mounted to the wall, but with legs

or square slimline dispensers to the levered,

cooking range, still so beloved by purists

and built-in draining boards. Space was left

remote or touch dispensers. The extensive Billi

and traditionalists across the globe. The end

beneath the sink to allow air circulation and

range, for example, even offers a vandal proof

of the Victorian era through to the 1920s was

prevent moisture from accumulating, and the

version that is the very last word in seamless

a period of great modernisation in Australian

taps were integrated into the fitting.

design. And while shiny chrome will never go

Evolution. That grate gave way to the

and other fi rst world domiciles. Gas ranges

By the 1930s kitchens had begun to take

out of fashion, matte black or rose gold certainly make their own stylish statement.

appeared, sometimes alongside their huge

on a familiar form, with the changes in

coal-burning predecessors. These required

design since that time being more cosmetic

less floor space but also didn’t require

and about fashion than fundamental

long way from bright copper kettles, but we’re

ventilation hoods.

differences in technology.

sure Mrs Bridges would approve. ●

44370_26-27_Content Partners.indd 27

Today’s water fi ltration systems are a long,


20/02/18 4:48 PM


Content partner: Humanscale Catch up! There are significant differences between Australia and other developed countries when it comes to the way the field of ergonomics is approached and utilised. We have some catching up to do, reports KIRSTY ANGERER.


orkplace design and

pockets in Australia, the field is now being

practices in Australia

looked at from a business strategy perspective.

have evolved rapidly over the last decade

Look abroad

or so. Businesses

One of the reasons that the UK, for example,

have taken note of trends in the creation

is ahead of Australia in this regard is due to

of innovative workplaces when it comes to

regulations. In the UK there are DSE (display

considerations such as aesthetics, functionality

screen equipment) regulations in place that

and, certainly, technology. Perhaps led by

stipulate anyone working with a computer for

start-ups aware of the strides made in these

more than two hours per day has to be assessed.

areas by such global successes as Google and

This level of monitoring likely correlates with

Apple, companies are now much more likely

some extremely progressive architectural

to feature people-friendly workplaces, with

developments in this space. In London, the

breakout zones, flexible design and activity-

new Sky World building is a standout example,

based working.

having created a set of specific environments

It’s no longer a surprise to visit a graphic design studio or tech start-up in the inner Melbourne suburb of Fitzroy, for example, and

from which people can choose to work depending on the task at hand. The US is also ahead of Australia. The

see a foosball table in the corner or a series of

Occupational Safety and Health Administration

hot desks that can be utilised by various staff

(OHSA), which dates back to President Richard

members according to need.

Nixon’s administration, operates out of

Wellness programs too are increasingly

Washington DC under the US Department of

being taken into account, with serviced offices

Labor, but regulations may have less influence

more likely to offer gyms, Pilates classes and

on practice than the prevalent litigation

end-of-trip facilities for cyclists and walkers, as

culture in the country. To avoid workplace

inducements to potential tenants.

compensation claims, developing robust

But at the same time, there is one area that is still not at the forefront of current workplace

Kirsty Angerer is an associate ergonomist with Humanscale (Australia and New Zealand).

ergonomic programs and choosing the right tools to work with has become a major incentive.

design thinking. Historically, ergonomics in this country

Why care?

has been considered a health and safety

There are three overwhelming areas in which

issue and there are fewer ergonomists

the benefits of the discipline can have a

working in Australia than in the rest of the

significant effect on your business. Ergonomics:

developed world. On the other hand, overseas

● can bring down costs – by reducing the

and, it should be said, in some forward-thinking


44370_28-29_Content Partners.indd 28

onset of musculoskeletal disorders and

23/02/18 2:52 PM

injuries, businesses will see fewer workers’ compensation claims and staff absences due to ill health, leading directly to a healthier bottom line ● improves productivity – when staff are

comfortable at their workstations and less fatigued, they will do their work better and more efficiently, and ● helps businesses to retain and attract

talent – today’s graduates and job seekers are more aware of what they are looking for when joining a business, and being comfortable and having good desks, chairs and work tools is of increasing importance to new hires.

Consultancy Once a business or organisation has understood the importance and benefits of good ergonomic practice, the next step is

Historically, ergonomics in this country has been considered a health and safety issue and there are fewer ergonomists working in Australia than in the rest of the developed world.

As long as people are careful to choose products that encourage neutral postures, then they are on the right track.

Possible ramifications The message is clear: ignore ergonomics at your peril. Possible negative outcomes of ignoring the most up-to-date thinking in the field include: ● a workforce that is suffering with discomfort

or injuries, which can be a very costly affair – from direct costs or workers’ compensation claims to indirect costs of training someone new while also paying for the injured person ● an unhappy workforce – if people don’t feel

as if they are being looked after, productivity is more than likely to reduce, and ● the loss of talented staff members, which

can put strain on a business.

getting the right advice. The Human Factors and Ergonomics Society of Australia (HFESA)


is an excellent first port of call, as by using

Having seen the advances overseas and

its recommendations businesses can be

hopeful signs closer to home, we can be

confident that they are hiring a certified

do your research, as the term itself isn’t

confident that the situation in Australia is

professional ergonomist. Humanscale has a

governed. Some supposedly ergonomic

changing. Recently, I’ve been working with

global team of in-house ergonomists, with an

products are in fact very bad for you and can

interior design firms, which is a huge shift

associate ergonomist based in Australia, who

cause discomfort. One example is the mouse

from as recently as five years ago. If designers

regularly travels to each state and is available

wrist rest, which doubles intra carpal tunnel

and architects are considering ergonomics

for consultation.

pressure and minimises blood circulation

more, this is a positive development. The

around the arm.

availability of standards such as WELL, Fitwel

Take care

At the same time, the design of the human

and Green Star will also help drive ergonomics

It must be noted that not all products that

body hasn’t changed drastically in quite some

forward in Australia. More ‘real life’ research is

are labelled as ergonomic actually do the

time. What has changed is the technology we

important too, to show the world the benefits

job they promise. It’s imperative that you

use and the environments in which we work.

of ergonomics. ●

44370_28-29_Content Partners.indd 29


23/02/18 2:52 PM


FIRE RISK – HOW NOT TO GET BURNT Facility managers need to be well-informed about the risks of combustible sandwich panels and the impact of recent disasters on the insurance market, as RUSSELL TOLL and CLIVE DAWES report.


he impact of fi re where Expanded Polystyrene (EPS) sandwich panels feature in building construction can be catastrophic. Insulated metal panels are commonly used as walls or wall/ceiling combinations in industrial and commercial buildings. Typically they have an EPS core, but modern panels also utilise non-combustible rock wool, or fi re resistive PIR (polyisocyanurate) or Xflam. But a number of recent – and large – losses have the insurance industry talking. The global insurance market in this sector has been contracting since 2001 and to ensure your facility can maintain its optimal levels of cover at the best possible premium rates, there are a number of critical factors to consider. Essentially, your business will need to demonstrate fi rstclass risk management practices, disaster/crisis recovery strategies and business continuity planning. Whether or not one agrees with the insurance industry reaction, this is the current reality.

WHAT’S THE ISSUE WITH EPS? Modern insulated sandwich panels have excellent insulating properties, are light and easy to install, and provide a clean, easy to maintain fi nish. However, panels with a polystyrene core can present a severe fire hazard. When exposed to heat, polystyrene will initially shrink away from the heat source, but the foam will eventually vaporise. If it ignites, fi re spread will be rapid, destroying the structural integrity of the panels and allowing fi re to flash across the exposed foam and collapse. Radiant heat will then quickly weaken the building’s structural frame, potentially leading to destruction of the entire building or fi re area. The heat content of polystyrene is similar to petrol, emitting a dense black smoke containing oily, sooty and toxic particulate matter, which can contaminate an entire building or area and present serious health and environmental risks. In effect, this is equivalent to a three-dimensional flammable liquid fi re.


44370_30-31_F fire risk.indd 30

Manual fi re-fighting can be hazardous due to the building’s structural instability and fi re burning inside the panels. Fire brigades may elect not to enter the building for their own safety, further adding to the physical damage. Fire retardant additives do not significantly affect the burning characteristics of polystyrene other than they may delay its ignition.

THE SOLUTION Where EPS panels are installed, robust management controls are needed to prevent ignition. This should include an awareness of the fi re hazard, identification (signage) of the subject panels, stringent procedures relating to physical works (penetrations, cutting etc) and prompt repair of any damaged metal coverings to prevent bare foam from being exposed to an ignition source.

21/02/18 10:48 AM


FM:Interact Software

Advanced Spatial technologies

In addition, any electrical switchboards and forklift battery chargers fi xed to the wall should be removed or physically separated with a non-combustible barrier, and any electrical cable penetrations should be appropriately fi re stopped. Replacement or new works should utilise panels with a rock wool, PIR or Xflam core rather than EPS. Where automatic sprinkler protection is installed, it should be designed to FM Global Data Sheet 1-57, which specifically addresses the EPS fi re hazard. Without this level of protection, automatic sprinklers designed only for the occupancy hazard may be ineffective.

FM:Interact is an Integrated Workplace Management System (IWMS) suite of computer software tools for facilities and real estate professionals. These easy to use, user-friendly tools can help you save time, increase productivity, reduce occupancy costs and increase employee satisfaction all from a desktop or mobile device.

AN INSURANCE PERSPECTIVE There are a limited number of insurance companies in Australia, and globally, that are willing to cover EPS risks largely due to the high severity of losses when they occur. Recent events mean we’re already seeing a retraction in insurer capacity and increased pricing. Consequently, risks with large policy limits need to utilise Australian and overseas insurers in order to gain 100 percent cover. This highlights the importance of risk management controls aimed at preventing a fi re in the fi rst instance. In particular, every operator with this type of building material should have a dedicated risk management plan for the building and the associated operations. Insurers are, and will continue to be, paying particular attention to pre-loss risk management as well as post-loss business continuity planning. If your facility is constructed with EPS panels, you will need to ensure that you can provide current risk engineering survey reports to your insurer, or broker going to the insurance market on your behalf. All risk recommendations – particularly those relating to hot work permits, housekeeping, thermographic scanning, unsealed openings in panels and impairment notices – will need to be promptly and properly addressed. Insurance companies will apply a great deal more scrutiny in assessing EPS risks before deciding where they will commit their capital. So, where capital is limited, risks that are well-managed will have the best chance of securing the cover required. If your company isn’t able to demonstrate an acute awareness of the exposures and appropriate risk management responses, you may fi nd it far more difficult to obtain the right level of cover and avoid significant premium increases. The bottom line for any insurer is in their confidence that your company is proactive in minimising its own risks rather than solely relying on an insurance company if anything goes wrong. ● Russell Toll is national manager – placement services, and Clive Dawes is senior risk engineer at Willis Towers Watson.

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21/02/18 9/03/17 10:48 4:17 PM AM


Brave new working What would a typical workday look like in 2040? TICA HESSING gazes into the not-too-distant future.


oetry, vinyl and novels are hot and machines can almost do anything that humans can. It is the year 2040, where artificial intelligence (AI) and augmented reality (AR) are part of our everyday existence. Enhanced connectivity has made workers more mobile and economies have become more flexible and dynamic. The typical workday, work night and work hour have changed beyond recognition. Happy Fridays and Blue Mondays belong to the past, as work can be done at anytime, anywhere, according to your preferred lifestyle. But how do we want to work in future? What services are required to meet the future needs of employees? To be prepared for the future, we must first imagine it.

SMART HOMES ‘Wake up Lisa, it’s 7am.’ Thirty minutes later: ‘Lisa you have to get up now, you have exactly one hour to get ready. Due to the rainy weather forecast I have ordered a car for you 30 minutes early; it will arrive at 8.30am.’ Lisa turns around and looks outside. Big raindrops are splashing against the window. She activates the glass and looks at her schedule for the day. She has her first meeting at 10am. ‘You need to get dressed in 10 minutes to pick up the fruit and the breakfast box I have ordered for you today.’ It’s SAL again. Lisa can’t live without her. No, SAL is not her partner, it’s Lisa’s smart home. Devices in smart homes, cars, buildings and cities now interact with each other to make life easier and quicker, making people’s time even more flexible.

THE COMMUTE During Lisa’s ride to the city, she eats her breakfast and catches up on some work.


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Through her glasses, equipped with AR, the driverless car is turned into Lisa’s office. The data she needs for the project she’s working on is projected in the space around her. Autonomous vehicles have had a transformational impact on business and society – humans are banned from driving in cities and there is no need for parking spaces at offices and in city centres. The car drops Lisa off in front of her office and continues to the next commute-request. Lisa enjoys the view of the vertical gardens on the office buildings. There are still some ugly outdated tall buildings, made of glass and twisted steel from a bygone era. Nowadays, such materials are not allowed and buildings are made from ecofriendly and sustainable materials.

THE SMART WORKPLACE When Lisa enters the building, a friendly robot concierge informs her that her meeting will take place at level five, tower two, and that her manager has already arrived. Meanwhile, sensors in the ceiling above Lisa are undertaking an overall security and health test to make sure she doesn’t carry any dangerous goods, illegal drugs or viruses with her. Lisa passes the health and security check and steps into the elevator. It takes her up to level five and then slides to the right to continue the journey horizontally to tower two. There are no cables in the office: wireless charging and working via the cloud are standard practice. Walls are flexible, and the work environment can be reshaped every night based on the workplace needs of the coming day. Open plan offices with individual desks are obsolete, as people come to work to collaborate with their project teams. Individual tasks take place in special focused booths – at home, in driverless cars or in communal spaces when preferred. Sensors in the workplace continuously assess how people work and what they need from the space, physically and emotionally, to perform well. Buildings are flexible to adapt to change and to meet the lifestyle needs of permanent and transient occupants.

123RF's dolgachov ©

Three-dimensional printing has revolutionised office fitouts, which are highly customisable and easily recycled. Leases encompass the use of both fixed and temporary spaces, with co-working a staple concept. Within this fluid demand for space, occupiers want the smallest amount of space with commitments not exceeding the hour.

HUMAN CONNECTION AND POTENTIAL ‘Good morning Lisa! How have you been?’ Lisa enters the meeting room and greets her manager. They have a meeting with two graduates, beamed in from Asia. They put on their AR headsets and shake hands with their virtual candidates. While they are talking, automatic translation takes place. Recruitment is global, and workforces are diverse. In 2040, employees can work 24/7 on projects; it’s just a matter of getting the right people from the right time zone. In 2040, you can not only interact with simulations of your overseas colleagues projected in the room you’re in, but you will also be able to actually give them a hand and experience a sense of touch.

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Fun facts and figures Artificial Intelligence: AI will soon touch every industry. Some 98 percent of corporate leaders see AI as essential for their businesses, according to the recent book, AI Transforming Business: Corporate CxO Perspectives. The book was written by executives at companies such a GE, BNY Mellon and Samsung. Statistics portal Statista claims that the size of the AI market worldwide is expected to be worth approximately US$59.7 billion by 2025.

By using (ultrasound) soundwaves, US research company Emerson has succeeded in making air feel like a solid object. A scientist in Japan created the first touchable hologram in 2016. The combination of haptics – the science of touch – and technology has the potential to rewrite the ways we interact between the digital and physical worlds.

HEALTH AND WELL-BEING Wellness is not a trend, but a necessity. Back in 2018, one in seven Australians was admitting to experiencing “severe to extremely severe” depressive symptoms, with “jobrelated issues” cited as their primary source. PwC reported at the time that every dollar invested in cultivating a healthy workplace generated around US$2.30 in benefits to employees and enterprise alike. Consequently, well-being programs in 2040 are focused on mental health in addition to physical wellness. Instead of sick days there are additional ‘mental health days’, to refuel ourselves. Building facilities address the lifestyle needs of a global, diverse workforce.

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Cafés and gym facilities, prayer rooms and wellness spaces are available 24/7 to accommodate the demand to work, chill and eat at any hour of the day or night. Employees are able to relax in virtual worlds too: exploring rainforests or water valleys.

THE TAILORED WORKPLACE EXPERIENCE While attempts to foretell the future will almost always fall short, the changes within the 2040 environment envisioned here have already been set in motion. The combination of Internet of Things (IoT) technology and AI will help run facility management operations, making the office and its tenants more comprehensible than ever before. Tools to adapt the workplace to the monitored needs of its users will be paramount, creating an ultimate personalised workplace experience. ● > Tica Hessing is a human geographer and urban planner, Strategic Consulting Australia at Cushman and Wakefield. Additional material was provided by Sigrid Zialcita and Wyai Kay Lai from the Asia Pacific research team.

Advanced transport – driverless everything: Well-funded firms around the globe are creating new forms of urban transport. Not only roads, but skies, oceans and railroads will be filled with autonomous vehicles, ships, aeroplanes, trams and trains. Victoria Transport Institute predicts that by 2040 autonomous vehicles will account for up to half of all road travel. Driverless cars could make the 800 million parking spaces in the US superfluous. And what about the design of offices when an entry via the roof is required for the flying taxis? Future buildings: The world’s first rope-less, horizontal-vertical elevator system, called Multi, is being installed in the East Side Tower in Berlin. The system has been developed by German elevator manufacturer ThyssenKrupp and can achieve up to 50 percent higher transport capacity and reduce peak power demand by as much as 60 percent when compared to conventional elevator systems. The company claims the system is “a genuine game-changer that will truly transform the way people move, work and live in our built environment”.


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PUTTING THE TEAM FIRST Companies are increasingly developing workplaces that offer agility. GRAHAM KIRKWOOD looks at how the physical environment can keep pace.


he traditional workplace model strives for efficiency and reliability, but the emerging focus among more progressive and volatile organisations is agility, innovation and connection. While this shift is transforming team structures and work methodologies, the physical workplace, based on open plan and activity-based working (ABW), remains largely efficiencybased. This problem is compounded as workplace performance continues to be measured against individual performance rather than that of teams. We need a new workplace model that puts the team above all else. Here, we share a case study developed by Resource Architecture with Latrobe University Research to develop and pilot such a model, identifying the key learnings for facilities managers.

FROM EFFICIENCY TO TEAM-BASED WORKING The 20th century defi ned the organisation and much of our thinking on management. Management distilled every role and function into the most efficient process, then overlaid ‘culture’ that would recognise and reward individual achievement. The structure was a command and control hierarchy where ‘managers’ were accountable for individual performance. Within a stable business environment, this workplace model served us very well. Some of the most successful organisations developed economies of scale, and quality processes that created natural entry barriers for the smaller start-up. But organisations today are working within a much more volatile environment and no MBA course will equip the manager to anticipate and manage the disruption and the pace of change. There is a move towards agility, connection and innovation and, to do this, large organisations are breaking down their structures into small self-organised teams bound by trust and shared purpose to deliver outcomes, cutting out middle management but retaining structures of governance.


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While the information technology sector is perhaps leading the charge, these changes are also being introduced into large banks and government agencies. Large organisations are thinking more like communities of small- to mediumsized businesses or enterprises (SMEs), and SMEs are fi nding themselves able to compete successfully with the large players. Within large corporations such transition requires leadership and strong communication. In May 2017 the ANZ Bank announced it had adopted a team-based workplace strategy across its executive teams. CEO Shayne Elliott broke up the organisation into teams of 10, called squads, and groups of squads called tribes. Elliott was quoted in The Australian Financial Review, saying: “This is about ownership: self-directed teams taking ownership and pride in what they are doing. This is about short time-frame delivery; it is not about delivery of things with a two- or three-year horizon. It is about getting things to market in about six to 10 weeks.” Although these structural changes are well-established, how we design our physical workplace has lagged behind. Traditional workplace design models such as Open Plan and ABW largely remain within the efficiency-based paradigm and do not support teams.

THE PROBLEM WITH TRADITIONAL EFFICIENCY-BASED WORKPLACES Common problems seen in various traditional workplaces are well-documented, but rarely resolved. Problems have been further exacerbated by the emergence of ABW and hotdesking. By only focusing on individual activity and efficiency, the industry continues to overlook how the workplace can support teams and how teams can overcome many of the problems of open plan and ABW.

TEAM-BASED WORKING – A NEW WORKPLACE STRATEGY The pilot workplace constructed by Resource Architecture with La Trobe University Research supports teams and overcomes many of the problems of the traditional efficiency-

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Noise and distraction of open plan arrangements.

Team members are more tolerant of other team members. Keep team size at four to eight and provide screening to maximise acoustic and visual privacy.

Lack of personal space and connection with team or the organisation.

Each small team occupies a space that provides team identity with team artefacts and work tools, and showcase ideas and achievements.

Wasted time looking for somewhere to sit, moving or adapting to another space.

The team domain provides a home base. Allow for extra capacity to accommodate other collaborators.

Employee marginalisation, indifference and inattention to co-workers, loss of identity and decreased organisation commitment.

The team builds a shared identity in the context of the organisational purpose. The organisation empowers teams to make decisions.

Higher levels of distrust, fewer co-worker friendships and decreased perceptions of supervisory support.

Team members mentor and support other members of their team. Draws from ‘positive psychology’ principles of using individual character strengths to collectively overcome problems, and build trust, awareness and relationships.

Emergence of two distinct cultures: those employees who settle, versus those who move regularly.

A small team of four to eight is more accommodating and tolerant of the diversity of work styles among their team members.

Isolation of new employees and the increased time they require to settle in, be inducted and build relationships.

The team domain creates an incubator of new employees and emerging talent, with support and guidance of their team members.

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based workplace. John Dewar, vice chancellor at La Trobe University explains: “The primary purpose of this exemplar project is to demonstrate what’s possible… how we have to be able to experiment, innovate, learn and adapt. This is how we do our research: we take people from across disciplines to focus on a problem and they work together. That’s the core of our research strategy. The same goes for our operating model; with the matrix model people have to work together on different parts of the university to solve problems. If we don’t, we just end up in silos and people get battered around. It actually speaks to what we are trying to do.” The new workplace model is founded upon six principles of what makes teams work most effectively. Workplace design evolves from these principles and supports them both physically and virtually. Described below are the six principles and how the pilot addressed each one.

1. Small self-organising teams Research in the Business Horizons journal shows that an ideal work team is between four and eight people and never more than 12. Four to eight is the number where each member can build a close working relationship and appreciate the diverse individual character strengths. It is also the accepted span of control for any team leader. Within the La Trobe University Exemplar Workplace, rather than adopt open plan, workspaces are half enclosed ‘team domains’, accommodating between four and eight people. Although the domains are not strictly allocated to any team, team artefacts such as task boards, display panels, lockers and storage are clustered, meaning that the team intuitively gravitates to and settles within the closest domain. To overcome the risk of teams being siloed and disconnected from other teams, the domains are visually connected to other teams and to the shared spaces used for collaboration or quiet work.

2. Sharing of resources and information Access to and reciprocity of information and resources is a central cornerstone in building trust and shared purpose. Examples include open systems that build upon digital document management systems and customer relationship management and the ability to embed collaborators and customers for short periods. Within the La Trobe University Exemplar Workplace desks are not allocated and people are encouraged to work among other team domains depending on the need to collaborate or fi nd a space suited to the task in hand. As the ratio of people to desks is one to one, and given that the peak occupancy is 75 percent, there are always free desks available. This encourages external collaborators to share the space for special projects. At the heart of the space is the ‘Welcome Piazza’, which doubles as a reception and meeting place. The space is at the


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“The new workplace model is founded upon six principles of what makes teams work most effectively. Workplace design evolves from these principles and supports them both physically and virtually.” central circulation intersection, and people intuitively cross paths and have informal two-minute conversations.

3. Mobility and distribution of work With new technology, people are less tethered to their desks and are able to maintain daily communications with their team, no matter where they are. Greater mobility and distribution of work enables team members to work alongside other collaborators, teams or customers. Within the La Trobe University Exemplar Workplace, every team member has a soft phone and a laptop equipped with mobile working apps and web conferencing tools. Generous and secure personal lockers are allocated to every team member and are equipped with power outlets to enable overnight charging.

4. Empowered problem solving Enabling the team to solve problems at the source, rather than seeking executive authority, improves the quality and speed of decision-making. For this to be effective, each member must have a clear understanding of purpose in the context of the whole organisation. It also requires a higher level of connection with the customer. La Trobe’s Dewar explains: “We have a complicated operating model and it’s one that requires two things. It requires very clear accountability, so people know exactly what their job is, but it also requires that if our people see a problem that isn’t their job to fi x then they know where to go, whose job it is to fi x it. So it requires deep accountability, but great horizontal flexibility.” In the pilot workplace, each team is equipped with a ‘task board’, which is the centrepiece of agile methodologies and team accountability. There is also a dedicated space called a Swarm, which provides a place for team leaders and external collaborators to gather, share information and solve problems collaboratively.

5. Frequent and structured collaboration The more volatile the industry, the faster that ideas and information flow, the better. But, unless it is structured and disciplined, collaboration can be a millstone. Agile

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methodologies play a part in capturing and disseminating information more rapidly. Within the La Trobe Exemplar Workplace, a central scrum (huddle) space is provided, equipped for frequent, disciplined and fast collaboration. Each team is encouraged to conduct daily 15-minute stand up meetings with the entire team, using web conferencing tools to connect those who are located elsewhere.

6. Face-to-face meetings Face-to-face contact is what helps build trust and shared purpose. Social media, collaboration apps and emails avoid faceto-face contact. With web conferencing, and greater mobility, people no longer have a reason not to engage with others faceto-face. The La Trobe University Exemplar Workplace provides a variety of shared collaboration spaces away from the team domains. It also provides web-based conferencing tools that enable people to connect anywhere and anytime.

PERFORMANCE EVALUATION Performance data was collected by an independent workplace survey organisation prior to moving and then again three months later. The data was collected from pre- and postworkplace evaluation surveys, focus groups and space utilisation records. While the survey outcomes demonstrated that user satisfaction improved overall by 25 percent, it is also worth

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pointing out that the old workplace as a baseline set the bar very low. Efficiency also improved, achieving 10 square metres per work point and average utilisation of 59 percent. Actual team-based performance outcomes are yet to be measured. To effectively measure the performance of teams, a new set of performance measures is required that measure actual outcomes for each of the six team-based working principles described here. Further follow-ups are planned. The Exemplar Workplace is possibly the fi rst of its type in the world, and is believed to be the fi rst to have non-allocated desks within the university sector. The transition from each person having their own desk to having a team space with unallocated desks was difficult for some. It may take a little more time for people working within the workplace to fully come to grips with some of the team-based principles and the opportunities it provides. Now that the space has been occupied for eight months, the project sponsor MaryAnne Aitken, director Research Services, says: “I am encouraged by the fi ndings of the (post occupancy) report, but also think that things are even better now than they were reported in September/October (three months following the move). The space is becoming more ‘normal’ and less of an alien work style to most of us. Why, even I have settled in now!” ● > Graham Kirkwood is director of Resource Architecture in Melbourne


21/02/18 10:56 AM

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FIVE WAYS TO REDUCE WORKPLACE NOISE Struggling with ambient noise? You may need to re-evaluate your acoustics, writes DOMINIQUE LYONE.

“Businesses that don’t think about employee needs during the design phase can often trigger the opposite effect.”


ave you ever been in a workplace where it’s so loud you can’t even hear yourself think? It’s a growing issue as more businesses embrace open plan working environments. Open plan offices are designed to increase collaboration among employees, while also promoting active movement around the office and flexible working options. However, businesses that don’t think about employee needs during the design phase can often trigger the opposite effect. For instance, increased employee movement can result in frequent noise disturbances if not planned appropriately. There are many acoustic strategies that can be implemented to reduce this problem. Here are five ways businesses can use acoustic techniques to reduce the incidence of noise problems in their office space.

FREESTANDING SCREENS These can go a long way in reducing sound issues if they are used strategically in the space. Freestanding screens are an optimal choice that can suit just about any workplace’s needs due to their variation in sizes and colours. Mobile walls could also be a suitable investment. Mobile walls are fitted with sound-reducing material, and have the added benefit of being easily movable – a great option to have for workplaces that may need to adjust their space for additional staff or to better accommodate agile working.

HEADPHONES Providing employees with noise-cancelling headphones is not only a great way to combat acoustic problems, but it also can help them focus on completing their tasks by removing distractions. Additionally, the presence of headphones makes it clear to other employees when someone is immersed in their work, which can reduce the likelihood of them being interrupted. A study published by the University of California at Irvine detailed the cost of interrupted work, revealing that it can often lead to stress, frustration and pressure due to a loss of time. Think about giving your employees the ability to block out the rest of the world and dedicate themselves to their work.

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Hearing augmentation solutions Hearing Augmentation Systems are a legal requirement in many public spaces as defined in the Building Code of Australia (BCA). They are also a vital public service. The purpose of these systems is to assist those with hearing difficulties to both comprehend and enjoy material that is being amplified through an installed PA (public address) system. They are mandatory in facilities like major educational institutions, places of business, auditoria, rooms used for legal proceedings and some reception areas. Three differing technologies can be used to provide hearing augmentation, and each has its own advantages and drawbacks that need to be taken into account in the design stage. The most common is the Audio Frequency Induction Loop (AFIL), where wiring is laid into the floor or ceiling that broadcasts a feed of the PA directly to hearing aids fitted with a ‘T’ switch. AFILs are commonly found in train stations, theatres, lecture halls, meeting rooms and any other public space where it’s possible to lay the cable during new construction, or during a retrofit. From the venue’s point of view, AFILs are ideal, as they require little ongoing maintenance or staff attention. The patron experience is also excellent, as they are already carrying the device they need to access the broadcast and it can be heard in the loop area in the venue’s floorplan. In fact, the BCA specifies that any AFIL must cover 80 percent of the space in which it is installed. However, AFILs are not ideal in every application – they aren’t suitable in some spaces built with large amounts of metal, don’t provide security from unauthorised access and can be uneconomical to install in extremely large venues, such as stadia. Where an AFIL isn’t practicable, a broadcast system is commonly installed. Two technologies currently dominate in this space – infrared (IR) and FM radio; however, recent developments have started to see new products using Wi-Fi and DECT (digital enhanced cordless communications – the bandwidth used by cordless phones) come onto the market. Time will tell if these new products are appropriate in practical applications. Infrared is suitable for small spaces such as meeting rooms and requires the user to wear a receiving device and be in line of sight of the transmitter. Unlike an AFIL, an infrared system offers excellent privacy in confidential applications, as it can’t bleed through a wall or floor into another space. In larger spaces, like a sports ground, a low-powered FM transmitter can broadcast cheaply and efficiently to a crowd; however, the venue must provide and maintain a minimum number of receiving devices for the patrons, which can be costly. Both infrared and FM solutions can be a burden to both the venue and patron; the patron must physically collect and return the receiving device and must be comfortable with wearing it. The venue must keep batteries charged and the receivers in service, as well as staffing the collection points.


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Here, specialist contracting company the P.A. People gives a few case studies on fit-for-purpose deployments across a range of facilities.

YULANG, OLYMPIC PARK Well before the crowds arrived for the Sydney 2000 Olympics, hearing augmentation was installed throughout the Games venues, but not through the vast 70-metre by 70-metre induction loop system installed under Yulang, the 5000-square metre outdoor paved space around the Sydney Olympic Park Railway Station. Working with the paving crew, kilometres of copper wiring were laid under the pavers to complement the PA system, ensuring all visitors to the existing precinct could clearly hear paging and announcements.

CENTENNIAL HALL, SYDNEY TOWN HALL Sydney’s Heritage-listed Town Hall was the largest municipal hall in the world when it opened in 1889. Sensitive to the aesthetic and historical importance of the building, an induction loop was installed under the floorboards. A challenge for the installation was the presence one storey down of the Lower Town Hall, a multipurpose space often used for concerts and community events. This meant that the Centennial Hall induction loop needed to be considered within the design, to minimise audibility of the loop in the lower hall.

BARANGAROO FERRY WHARF A new transport hub for Sydney, the wharf opened in June 2017 comprising two wharves, 48 metres long and 23 metres wide, that can berth eight ferries at full capacity. A technically innovative, large-scale induction loop system that covers 25 metres by 18 metres of the structure was installed, as well as individual loops that cover Help and Information points. Complexity came from its positioning on top of metal pontoons, which can cause issues with induction loops.


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There is a wide range of headphones and headsets available to block out external noise to a person on the other end of a call, or employees around you, making them perfect for the bustling office environment.

PRIVATE SPACES Sometimes it can be difficult to completely remove acoustic issues in the workplace, especially if it’s open plan. In these cases, businesses could look towards providing employees with private spaces where they can go to during extended phone calls, personal matters or when they need to focus to meet a deadline. These spaces must be soundproofed in order to prevent noise from travelling across the office and distracting employees. Soundproofing the walls or ceiling in the space also prevents the risk of confidential information and private conversations from being overheard. In doing so, not only are you reducing the travel of sound, but you are also providing spaces for staff to engage in focused work.

DESIGN The overall design of your workplace can play a large role in determining the strength of noise problems that may be present. If your workplace features polished concrete floors, it’s likely that this will play a role in increasing workplace noise, especially if you have moved towards an agile environment. In situations like these, think about whether the edgy industrial look provided by concrete floors is worth it. If it isn’t, you could look at alternative choices, such as carpeted or vinyl floors. These two surfaces are more effective at absorbing sound than concrete, ceramic or natural wood fi nishes. Because of this, you’re bound to

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123RF's Galina Peshkova ©

notice a difference in noise levels when your employees are moving around the office in search of their next workstation.

MOVE TO AGILE WORKING On days where employees need to get focused work completed, sometimes the noise in the office can be too distracting. For these occasions, you should look towards implementing an agile workplace, and even letting your employees work from home or at their local café, so they can concentrate and get as much work done without having to worry about any office distractions. To make sure this runs smoothly, your employees must have access to the right technology. For instance, do they have laptops that can be used at home and are they compatible with the work that needs to be completed? Additionally, do they have the equipment to move them safely? It’s difficult for a business to fi x noise problems in their workplace entirely, but with careful consideration of the acoustic elements of an agile working space, you can achieve a significant reduction in the number of noise disturbances that will take place within your office. > Dominique Lyone is founder and managing director of COS Working Spaces.

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2018 ANNUAL SOFTWARE GUIDE Facility Management is proud to present its Annual Software Guide for 2018, offering readers the most comprehensive overview of software products and suppliers in Australasia’s facilities management sector. The following pages feature the best and most relevant software products designed to improve the built environment, facilitate work and streamline processes. The guide is also an opportunity for software providers to present their corporate vision and custom services. Software solutions assist facilities managers in operating and maintaining their facilities more efficiently and cost-effectively. The use of software in the fields of facilities management is now well-established and the benefits of using software are clear to all stakeholders. There remain few routine facilities management tasks that cannot be streamlined with the aid of software solutions. The challenge, however, is choosing the right software for facilities with specific needs. Successfully incorporating and integrating software into day-to-day processes is also crucial. Hence, it is important to understand your provider’s vision and mission statement to understand if it is aligned with your own. Implementing the best solution for a facility’s needs is key as software systems are sizeable investments. Adding required functionalities at a later stage can be difficult and costly. Our software guide makes it easy to compare providers, products and functionalities to ensure a perfect fit for your business.

For more information and the definitions of the software categories used please visit


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Lupin Systems

Pervidi 1800 413 415 Lupin Systems provides a sophisticated application to cost-effectively manage statutory compliance for the management of hazardous materials in the workplace, while significantly cutting the cost of creating and maintaining documentation. Features: • single data repository • real-time auditing and reporting • quick reference to site risk levels • automated email notifications • control individual access rights • control individual document access (single site or multiple sites) • Google Earth interface • advance search capabilities of all data • QR code, and • significant cost savings.


+613 8862 6485 1300 912 386 MYBOS is a building and facilities management application for residential and commercial properties and offers a number of tools to streamline traditional building management activity through a simple and modern online-based system. In addition to reducing the cost of traditional management operations, MYBOS provides residents with a private, amenity rich web portal that includes engaging community building features and continuously updated information about their property, community and neighbourhood.


Advanced Spatial technologies Pty Ltd

Pitney Bowes 13 23 63 Pitney Bowes is a global technology company powering billions of transactions – physical and digital – in the connected and borderless world of commerce. We deliver innovations that help clients navigate the evolving world of commerce – from helping them use data to market to the best customers, to effective visitor management, to enabling the sending of parcels and packages, to securing payments through statements and invoices.


Designed for facility/property managers, service technicians and maintenance companies, this CMMS/FMMS solution offers automation of field activities, inspections, compliance and work orders using mobile devices and web portals: • asset management • compliance and contractor management • reports alerts and notifications • customisable maintenance templates, forms and checklists • attach images, documents and manuals • camera and speech to text functionalities • scheduling and rollover of repeatable activities, and • interface with existing ERP systems.



+618 9367 2888 FM:lnteract is an integrated suite of powerful web-based workplace management modules that enables organisations to share facilities information and manage processes. It runs via intranet, or can be hosted and accessed using standard web browsers. The flexibility of FM:lnteract can be leveraged to rapidly respond to changing requirements and realise new business value. With its intuitive interface, organisations are able to run live reports, view floor plans and search employee information and critical documents through intelligent workflows. ASt is an Autodesk preferred industry partner for facility management solutions in ANZ/Asia.


NSW: +612 9264 1946, WA: +618 9472 6886

Service Works Global +613 8676 0380

FSI – Concept Evolution 0449 234 446 FSI’s Concept EvolutionTM is a web-based, complete facilities and maintenance management solution used by around 850 clients worldwide. FSI GO allows you to build fully customised mobility solutions integrated with Concept Evolution or other independent business systems. Cross-platform support is provided for Apple iOS, Android and Windows phones and tablets.

IFM is a leader in facilities, asset and spatial management software solutions for tertiary, government, healthcare and big infrastructure owners. Key features: • RAPID application, design and development for web desktop and mobile business solutions • complete software solutions, development, customisation, integration, maintenance, support and training • spatial – GIS, CAD and BIM Gurus • Archibus reseller • EcoDomus distributor, and • Cadcorp ANZ master distributor.

Service Works Global is a leading CMMS (computerised maintenance management system) provider, offering comprehensive facilities, property and PPP operational performance management software to deliver ultimate control for operations, service and delivery environments. Service Works’ flagship applications, QFM and P3rform, improve facilities service quality and availability, deliver enterprise-wide visibility of critical performance information and generate long-term, sustainable reductions in operational costs.

For more information and the definitions of the software categories used please visit

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26/02/18 12:38 PM


Underneath the radar A power analysis expert to advise on often forgotten energy saving hardware can cost less than taxation advice and save you the same order of money, writes DAVID CARDOZO.


educing electricity costs in the current climate is a high priority for many organisations. The lowhanging fruit of negotiating better tariffs, and obvious energy saving measures such as high efficiency lighting, movement detectors and insulation is therefore assumed to have already been taken care of. In this third article in the series on managing electricity costs, hardware solutions get a guernsey. These usually fly under the radar of general business management, being the province of technical publications, but there’s every reason to understand their significant saving potentials. Return on investment (ROI) is a guiding measure in the evaluation of available savings. We look at switchboard monitoring, harmonic reduction and power factor control. The latter was examined in an earlier article, but the technology deserves more attention. You do not need a background in electrical engineering to get some value out of the information presented. The economic benefits are the headline items, and the descriptions of hardware are sufficient to provide a basis for discussion with engineering services managers, consulting engineers and other technically qualified folk. There is also voltage control as a matter of importance. However, this is raised as an item to keep a watch on, as it is still an area of developing technologies. The hardware solutions presented fall into the following classifications: ● continuous monitoring to spot inexplicable consumption


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● improving energy effi ciency, and ● benefitting from demand tariffs.

INEXPLICABLE CONSUMPTION Revenue electricity meters record gross consumption and cannot provide any clues as to where and when parts of a facility are subject to suspiciously high (or low) consumption patterns. In order to get a handle on this, you have to contemplate an unrealistic solution: a multiplicity of electricity meters. There’s a smart way to avoid this – and have the benefit of all the data, on all circuits, plus warnings when a high or low consumption, or equipment problem is detected. This illustration shows the heart of the monitoring system. Illustrated are three circuit breakers of which your facility may well have hundreds. Notice the grey box on top of the circuit breaker, with wires passing through small apertures (sensors). The box is a current sensor, and you can have well over 100

wires (individual circuits) monitored by one communications module. Installation is simple, and no modifications to distribution boards are necessary, as is evident from the photo of a typical installation (the area enclosed by the red lines shows a 12-circuit current and power sensor module). Energy management software tailored to your needs provides information, including: ● high current and power usage in display refrigerators ● excessive power usage in air-conditioners ● power consumption in multi-tenanted facilities ● power consumption in serviced apartment and office complexes, and ● granular power consumption in production lines (bottling, packaging etc). In addition to energy usage, there are other benefits, such as equipment malfunction and electricity theft or detection of unauthorised use of power. In outline, a motor developing problems and posing a business interruption or fire risk will show up with tell-tale signals, current imbalance being a strong indication of problems to come. This can all be conveniently flagged by way of ‘exception reports’. A monitoring system as described can have an effective payback of months by virtue of the ability to allocate costs accurately – one example being that of common area cost allocation in serviced apartments and shopping malls. The list of applications is close to endless.

ENERGY EFFICIENCY The average electrical installation of a business, supermarket, hotel or hospital etc comprises a main switchboard, often a separate switchboard for the mechanical services like climate control and elevators, and a large number of sub-distribution boards servicing individual floors and so on. All of this wiring loses you energy – basically dollars spent for zero benefit. The loss inside your premises can easily be five percent. Not all of this is easily recoverable but, depending on your willingness to outlay some CAPEX (capital expenditure), the losses can be reduced to half or even less.

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By not allowing ‘useless current’ to circulate in the wiring, less energy has to be purchased. Known technically as harmonic current, it is an unfortunate feature of high efficiency lighting, air-conditioners, freezers, commercial fridges, pumps… you name it. This useless current component does nothing for you, but heats up your electrical installation. Devices known as active harmonic filters perform the task of ‘filtering’ the useless current out of the wiring system. In short, the equation to consider is the cost of the filters versus the savings in electricity through increased efficiency. The trick is in the positioning of these filters. For example, if installed at the main switchboard they save you nothing and only make your network provider happy, since another task of active filters is to improve the network’s power quality. However, if installed upstream of the main switchboard, all the wiring between the switchboard and the active filter is ‘clean’ of harmonic current and its consequent energy loss. In other words, you get more bounce for your energy buck. Determining the savings potential of active harmonic filters is the work of a power analysis specialist. Depending on the complexity of your installation, a survey need not take much time and, based on the availability of good documentation of the electrical installation, can be completed in a day or two.

DEMAND TARIFFS Demand and kilowatts are almost the same thing for only relatively few electrical installations. Most, and yours included, require more current from your provider than is strictly needed for your energy needs. The relationship between demand (measure in kilovolt-amps, kVA) and kilowatts needed to power your lighting, motors, etc is indicated by ‘power factor’, a ratio of the two parameters. A power factor of one (1) indicates an ideal situation in which kVA and kilowatts are identical values. In practice, power factors are more likely to be of the order of 0.9 and lower. As explained in an earlier article, low power factors are a

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“A five percent overvoltage translates to 10 percent more power than needed, pullquotethe relationship being that power is proportional to the square of the voltage.” headache for network companies because they require beefing up of their wiring simply to get the kilowatts to your premises. These days more and more network providers and energy retailers are putting into effect a financial incentive to improve power factors towards 1 as much as possible by charging customers a monthly demand charge in addition to the kilowatt-hours billed. Even smaller consumers, those with monthly bills for energy in the region of $2000, are being charged for demand. Correcting the power factor to 0.99 by employing power factor correction hardware at your installation can be a smart move, with typical paybacks on investment of the order of two or three years. Your installation along with the bulk of medium to smaller consumers will be a so-called low voltage (LV) type. These demand a power factor corrector capable of individually correcting the power factor of each of the three phases providing energy to your installation.

ENERGY, VOLTAGE AND A WORD FROM SOMEONE IN THE TRADE Richard McIndoe, the former CEO of Energy Australia, expresses surprise at the lack of emphasis on energy saving measures, whereas the spotlight on electricity providers’ pricing structures is unrelenting. McIndoe’s new business, Edge Electrons, focuses on hardware for energy saving, including not only very nifty power factor correction gear designed for low voltage 415/240 volt customers, but also a new technology, voltage regulator. Too few volts, and the lights go out; too many volts, and you pay more for your energy than you need to. A five percent over-voltage translates to 10 percent more power than needed, the relationship being that power is proportional to the square of the voltage. The new technology from Edge Electrons provides a virtual lossless voltage conversion to constant voltage for domestic installations, and will shortly be offered for smaller businesses, and larger three-phase domestic solar panel installations. McIndoe says that investing in energy saving solutions rather than waiting for prices to come down is the smart way to respond to the uncertainty surrounding the electricity supply situation in Australia. He ought to know! ● > David Cardozo is a Melbourne-based energy writer and regular contributor to FM .


21/02/18 11:22 AM


The road best travelled facilities

Change management specialist KAREN SKILLINGS kicks off a new series on the lease strategy roadmap. relocation fit out


ny professional within the built environment looking to undertake a corporate accommodation project can benefit from following a strategy roadmap that consists of seven clear stages. The roadmap provides an analysis of such a project’s many operational aspects, offering decision-makers a holistic view of the process ahead, helping them to understand the strategies that will ensure the best outcomes, and avoiding repetition risks and misinformed decisions, while keeping the project on budget and in control. The Lease Strategy phase (the first stage) is a definitive opportunity for the leadership team to contribute to your organisation’s future. This is where you should be looking to diagnose how your business operates, engages and is performing. Who doesn’t want to strengthen their business and lift it to meet the rising expectations of your customers, staff and shareholders? It is possible that some of the leadership team in your business have been party to negotiating through decades of lease agreements and renewals, but equally it’s just as likely that they don’t have a clear lens to view the realities of what they are about to commence. A Lease Strategy can often fall into the too-hard basket with the leadership being confident that the answer is to get the matter finalised quickly – ‘recourse and resolve’. This is not the best way to go and suggests that your lease expiry is driving your business and not the other way around. We start with the Lease Strategy phase (where the organisation’s business strategy is formed or tested) and ends with the Facilities Renewal phase (when the ‘business as usual’ phase commences).


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Design Change



123RF's Sittipun Sangsuwan ©

CHALLENGES AND OPPORTUNITIES AHEAD Reticence to make decisions as you embark on a Lease Strategy can cost both time and money. While I appreciate that project teams can be thrown together quickly with the project team often doing this role as an adjunct to their ‘business as usual’ role, clear priorities have to be set. A key challenge is this can be quite a balancing act, with confusion of where to start, what to communicate to essential key stakeholders and how to ‘manage up’ to get the job done. At the beginning of a corporate accommodation project, regular mistakes get made due to a lack of urgency to make a decision, the setting of unrealistic budgets, and a gap in skills and experience. Here are some real objections to making a Lease Strategy decision and the impacts and opportunities that could have happened if things had been approached a little differently.

CLARITY OF PROCESS AHEAD AND POSSIBLE FOCUS Now that you have read some of the common reasons organisations put off making a Lease Strategy decision, here are some

positive discussion points and topics to get generative discussions going with your leadership team now. ● What is the future that you want to see? Fine-tune the organisation’s purpose by understanding what your business does and doesn’t do well before you start your long-term accommodation plan. ● What guides you to do the things you do? Refresh the organisation’s values and include social compliance about how your organisation operates. Take an environmental point of view and pivot towards green and the planet. ● What is your map that sets out your business strategy and where you are heading? How are you judged, should you and how do you engage more broadly with your staff, community or shareholders? ● How can you build a more effective and rewarding workplace? Define your space budget to develop a clear brief around your operational and physical requirements. ● Review commercials. Work with your property advisers to consider and debate appetites, impressions, current views and ambitions. ● Review governance for future project work

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Business is going through a reorganisation and we need to finish that first.

Tenant may lose bargaining power by waiting too close to lease expiry; lose momentum.

Maximise the opportunity that exists in the market now. Look at your real estate optimisation as favourably as production optimisation. Seek advice on workplace strategy during the reorganisation; i.e. more efficient space layouts, space optimisation through storage solutions, or advice on market movements through the process.

We’ve had a change in CEO/board and can’t decide on this now.

Getting a new CEO or team to drive the business can ultimately bring in specialist capability.

Seek the views that fresh eyes and thinking can add to your Lease Strategy.

We think the market will improve in our favour and we want to wait it out.

Don’t look for unrealistic inducements from landlords. Waiting out the market could result in losing your bargaining power and options. Be prepared to lose out.

Trust that your industry experts know the market and have deep stakeholder relationships that can provide intel that you won’t have, and they can get favourable results in trending markets.

We have set our budget for the year and can’t commit consulting dollars till next financial period.

Your project staff are inexperienced, with a minimal number of people leaders, or subject matter experts. Your proposed project team members are not eligible to be matched to the project roles.

Explore the core capabilities to complete your project. Look at your proposed project team as you would if recruiting.

It appears you are staying safe and reliable, but it may not be efficient for business.

Industry experts can provide heightened insights on project costs. Don’t use previously apportioned costs as a reason not to evaluate a budget.

Make-good is too expensive and it’s cheaper/easier to stay where we are.

Develop the project’s org chart to ensure clarity of what the roles will do to complete the project successfully. Do you have the required technical and non-technical capabilities in your existing project org chart?

Seek preliminary information of what different scenarios will cost across all parts of any accommodation project. We don’t know how much space we need and need to work out our staffing forecasts first.

Worker demographics and workplaces are altering with more flexible working and agile workplaces. Don’t guess your requirements.

Industry experts have expertise often outside your internal capabilities when it comes to critically reviewing the various functions of your existing space and can challenge which functions really need to be included in your new tenancy.

We are going through a merger/acquisition (M&A) and need to finalise this first.

Be prepared for M&A governance in understanding possible future Lease Strategy solutions or inclusions ahead of time.

Industry experts can have deep experience and maturing resources to explore how your property portfolio can be flatter and simpler as a result of M&A.

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and roadblocks in your organisation now. Undertake a lessons learned exercise on past projects and look into what others are doing now. ● Consider the matrix of outputs required for future phases. Be transparent about any transformational change that is driving the project. ● Review the availability of resources in line when you need to deploy. What skills and people do you need in your business? ● Identify the road junctions that are possibly slowing down your organisation . Undertake staff listening exercises and/ or user requirement workshops to develop new actions and behaviours to bring the organisation’s purpose to life.

THE MAIN POINTS TO REMEMBER ● Untested issues and objections can distract

from making a business decision. There are many deterrents to making a call and just as many positives to doing things differently. Challenge yourself and others during your next discussions. ● Lease Strategy is not just about Lease Expiry. Critical dates and options are involved and during this time, perhaps up to 12 to 24 months from your lease expiry (and dependent on your tenancy size), your leadership team may be having discussions on any of the focus areas outlined in this article. ● How can you participate in the Lease Strategy and ultimately your organisation’s business strategy? Ask the right questions. ● How do you access more help and where do you get it? Regardless of whether you think you should stay put or move on, start your Lease Strategy phase by having or continuing to generative conversations with your leadership team. To assist you further, the Lease Strategy Roadmap series offers a free journal for each phase you will undertake, including articles of relevance written by industry experts and a process plan to edit and populate as you kickstart your next project. Check out my website and enjoy with my compliments, your free copy of your Roadmap of choice. I look forward to taking you through Phase 2 in your corporate accommodation journey, the Property Procurement phase. ● > Karen Skillings is the principal of Skillings Education and an expert in information management, change management and relocations. An accomplished author, she has several publications to her name and has developed nationally recognised training programs.


21/02/18 11:48 AM


MAKING A CORROSION STRATEGY Australian Corrosion Association chairman DEAN WALL says facility managers need practical management of corroded assets to prolong their service life.


he degradation of private and public assets and infrastructure continues to have a major economic impact on industry and the wider community. In Australia, the yearly cost of asset maintenance is estimated to be approximately $32 billion, with $8 billion attributed to avoidable corrosion damage, according to a report commissioned by NACE (formerly known as the National Association of Corrosion Engineers), the international body for professional corrosion engineers. An infrastructure asset base should be designed to be safe and reliable, while maintaining acceptable levels of service for the duration of the expected life of the asset. This requires asset owners and managers to develop and implement optimised approaches often with limited budgets. The balance of all these factors is even more important if the service life of an asset needs to be extended. Many governments and organisations that own and operate existing ageing infrastructure are increasingly requiring it to exceed the original design life. If appropriate asset management strategies are implemented, it is possible to restore an asset to near its original condition and maintain its functionality for the remaining service life and, possibly, even beyond. As a consequence of restricted budgets, larger asset portfolios and increased pressure to extend asset life, many industries now recognise the importance of asset management processes for asset owners who need to balance risk, productivity and operation. A significant part of any asset base will suffer from corrosion to some degree, so the designed durability and corrosion management form part of, and support, good asset management practices. The benefits of a well-developed assetmanagement plan include: a better understanding of the total asset base, an understanding of how assets with corrosion impact the operation and performance of the network, and making it clear when to intervene and address issues in order to avoid asset failure. When any asset is affected by corrosion, the damage can threaten its longevity and serviceability, which in turn may


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have an impact upon both its own functionality as well as that of other related infrastructure. Many years of experience at global consulting fi rm AECOM illustrate that a wide variety of asset management strategies can be effective in the design and operation of assets affected by corrosion. In new assets, for instance, considerations towards balancing development, construction and operational costs can yield optimal solutions for maintenance, safety, reliability and mitigation of corrosion risk during the required life of the asset. At the Australasian Corrosion Association’s (ACA) Corrosion and Prevention 2017 conference and trade exhibition in Sydney, Sarah Furman, associate director in the Strategic Asset Management and Advanced Materials team at AECOM, presented a brief overview of managing assets with corrosion based on the company’s extensive experience. The ACA’s annual conference is just one of the many ways in which the organisation collaborates with industry and academia to research all aspects of corrosion mitigation in order to provide an extensive knowledge base that supports best practice in corrosion management, with a view to ensuring that impacts of corrosion are responsibly managed, the environment is protected, public safety is enhanced and economies are improved. Understanding the relevance of corrosion’s impact on performance is critical for the development of an appropriate asset management strategy for existing assets. Corrosion issues can lead to a decrease in the levels of service provided by the assets and plans allow asset owners the opportunity to optimise the extent and timing of future intervention and potentially mitigate some of the associated costs. The release of the international asset management standard, ISO 55001 (2014), and other supporting guidelines, such as the ‘International Infrastructure Management Manual’ (IIMM), provides consulting engineers and asset owners and managers with guidance on the strategic wholeof-life management of an asset base, along with a number of processes, techniques and approaches that can be adopted to achieve this goal.

21/02/18 12:13 PM

Metal and concrete corrosion of the underside of a bridge’s superstructure.

Severe spalling of a Queensland road bridge support.

According to Dr Frédéric Blin, who leads AECOM’s Strategic Asset Management and Advanced Materials team in Victoria, South Australia and Tasmania, the ISO 55000 series is an important standard, but its acceptance and use seems to vary across industry sectors and geographies. “More and more organisations are seeking to align themselves to the ISO 55000 series in Australia, but not necessarily be certified to meet it,” he says. “However, tram and train operators in the state of Victoria have to be certified to ISO 55001 standards.” Dr Torill Pape, asset management and technical specialist for Bridge Assets at AECOM, adds: “In Australia, the ISO 55000 series is seen as a representation of good practice and a useful benchmark point for organisations.” ‘The suite of ISO 55000 documents outline the ‘what and why’ for asset management, which is complemented by guidelines stipulating how to achieve the stated requirements at a strategic, tactical and operational level, such as the ‘International Infrastructure Management Manual’ (IIMM).” Discussions about the implementation and adoption of the standard have taken place at a variety of industry technical forums, such as the ACA conference. A durability plan, coupled with an asset register, provides an additional and useful baseline against which to monitor the condition and performance of the assets over time and thereby tailor plans accordingly. It is a critical tool that supports an overarching asset management strategy. The plan should clearly outline likely corrosion-related risks and agreed mitigation approaches as early as possible in an asset’s life cycle – and ideally during the planning and design stage. In developing asset management strategies for existing, ageing structures, the maintenance requirements need to be optimised between short- and long-term strategies in order to minimise the disruption to operations, while providing a safe and reliable asset.

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“While transport and public services rely on external advisory services such as consultants to supplement decision-making,” says Pape, “there is also a growing desire for a better in-house understanding of improved practices in asset management.” “To enable and demonstrate robust decision-making, asset owners welcome support and guidance from their advisers,” Furman says. Deterioration modelling is another useful tool to support decision-making and asset management processes. “This kind of simulation is usually numerical modelling that simulates conditions versus time,” adds Furman. “Modelling output can be used both in the design phase for projects yet to be built, as well as for existing structures. “There is a lot of real world and site-specific data included in the models we create for deterioration modelling. The accuracy of the models depends on the reliability of the input data and good review protocols, and data-auditing processes are needed to ensure the reliability and accuracy of the data.” Pape says, “Modelling is just one tool in a suite used by engineers to inform them about an asset’s performance and to identify and develop cost-effective and risk-informed management strategies.” Decision-making processes are also improving with an increased focus on data analytics that supplement data collection and enable asset managers to develop informed maintenance and rehabilitation plans. “The technology landscape is rapidly changing as well,” says Blin. “It is now possible to gather and store huge amounts of data, which requires data analysts to provide organisations with the insights that support optimised decision-making.” The ongoing impact of corrosion remains a major expense for government and industry, but organisations such as the ACA and AECOM are continuing to research ways to effectively and efficiently manage corrosion so that both the impact and cost can be reduced. ●


23/02/18 4:12 PM


Lease: time to cut costs? Need to make occupancy cost savings? RODNEY TIMM writes that you need an appetite to make some hard decisions.


uring the business planning cycle, often the occupancy costs of leases are identified as excessive, needing to be reduced to maintain financial sustainability. A cost saving review will succeed best if there is a systematic approach and hard decisions able to be made. Each location and lease agreement needs to be assessed to identify occupancy cost savings that can realistically be realised. In some cases, it may be necessary to spend money to save money. These proposed savings need to be tested with the operating units; to work out the impact on the business and the actions required must be meticulously planned. Many of the cost saving strategies may require new or revised lease agreements to be negotiated with existing landlords – not an exercise for the faint-hearted.

COST SAVING STRATEGIES Lease cost saving strategies will likely vary significantly across a portfolio of operating facilities based on factors such as: ● rent structure and current rent compared to market rents ● unexpired term of the lease and renewal options that exist ● terms and conditions of the lease agreement ● nature of the operations on sites and future requirements ● opportunities to consolidate or colocate operations ● specialised nature of fitout and equipment ● market conditions including supply and demand, rental and vacancy levels, and


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● relationship with and characteristics of

each landlord and their key objectives. These strategies can usually only be considered in detail once there has been a review of the terms of the lease and inspection of the premises. It is also necessary to have an understanding of local market conditions and future operating requirements for the site. Potential portfolio savings can vary significantly, dependent on the specific conditions. The review usually indicates that there are unlikely to be any cost savings across a large portion of the portfolio because of the lease terms, intransigent landlords or unfavourable local market conditions. It is not worthwhile focusing on these sites. There will also likely be a signifi cant portion of the portfolio where relatively low-cost savings are possible related to tardy and poor lease management practices, both internally or by landlords. Although these need to be pursued, they’re probably not a priority. However, there is always a group of leases, often about a quarter of the portfolio, in which potential costs should be pursued rigorously. This may be because of imminent lease expiries, landlord profiles or local market conditions.

LEASE RENEWALS/ RENEGOTIATIONS The best time to realise cost savings is when a lease expiry or renewal option date is imminent, usually a year or two prior to the lease termination. Dependent on market conditions and specific landlord plans for the property, this is the opportunity to renegotiate the terms of the lease or renewal option. This may include a size reduction, space reconfiguration, rental and outgoing recovery structure changes, building improvements or changed make-good provisions. Key to success is the early commencement of these negotiations and being able to ‘go to market’ if the landlord proves to be intransigent. If creating more efficient operating layouts is possible, recurrent savings over 30 percent can generally easily be achieved. In revised

Rodney Timm.

lease agreement negotiations, it may also be possible to ‘write-back’ some makegood provisions, reduce bank guarantee requirements and fix future outgoing costs.

EARLY LEASE RENEGOTIATIONS Typically, these renegotiations are initiated three to five years prior to the lease expiry, based on changed requirements and the landlord seeking longer lease tenure financial security. Lease adjustments will likely include reduced leased area, extended lease tenure (for example, an additional five years), static or marginally increased rental rates, reduced bank guarantee, removal of make-good provisions, and building services improvements by the landlord. The advantage to the landlord is an extended lease tenure underpinning their financing provisions, and potentially an increased property valuation based on an increased rental rate agreed, applied across the entire property. Recurrent cost savings of 30 to 50 percent can be achieved dependent on successfully operating from a reduced floor area, the specific property details and the landlord. Early lease renegotiations usually only work in certain situations; for example, in market oversupply situations and with smaller regional private landlords, who may be experiencing financing pressures from their banks.

ASSIGNMENT AND/OR SUB LEASING Subleasing of unused premises, either in part or full, is usually the ‘go to’ strategy in most lease cost reduction strategies, but in reality these approaches tend to be more far more difficult to implement than initially thought. The remaining term of the lease, the specifics of the market conditions, the layout of the premises (if these are to be subdivided), the lease agreement conditions and support of the landlord all contribute to or limit the success of subleasing campaigns. The remaining term of the lease is critical to success. Few sub-lessees are willing to move to new premises for less than

23/02/18 3:04 PM


123RF's 3dgenerator ©

“A cost saving review will succeed best if there is a systematic approach and hard decisions able to be made.”

three years knowing that their occupancy cannot be extended without negotiating separately with the landlord. This is particularly problematic if the sublease is for a part floor and requiring significant capital costs in reconfiguring the premises. With a lease assignment, the challenges are usually more problematic. The assignment will need to be for the entire premises, with the full lease benefits and liabilities moving to the third-party assignee. As such, the landlord has the right to approve whether the incoming assignee is of equivalent or better financial standing than the lessee wishing to assign. Landlords are not always reasonable in approving the incoming assignees or even sub-lessees, particularly if there are other vacancies in their building. Among the other challenges that need to be addressed includes funding the tenant

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leasing incentive for the fitout changes to meet their requirements or rent subsidies, if these are required.

LEASE EARLY TERMINATIONS There are often some locations that the business no longer requires, or where there are duplicate premises (usually resulting from a merger or acquisition), or where the premises are significantly too large or not suitable for the operations. If the possibility to assign or sublease the premises is likely not to be successful, an early lease termination to be negotiated with the landlord may be considered. This approach can be difficult to implement and is dependent on specific details of the site, market conditions and the landlord’s attitude. The landlord’s usual starting position in these negotiations is to indicate that an early termination is only acceptable on receipt of a payment equating to the full amount of the remaining rent and outgoings payable, payback of any incentive received related to the remaining term of the lease, and a makegood settlement amount. In certain circumstances, and with good fortune aligned with strong negotiations, a successful early lease termination can be realised based on lower payment. However, unless the premises are significantly ‘under rented’ (below market rents), or there are alternative plans for the property, landlords are seldom willing to accept payment of less than 75 percent of the outstanding amounts. Early lease terminations negotiations seldom provide much comfort for tenants.

In most lease agreements, there will be opportunities to find savings based on undertaking audits and reconciliations to identify inaccuracies in actual rentals and outgoings invoiced by landlords, against the terms of the lease and actual building expenditures. Typically, these errors in lease management processes (somehow mostly tending to be in favour of the landlord) relate to rent reviews, outgoing recoveries or fixed charges. For example: fixed and CPI (consumer price index)-based rental increases calculated may be based on incorrect indices or bases dates; notices of market rent reviews and determinations may have been inappropriately issued; outgoing recovery pro rata apportionments may be inaccurately applied or include asset renewal capital costs; or there is incorrect invoicing for additional charges for car parking, cleaning or out-of-hours air-conditioning. With thorough audits and reconciliations, cost savings will likely be identified, although these will tend to be in a range lower than five percent. Recovering these excessive costs from landlords, particularly retrospectively, is the next challenge.

COST SAVING REVIEW PRIORITIES To achieve meaningful success, lease cost saving reviews need to be determined based on: ● non-property operating priority changes as determined by the organisation ● lease terminations in the next year to 18 months ● highest total costs of occupancy leases ● duplicate locations in proximity to each other ● locations identified as surplus or excessive to operating requirements ● sites in high demand and relatively low supply markets, and ● leases with reasonable termination provisions. ● > Rodney Timm is a director of Property Beyond Pty Ltd.


21/02/18 12:14 PM

52 | HARD FM

Kicking up a stink The nose always knows, but finding the cause of an odour issue is another matter, writes PAUL ANGUS.


robably one of the biggest headaches for any manager is discovering an awful, unpleasant stench emanating throughout your facility or building that, quite simply, won’t go away. Tracing the origin of a foul odour can be challenging, especially in a high-rise tower or a building that has been extended over its lifespan and no building services drawings or plans are available.

SMELLING A RAT This scenario often calls for you having to play detective. Let’s say it’s Monday morning and your tenants are once again complaining about an offensive smell. You literally have to sniff out the clues, and inspect all the evidence, to get a whiff of what’s going on. But it’s not a simple process. Further investigations reveal that the smell is apparent in certain areas of the building that are not necessarily in the same location, nor have any obvious links to one another. It’s also not there all the time. Just as in a crime thriller, where the evidence is discovered is not necessarily where the wrongdoing was actually committed, you’re trying to solve a mystery you know is there, but one you simply cannot see. Nuisance odours are often not seen as a high business risk based on their relatively low occurrence, but when they do present themselves, resolving the issue is paramount to the continuity of the business. In a building, unwanted smells are a nuisance and a risk to public health. They could ultimately lead to loss of earnings or rendering the facility uninhabitable. Finding the source of a foul odour isn’t always straightforward and within building services there is much that can throw you off the scent. Odours often travel through risers,


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ventilation ducts, electrical outlets, even holes or cracks in the joinery. Remediation typically begins with superficial solutions; for example, sealing up dwellings. People’s perception of unpleasant smells varies with time and exposure or with a number of other site factors that make it hard to track down just where the foul odour is coming from. When cross-examining the key witnesses – in this case the building’s tenants – it’s important to request that some kind of diary or log is created in an attempt to narrow down the line of suspects and build your case. In the investigation, the plumbing system is always the number one suspect – with the odour mainly attributed to a badly designed or installed sanitary drainage system. After you’ve put that under the spotlight and it appears to check out, where do you go next? Your experience may tell you there’s a need to delve deeper.

SCRATCH ‘N’ SNIFF Within the sewer system, a gaseous compound is lurking, consisting of a mixture of inorganic gases, such as hydrogen sulphide, ammonia, carbon dioxide, methane, nitrogen and hydrogen. Although these elements may not mean much to most people, coming into direct contact with gases released by this blend of ingredients could result in serious respiratory system problems or even cause a fatality from pathogens and disease. So, how do you find the source? Within every building, the sanitary drainage system is connected to the local utilities sewer network via the boundary trap, and usually vented at roof level, where any sewer gases can discharge safely to the atmosphere. The water trap seal is the only barrier between the drainage system and the working environment within the building or facility and this is essential to prevent unwanted smells, noise and, most importantly, pathogens and disease from spreading from the system. The building drainage pipework can be compared to a major underworld crime syndicate – you know it is there and operating, but you just can’t see it. A network

Paul Angus.

of drainage pipework is buried deep within the building, concealed and guarded within the inner depths of risers, effectively out of sight and out of mind. So why is this foul odour so elusive? In most cases, these gases escape through the floor drains found in plantrooms or unused areas of the building where a trap seal may have effectively dried out or evaporated. In the majority of cases, these floor wastes are located within unoccupied locations of the facility where the smells can be quickly transferred around the facility via the mechanical ductwork. You think the mystery is solved and now you can implement a strategy to avoid the crime being recommitted, simply by arranging to install an automatic trap primer that tops up the trap. If only it was that easy!

PLUMBING THE DEPTHS Obtaining the fine balance between the arrangement of the drainage vent system and the water seal is the critical aspect to avoiding unpleasant odours entering the building – in other words, equalising the atmospheric pressure caused by wastewater conveying through the system and allowing the sewer odours to terminate to the atmosphere. The water trap seal can be lost in any fixture due to self-siphonage, induced siphonage and positive pressures within the system; the location of the vent pipe terminating to atmosphere is also susceptible to wind effect. The most common source is caused by trap seal evaporation, due to the operating temperature of the room where it is located. Renovations within buildings and facilities can result in modification to the existing drainage system. It is crucial that the venting configuration is adapted to conform with AS 3500 Plumbing and Drainage, otherwise this will lead to issues with negative pressure occurring and effectively reducing the trap seal (also known as pulling the trap). As waste conveys from the fixture and into the pipework the momentum causes the trap seal loss to occur, termed as self-siphonage. It is very common within mid- to high-rise

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123RF's Elnur Amikishiyev ©

Courtesy Aquacell Pty Ltd

buildings for induced siphonage to occur; this is a result of other fixtures discharging on the upper levels within the building, causing pressure fluctuations and affecting the trap seal on the lower levels; for example, when the water seal in the WC starts rising and falling (pulling) or gurgling.

THE USUAL SUSPECTS The following items are the most common causes of how sewer gases can enter the buildings: ● A blocked or incorrectly located vent pipe. Every facility has a vent system specifically for the drainage within the building or facility. If this vent configuration is installed incorrectly it restricts the passage of atmospheric air to balance the pressure transients and odours can’t be released to atmosphere, negative pressure occurs and the odours disperse within the building. ● Fractured pipework. Drainage pipework is extremely durable; however, pipework and/or fittings can be susceptible to damage for a number of reasons. Building expansion or movement can play a part although, in some cases, prolonged periods

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of high temperature hot water can cause thermal damage and movement, allowing foul odours to disperse into the building. ● Evaporated trap seal. This is the most common cause of sewer odours and usually occurs at fixtures that are rarely used; for example, the basin or shower at the end of a disused wing or within plantrooms where the ambient temperature causes the trap seal to evaporate into the atmosphere. This issue can be amplified if the plantroom involves the mechanical ventilation system and can quickly cause the unwanted smells to transfer throughout the building.

SWEET SMELL OF SUCCESS Adapting the vent arrangement within a complex building or facility when it is fully operational can be extremely challenging, in terms of installing a new vent pipe penetrating through multiple floor levels to reach the roof and discharge to atmosphere. An alternative is to install Air Admittance Valves (AAVs) near the trap seal being affected. The easiest solution is to recharge the suspected trap seal with water. This is only a temporary solution, however, as the issue will

only recur. Permanent methods of charging the floor wastes are available on the market to remove human failure and prevent the issue from arising. Should foul odours still be causing a nuisance within your building or facility after taking these simple steps, a hydraulic consultant or plumbing contractor should be contacted to investigate and finally solve the case. ● > Paul Angus is an associate director – Hydraulic Services at AECOM, based in Sydney. Paul has strong commercial and technical capability in developing and delivering hydraulic design strategies and solutions. He specialises in providing a sustainable approach to system design, including water conservation, recycling and generating innovative engineering solutions. He has extensive experience in the hydraulic design, pre-acquisition and condition surveys, including all forms of specialist client advisory work. He also has extensive experience in expert witness reporting, taking part in adjudications, mediations, negotiations and arbitrations.


21/02/18 10:43 AM


Craving connection Improving connection in your team can result in significant workplace gains, as MARIECLAIRE ROSS reports.


he importance of feeling some sort of connection to your teammates or organisation isn’t commonly acknowledged in business. Yet, great leaders intuitively realise that what propels their organisation or team forward is a feeling of connection. Theo Epstein, the president of baseball operations at the Chicago Cubs, helped guide the team’s win in the 2016 World Series, its first in 108 years. In an interview with Fortune magazine, Epstein credited the win to the team’s connection: “When people do things they weren’t even sure they were capable of, I think it comes back to connection,” he said. “Connection with teammates. Connection with organisation. Feeling like they belong in the environment. I think it’s a human need – the need to feel connected. We don’t live in isolation. Most people don’t like working in isolation – some do, but typically don’t end up playing Major League Baseball.” Epstein is right. We do have a need to be with others and we’re biologically wired to want to be with other people. Having a sense of belonging to those around us improves our well-being. Neuroscience experiments show that when people intentionally build social ties at work, their performance improves. Those that have high trust levels in the workplace have more meaningful relationships and feel secure in, and loyal to, their group. They also know they have support when they need it. Yet we often receive conflicting workplace messages that we need to focus on tasks and not waste time making friends. When connection is strained in an organisation, you can easily see it by simply walking around and noting the types of interactions.


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Without connection, people don’t have open conversations where they can talk through issues and get through bottlenecks. It slows down progress and makes the work of leaders much more frustrating and burdensome. But connection is more than just having drinks after work on Fridays, gossiping about your teammates or talking about the footy. Here are eight tips for leaders to improve connection in their teams and across the organisation:

1. REGULAR PRODUCTIVE MEETINGS Meeting face-to-face is an obvious method to build trust. While this is not always possible for virtual teams or those located across different regions, having daily or weekly phone meetings clears up roadblocks, and helps people get clarity and focus on the right priorities. A 2015 Gallup study of 2.5 million manager-led teams in 195 countries found that workforce engagement improved when supervisors had some form of daily communication with direct reports. Employees want to see that their leader trusts them. As a leader, you can’t be detached or absent. Often, leaders will tell me they stopped meetings because they waste time and this does happen – particularly when leaders aren’t any good at running them! When there are no regular meetings, however, leaders can be in constant fire-fighting mode, dealing with lots of little issues throughout the day. The irony is that if they had a consistent communication rhythm these issues could be cleared at once, freeing up time. Leaders who have mastered how to run meetings effectively are more connected and present to the challenges facing the business. This builds an important intuitive feel for the organisation and the people in it. It’s a powerful connection tool.

2. SHARE INFORMATION WIDELY Communication is all about reducing ambiguity and uncertainty. When employees feel that communication is vague or they don’t understand what is expected of them, they fall into fear and low trust.

As a leader, it’s vital that you reduce uncertainty by letting people know where the company is headed and why. Ensure employees are well-informed about the company’s goals, strategies and tactics. Share as much information as you can to help people perform, avoiding irrelevant or confidential information. Openly sharing your expertise, both at work and even out of work, also builds trust. Encouraging your co-workers to share their knowledge is also important. For example, if an employee went to a conference, ask them to share what they learned at a lunch and learn. This does a lot to build connection and meaning (and make people feel valued in the process).

3. EXPRESSING GRATITUDE AT WORK The result is that not only do people feel more connected to the organisation, but they also feel more fulfilled and willing to try new things. Barbara Fredrickson, in the book Positivity, found that high-performance teams gave five positive comments to every one negative (5:1), while average teams had a ratio of three to one (3:1). Introducing a gratitude ritual into weekly meetings or even handing out gratitude cards to colleagues is a good starting point. For example, Covestro, a supplier of high-tech polymer materials, has introduced gratitude cards into its global offices to improve inclusivity and reward the right behaviours.

4. BE A CONNECTOR Today, business requires a level of collaboration that’s impossible where leaders are self-interested and compete with others. Knowledge work requires bringing together those with the right skills to solve challenges. If you’re managing your career, you’re managing a series of relationships. Successful high trust leaders have established solid networks of peers and other professionals that enable them to find the right people in any high stakes project.

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In the book Tribal Leadership, Dave Logan says that high-trust leaders create triads. They include three people (or more) in all their meetings. This reduces their time repeating instructions, but it also builds trust, as everyone knows what is going on. GE realised that 50 percent of its 300,000 employees had been with the company for less than five years. This meant they didn’t quite have the personal networks to succeed and get ahead. GE is now developing a talent management tool to connect employees across the world. While few companies have 300,000 employees to manage, it’s something most organisations still need to address, especially once they have more than 150 employees. As a leader do what you can to remove common roadblocks for new starters. Help them access information faster and connect them to people.

5. MANAGEMENT BY WALKING AROUND Savvy business leaders are masters at walking around their organisation or department asking individuals specific questions to find out more about what’s working and what’s not. If people are expecting you to pop over at any moment and ask questions, they will start to be prepared and this gets employees to review and reflect on their work – a powerful tool for constant improvement. Increasing visibility makes people more likely to trust you.

6. DELEGATE WORK One of the most important capabilities of a successful leader is being comfortable with delegating work. Not only are such leaders more effective because they get more work done, but also their direct reports feel good because they are being trusted to deliver. Leaders who avoid delegating tend to falsely believe only they are capable of doing the work. Over time they feel alone, even betrayed by the organisation, because they feel overworked and overwhelmed.

7. ENCOURAGE CROSSFUNCTIONAL COLLABORATION Cross-functional teams ensure employees are highly networked. This is probably one of the most important features of a high-trust culture and can be used in several different ways: ● It is helpful when a team or committee is formed to solve a problem. ● It encourages people to learn about different departments.

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123RF's dolgachov ©

“Neuroscience experiments show that when people intentionally build social ties at work, their performance improves.”

● It fosters more collaboration between

teams, as organisations commonly getting stuck from a lack of understanding of what other teams or departments are doing, resulting in misaligned interests. Instead, get employees to volunteer to hold informal, weekly demos of the projects they’re working on. ● It encourages employees to meet with others in the company or customers who actually benefit from their work. When employees discover how their work positively impacts others, it becomes highly motivating and strengthens people’s sense of belonging and connection. According to a study from Adam Grant at Wharton School, it even improves productivity by six percent. The best way to create cross-functional collaboration is to make it a ritual and part of the fabric of your company.

8. PARTY TIME! Of course, teams that get along well together have fun and celebration outside work together. Never underestimate the importance of socialising outside of work hours (or inside).

Celebrate reaching milestones, making mistakes, kicking goals and looking after customers. Enjoy being together without working. If the only communication team members have with each other is task related, it reduces the ability for team members to be resilient during conflict. Give teams time to socialise and talk about things that are non-task related. Sponsor lunches, dinners, activities and after-work parties. As Abraham Maslow showed in his Hierarchy of Needs, we can’t concern ourselves with higher goals until we have the necessities of life, including safety, connection and meaning. If we don’t feel that, we’re more likely to be focusing our energies on survival rather than creation. In a business context, trust empowers us to commit to actions, make decisions faster and have the confidence to buy into a big vision and get an innovative project off the ground. What are you going to do to increase connection with your team and peers? ● > Marie-Claire Ross is the chief corporate catalyst at Trustologie. She is a workplace sociologist, author and consultant focused on helping leaders create high trust work environments during change and growth. Her highly acclaimed book, Transform Your Safety Communication, reached number three on Amazon. If you want to find out more about building trust, download the free insights paper ‘Building Trust – How HighTrust Companies Deliver Faster Results, Increase Profitability and Loyalty’ at


21/02/18 12:03 PM


Flying high Do you need a drone in your life? ARIAN BAHRAMSARI looks at the many and varied ways they can be used in facility management.


rones are becoming more ubiquitous in our world and are increasing in importance in their potential to have an impact upon our lives. These unmanned aerial systems attract plenty of attention and they’re also well on their way to being accepted tools in the FM world. There is significant scope for drones to be used in facility management, including security, façade and roof inspection, and solar and thermal inspection… to name just a few.

FACILITY SECURITY Drones could be deployed as part of facility security activities. Traditional CCTVs (closedcircuit televisions) are limited to static coverage and position, whereas drones can be directed to any suspect areas and blind spots. There is a strong potential for them to deliver better coverage and tactical advantage compared to traditional fixed systems. On a large open facility, a drone could provide security staff with an aerial view of the entire facility without workers having to step foot into a potentially unsafe area. In some facilities drones are programmed in line with motion and light sensors to spot and track intruders and even recognise number plates.

FAÇADE INSPECTION Consider the top section of a building façade that is hard to reach by a ladder or requires other major equipment to access. The advent of drones with high-resolution cameras gives facility managers inch-by-inch precision in inspecting the façade. Drones can be particularly useful for facility managers conducting routine inspections to find out if:


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● there is any corrosion or hairline cracks on ● ● ● ●

the façade window seals have deteriorated there is a need to tag and measure vertical stones, panels and structure paint on the façade has peeled off and needs further evaluation, or there is water damage/staining on the bottom of slab soffit because of overflow pipes or disconnected downpipes.

ROOF INSPECTION This is one of the main reasons to deploy a drone, especially when it comes to multiple facilities with very large roofs. It goes without saying that using a drone to evaluate roofs will improve safety and reduce the associated risks and cost of working at heights for facility managers. Drones can be beneficial tools in roof inspection in several ways: ● One interesting feature of drones is the ability to scan the roof with an infrared camera, enabling facility managers to analyse roof conditions to spot potential or existing roof leaks. They can identify trouble spots, which are not easily detected on a visual inspection. ● Facility managers can get a superior insight on the position of HVAC (heating, ventilation and air-conditioning) units and roof-mounted plants and be well-prepared to deal with possible future issues and forthcoming developments. ● Drones also have a growing place in the future of inspection of asbestos roof surveys. Normally, asbestos roofs are too flimsy for staff to conduct physical assessment and they may collapse with the weight of a person walking on them. ● Loose items and unsecured materials, such

as dislocated cowls on roofs, can be blown around and pose serious risks. Facility managers can eliminate these hazards through the visual aids provided by drones. ● Roof hail damage insurance reports are possible through the use of GPSequipped drones. Other valuable possibilities for facility managers are the use of drones for glazing inspections, chimney and spire checks, sprinkler tank examinations, skylight assessment – and even for checking for birds’ nests.

SOLAR INSPECTION With the widespread adoption of rooftop solar photovoltaic systems, drones can offer a range of detailed surveying services for maintaining the energy efficiency of solar panels. They may assist facility managers to map out the roof and get an accurate measurement required for solar cell installations. Aerial imagery provided by drones can also be used to identify solar panel faults such as dysfunctional cells, shades/objects on panels and dead/hot spots on the roof.

THERMAL INSPECTION Aerial thermal technology can capture heat loss, moisture, refrigerant lines, poorly insulated areas, and malfunctioning heating and cooling equipment on the roof. Thermal scanning of a building can also gather information about the roof’s sealing performance and generate thermographic images for facility managers. Thermal imaging can be used to monitor heat escaping and building’s energy loss and create CAD (computer aided design) topographic models of the building envelope.

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123RF's David Wood ©


“There is significant scope for drones to be used in facility management, including security, façade and roof inspection, and solar and thermal inspection.”

Drones can also be deployed to make sure that employees are using appropriate personal protective equipment and safety systems correctly. They can be used for inspecting wind turbines and power lines, job progress tracking, illegal storage on balconies, clothing lines and the illegal dumping of rubbish in an area. Being a drone ‘pilot’ is not an obligation for facility managers as yet, but this could change in the next few years and companies may add this skill to their required hiring criteria.

RULES FOR FACILITY MANAGERS TO FLY DRONES The primary function of CASA (the Australian Government’s Civil Aviation Safety Authority) is to conduct the safety regulation of civil air operations in Australia.

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As facilities management is a commercial operation, facility managers are required to get in line with standard operating conditions listed on CASA’s website. Rules vary depending on the weight of the drone. When operating in this commercial category, it is essential that you review the information, instructions, reading material and standard operating conditions listed on the CASA website. For drones weighing between 100 grams and two kilograms, there is no need to hold a RPA Operator Certificate (ReOC) or a Remote Pilot Licence (RePL). If a remotely piloted aircraft weighs over two kilograms, however, facility managers will need to hold a ReOC or RePL. ● > Arian Bahramsari is a Melbourne-based facility manager.


21/02/18 12:04 PM


More than a manual handling policy Facilities managers have a major role to play in avoiding musculoskeletal problems in the workplace writes PETER DUNPHY.

123RF's Tyler Olson ©


usculoskeletal disorders are one of the most common workrelated injuries and diseases. They are an injury to, or disease of, the body’s musculoskeletal system and include sprains and strains of muscles, ligaments, tendons and joints. They can result from gradual wear and tear or sudden damage to the body, and are commonly caused by hazardous manual tasks and slips, trips and falls. A musculoskeletal disorder can have a long-term, costly impact for businesses and workers. Manual tasks that require the use of repetitive, sustained, high or sudden force present a musculoskeletal disorder risk. Other risks include tasks that require repetitive movement, sustained or awkward posture and exposure to vibration. To address these risks, businesses should design a work environment and systems of work that eliminate these tasks as much as possible. Data from the New South Wales State Insurance Regulatory Authority (SIRA) shows that musculoskeletal disorders occur across


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all industries and occupations, with hazardous manual tasks the most common cause of injury, accounting for 29 percent of all workplace injuries in the state. In fact, over the three years to July 2016, there were 19,525 major workers’ compensation claims for musculoskeletal disorders at an average cost of $32,744 each. In October 2017, in an effort to reduce the number and severity of serious work related injuries, SafeWork NSW launched a Musculoskeletal Disorder Strategy. The Strategy features an annual Action Plan that takes a multi-pronged, riskbased approach to address the issues of musculoskeletal disorders in NSW workplaces and to improve injured persons’ recovery at work. The 2017/18 Action Plan focuses on specific industries and occupations with some of the highest rates of musculoskeletal disorder injuries in NSW, including the supermarket and grocery store sector, state and local government, storepersons, healthcare and social assistance workers. At SafeWork NSW, we believe businesses should use consultation and communication

as the foundation for the effective management of work health and safety, particularly the prevention and reduction of musculoskeletal disorders. It should include workers, managers and other businesses. Workplace leaders, people responsible for purchasing, designers and engineers, allied health professionals and educators can also influence a worker’s exposure to hazardous manual tasks, and their recovery at work. As a workplace leader, a facilities manager has the ability to consult with numerous stakeholders and be a conduit between workers and other decision-makers. To eliminate and reduce workers’ exposure to potential musculoskeletal disorders, facilities managers should aim to eliminate hazards when planning and designing any work areas, workplace layout and systems of work. For example, if any part of a building is being upgraded, look at how it will impact the health and safety of workers. Will the design and layout of a new storage area mean that a worker needs to adopt an awkward posture or use force to manage stock in the storage area?

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The cost of injury and illness at work




% chg*


Healthcare and social assistance





Figures released by Safe Work Australia estimate that work-related injury and disease have a significant impact on the national economy.











Retail trade





Transport, postal and warehousing





Public administration and safety





Education and training





Accommodation and food services





Wholesale trade





Administrative and support services





Agriculture, forestry and fishing





Other services





Arts and recreation services










Professional, scientific and technical services





Electricity, gas, water and waste services





Rental, hiring and real estate services





Financial and insurance services





Information media and telecommunications





Its most recent figures, from 2012-13, estimate the cost for that financial year was $61.8 billion, or 4.1 percent of GDP. It also found workers bore 77 percent of the cost, the community 18 percent and employers five percent. Injuries accounted for 45 percent of the total cost, or $28 billion. The report identified direct and indirect costs. Direct costs include workers’ compensation premiums or payments to injured workers from these schemes, while indirect costs look at lost productivity, loss of earnings and social welfare programs for injured or incapacitated workers. The table right details the number of serious claims by industry for the period 2000-01 to 2014-15, showing considerable drops in manufacturing, information media and telecommunications, financial and insurance services and agriculture, forestry and fishing. The largest increase over the period was in mining.

Source: Safe Work Australia

By occupation, managers and professionals had the highest unit costs for work-related injury or illness, while technicians and trades workers, machinery operators, drivers and labourers accounted for 31 percent of the workforce, but contributed 58 percent of total cases and 27 percent of total costs. Total cost ($million)

Distribution (%)


Unit Cost







/1000 workers




















Technicians and trades workers









Community and personal service workers









Clerical and administrative workers









Sales workers









Machinery operators and Drivers


















Units are rounded to the nearest $100 million. 2012-13 figures. Source: Safe Work Australia

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23/02/18 3:06 PM


123RF's Wavebreak Media Ltd ©

Musculoskeletal disorder (MSD) key stats: ● Average total time lost: 17 weeks. ● Number of major MSD claims 2013/14 – 2015/16: 19,525. ● Average cost of a claim: $32,774. ● A 30 percent reduction in MSDs will save NSW businesses $250 million. Risk management approach: ● Identify manual tasks that are hazardous. ● If necessary, assess the risks of injury associated with the hazardous manual task. ● Implement high level risk control measures. ● Review the effectiveness of control measures.


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The benefits of safe design are twofold. It reduces the risk of injury and illness for workers and others, and it also reduces the potential costs to the business such as: retrofitting, worker productivity and production downtime during unnecessary changes. Facilities managers should endeavour to increase the use of what is referred to as ‘high level’ controls and reduce reliance on ‘low level’ controls. For example, don’t just write a ‘manual handling’ policy, fix the actual problem. The health and safety of workers and others should also be considered in organisational decision-making such as purchasing. Questions to ask include: is the equipment fit for purpose for those who need to use it? You should always trial equipment before purchasing it and consult with workers to see if it presents any health and safety risks. Facilities managers should have effective systems for reporting and resolving musculoskeletal disorder issues and ensure compliance with systems, control measures and legislation. While eliminating or reducing hazards by design and implementing high level controls is ideal, you also need to monitor

and review any implemented controls measures to ensure they remain effective. If you think your business or workplace would benefit from advice on how to address musculoskeletal disorder risks, SafeWork NSW offers free advisory visits to sole traders or small businesses with up to 50 full-time equivalent staff. A SafeWork inspector will provide practical workplace safety, workers’ compensation and injury management advice that is relevant to your small business and will work through any areas of concern with you. They can also help you create a basic safety improvement plan to make your business safer. SafeWork NSW also has numerous resources to help businesses and facilities managers address musculoskeletal disorder risks. These can all be downloaded from its website, which has a dedicated webpage on manual task safety. For further information on how to manage musculoskeletal disorder risks or to download a copy of the Musculoskeletal Disorder Strategy visit or call 131 050. ● > Peter Dunphy is the executive director of SafeWork NSW.

21/02/18 12:06 PM

SECURITY AND ACCESS GUIDE On the following pages you will ďŹ nd the inaugural Facility Management magazine Security and Access Guide, a comprehensive listing of the best security and access focused companies in Australia, with descriptions of their businesses and contact details.

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23/02/18 3:08 PM


COMPANY: Access Hardware 74-92 Gracie Street, North Melbourne, VIC, 3051 PHONE: Customer Service – 1800 555 600 Locksmith Services – 1800 555 700 EMAIL:



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Access Hardware has been supplying the construction industry for over 40 years. Starting in North Melbourne as an architectural hardware and locksmith business, it has grown in size and diversity to become one of the leading suppliers of security products, architectural and sanitary hardware, locksmith services and security solutions in the Australian market. With branches in most capital cities, Access Hardware has built strategic relationships with Australia’s best security product manufacturers and suppliers to offer a comprehensive product and services range. The company employs over 250 people in nine locations around the country and

API Locksmiths is a true 24hour residential and commercial locksmith, with over 50 years’ experience as Australia’s largest commercial locksmith supplier of master key systems, access control, safes, CCTV and alarms. We deliver a range of products and services that are superior to any other company in the region. At API, we don’t just sell security products. We research, install and manage customer specific security solutions. These solutions range from securing staff, homes, buildings and site perimeters, door hardware and fittings, for government, commercial, industrial and residential locksmith needs. Elements of API’s business have been operating since 1897 and

is still an Australian owned and operated family business. Our mobile locksmith fleet comprises service vans staffed by technicians who can offer a full range of commercial locksmithing services on your site or from our workshops within each Access Hardware branch. Our technicians can open, rekey, repair, service, upgrade and maintain any security products from locks to access control systems on commercial, industrial and government sites. We build, install and maintain restricted keying systems and have staff who are also SCEC approved for those high security sites like law enforcement and defence installations.

our collective experience enables us to understand our clients’ needs intimately. We know many of our customers have needs 24/7, whether these are lost keys or businesses needing our services. Consequently, our API fleet and retail branches throughout Australia provide service and support to homes, business and government sectors across Australia around the clock, every day of the year.

Hardware does not need to be hard. Whether you manage commercial or industrial buildings, a residential apartment block, a school or shopping centre, we can help. Call us today to make an appointment and see what we can do to help you.

provision of full training for your staff. So if you need a true 24-hour locksmith call 131 KEY(539) and we will service your needs today.

When you call 131 539, you can be sure API installations are carried out by experienced and highly trained technicians. Our quality service provides everything from product advice through to after sales support, preventative and scheduled maintenance and the

23/02/18 3:32 PM

ASSA ABLOY We open the door to better spaces.

COMPANY: ASSA ABLOY Australia Pty Ltd 235 Huntingdale Road, Oakleigh, VIC 3166 PHONE: 1300 562 587 EMAIL: WEBSITE:

ASSA ABLOY is the global leader in opening solutions dedicated to satisfying end user needs in safety, security and convenience. By combining the expertise of the industry’s most knowledgeable door opening experts with a comprehensive product offering of leading door and hardware brands, the organisation provides supreme complete security and locking solutions to partners and end-users in commercial, retail, residential, government and institutional facilities. Coupling innovative technologies with insight on specifications, design, support, training and industry associated code compliance, ASSA ABLOY works closely with the architectural,

security, facilities and integrator communities to address the many challenges they encounter serving and securing their customers. ASSA ABLOY’s product offering has since evolved from mechanical locks to innovative door opening solutions that cover a vast array of industry segments – from healthcare to government, mining, transport and facilities management etc. A variety of products, with differing requirements, have been created to meet the industry standards and needs of installers, consumers and architects. Recognised as a leader in entrance automation, access control systems and security doors, ASSA ABLOY offers training programs to assist our business

partners/customers and door specification services to aid the overall end-to-end solution. As the market is changing, with evolving technologies and the value of sustainable solutions, our customers require an overall door solution. The ASSA ABLOY Group is dedicated to providing the optimum tailored solution for our customers in safety, security and convenience. Considering design, price, quality and different product offers make it the ideal solution for any new building and adhering to the overall need of our customers.

Circlelock BOON EDAM AUSTRALIA Boon Edam’s product ranges include revolving doors, security doors & portals, speed gates, tripod turnstiles, access gates and full height turnstiles to ensure the security of entrances and perimeters. COMPANY: Boon Edam – Level 11, 1 Margaret Street, Sydney NSW 2000. PHONE: 1300 689 905 EMAIL: WEBSITE:

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Boon Edam’s Circlelock high security portal series is ideal for blending elegant good looks with the highest-level security features available. It is used by globally recognised companies in applications such as data centres, exclusive high-end stores, government and diplomatic buildings, banks, and corporate offices and headquarters.

identification system can match the biometric data (including eyes, facial features and fingerprints) of the user to a database to ensure only the right person is entering the area. Only when both security systems give a clear signal will the second door open and the secured area be entered. The system can be linked to all other electronic access media.

Circlelock incorporates two protective curved glass sliding doors governing access to and egress from a glass portal that offers a spacious and comfortable entrance for the user, while its integrated security systems ensure only authorised people can enter the facility being protected. An additional biometrics

Boon Edam’s StereoVision 2 biometric scanning and antipiggybacking technology is a highly advanced system that can accurately tell the difference between two people and one person holding a box or luggage to minimise false rejections. The near infrared light sensor is not affected by sunlight or reflections,

which eliminates any environmental impairment of the system at locations near the exterior of buildings. Users can also choose different levels of physical protection against vandal, burglar or armed threats with high degrees of bullet resistance available.

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BOSCH SECURITY SYSTEMS Bosch Security Systems is a leading global supplier of security, safety and communications products and systems.

COMPANY: Bosch Security Systems PHONE: 13000 BOSCH (26724) EMAIL: WEBSITE:

Our extensive product portfolio includes video surveillance, intrusion detection and voice alarm, as well as access control and management systems. Professional audio and conferencing systems for voice, sound and music transmission complete the range. We constantly push the boundaries of technology to develop intelligent solutions that go beyond the highest security demands of today and deliver clear business advantages beyond security. Our intelligent video portfolio is built around delivering highest quality of relevant images, most efficient bitrates with lowest storage requirements and network strain, and keeping video data secure.

From simple installations to extensive projects, we offer integrated security solutions based on award-winning technology and backed by superior support. Our easy-to-use alarm systems integrate seamlessly with video cameras, smoke alarms, building automation devices and more. We address the challenges you face every day, and combine access control, video and alarm management for complex enterprise solutions such as airports, metro systems and large commercial applications. Thanks to the scalability of our hardware, our systems are flexible enough to grow with your needs. We provide communications solutions for public announcements,

superb quality background music and fully certified voice evacuation systems used in major transportation terminals, public buildings, office buildings, schools and shopping malls around the world. Our professional audio includes renowned brands Electro-Voice, Dynacord and Telex/ RTS, providing loudspeakers, amplifiers, microphones and headsets for everything from clubs and stadiums to houses of worship and broadcast applications. Bosch award-winning conference systems enhance meetings of all sizes – from intimate informal meetings to major multilingual conferences with thousands of delegates – with optimal communication of voice and sound.


COGNITEC Cognitec provides premier face recognition technology for venue security and operations

COMPANY: Cognitec 201 Sussex Street, L21, Tower 2, Darling Park, Sydney NSW 2000, Australia PHONE: +612 9006 1510 EMAIL: WEBSITE:

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FaceVACS-VideoScan employs leading edge face recognition technology to analyse the count, flow, demographics and behaviour of people visible in video streams. Surpassing traditional video surveillance systems, the application detects people’s faces in live video streams or video footage and stores video sequences of cropped faces for each appearance in front of a camera. FaceVACS-VideoScan performs real-time identity checks against image databases to find known persons and alert appropriate staff. Businesses can detect and prevent unwanted behaviour in more efficient ways, as operators can track individuals in real time, or

receive alerts on mobile devices to act within the vicinity of a suspect. On the other hand, the technology can identify authorised individuals or high-ranking customers in real time. Positive authentication can prompt access to restricted areas or alert personnel to provide special treatment. In addition, FaceVACS-VideoScan uses anonymous facial analysis to count individuals, generate demographical information, track people movement, and detect frequent visitors and crowds. Operators can receive an alarm if too many people gather in a specific area or measure waiting times to direct traffic. The analysis of traffic patterns and demographical statistics

provides businesses with precise visitor data to make interior design, advertising placement, staffing and other operational decisions. Cognitec develops market-leading face recognition technology and applications for enterprise and government customers around the world. Various independent evaluation tests have proven the premier performance of the FaceVACS software. Cognitec’s portfolio includes products for facial image database search, video screening and analytics, border control, ICAO compliant photo capturing and facial image quality assessment. Corporate headquarters are located in Dresden, Germany; other offices are in Rockland, MA, US and Sydney, Australia.

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DAHUA COMPANY: Dahua Technology Australia Pty Ltd PHONE: +612 9928 5200 EMAIL: WEBSITE: Sydney office Unit 8, 39 Herbert Street, Artarmon, NSW 2064 Melbourne office Suite 7, Level 1, 425 Docklands Drive, Docklands, VIC 3008

Dahua Technology is a leading global manufacturer of CCTV, large intercom systems, access control, parking guidance and many other related technologies. In 2017, Dahua was ranked top three in ‘Security 50’ by a&s international. Dahua has many products that are a perfect fit for facilities managers, as using Dahua can reduce installation cost, reduce long-term maintenance costs and lower power consumption when compared to many other manufacturers’ products. Local support Dahua has local offices in Australia, which have technical support, project support and repair centres. Additionally, Dahua has

three distributors in Australia, and over 1000 professional security companies that install Dahua products. With such a large network, you can be assured that you will always be supported. Reduced installation cost Dahua has many solutions that can reduce installation costs on projects, including:  world first ePoE range of cameras, which work on network cables or legacy coaxial cable up to a range of 800 metres  HDCVI High Resolution cameras, which work on legacy coaxial cables, allowing for easy upgrade to modern day 4k resolution

 Wi-Fi intercom systems, which can be used to upgrade systems in existing apartment buildings, and  many more cost saving solutions depending on your project needs. We recommend that you contact us to discuss your needs and let us introduce you to the best Dahua partners who can help you.

24/7 Door Service


COMPANY: dormakaba Australia Pty Ltd PHONE: 1800 675 411 EMAIL: WEBSITE:

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When you choose dormakaba, you are supported by a nationwide network of accredited and fully trained technicians and agents, 24 hours a day, seven days a week. Our specialised service covers dormakaba’s comprehensive range of automatic doors, manual door closers, industrial doors, entrance control systems and roller shutters with our expertise extending to all models. Why the necessity? Door operators, entrance control systems and industrial doors are complex pieces of equipment that are subject to punishing wear and tear. A regular maintenance program ensures that wearing components are replaced or

malfunctions are addressed before they become a problem. Regular maintenance helps prevent accidents, prolongs the life of the product and ensures the safety of users while reducing breakdowns and the accompanying inconvenience.

At dormakaba we understand the importance of maintaining safe and secure access in and around your premises. When you call dormakaba service you will speak to someone who knows the products and who can offer expert advice.

Prevention is better than cure Well-maintained products can provide safe and efficient use for years and are vital to the smooth operation of any business. Consider the risks of inefficiently operating doors and entrance control systems – reduced security, increased downtime, productivity loss, customer complaints, acoustic reduction, soaring air-conditioning and heating costs.

23/02/18 3:32 PM


123RF's kasto ©

TOTAL FACILITIES WHERE: Melbourne Convention and



Exhibition Centre WHEN: 18-19 April

WHERE: Marina Bay Sands, Singapore WHEN: July 2018, TBC

WHERE: University of Pennsylvania, Philadelphia, US WHEN: 20 September







WHERE: ICC, Darling Harbour, Sydney WHEN: 20-22 April

WHERE: ICC Sydney, Darling Harbour WHEN: 29-30 August


WHERE: Charlotte Convention Centre, North Carolina, US WHEN: 3-5 October



WHERE: International Convention Centre, Darling Harbour, Sydney WHEN: 8-10 May


IHEA 2018


ARBS 2018 WHERE: ICC Sydney, Darling Harbour WHEN: 29-30 August

WHERE: Brisbane Convention and Exhibition Centre WHEN: 6-11 October

WASTE 2018 WHERE: Opal Cove Resort, Coffs Harbour WHEN: 8-10 May ___ FM FEBRUARY | MARCH 2018

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26/02/18 12:43 PM

Never miss an issue! Subscribe today and save up to 20%.

1 year print (6 issues):



RRP $65.70

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RRP $131.40

FACILITY MANAGEMENT Facility Management (FM) magazine is Australia’s only truly independent industry magazine servicing the needs of facilities managers and allied property management experts. Produced bimonthly as a print and digital magazine, and updated daily online, FM provides managers of all types of facilities with practical advice they can use on a day-to-day basis, as well as industry news and views concerning all aspects of facilities management, building management and property services.

visit or free call 1800 804 160 Terms and conditions: Offer expires 30 March 2018 and is valid for print subscribers in Australia only. An email address is mandatory for digital versions through Zinio. Niche Media ABN 13 064 613 529. I understand my subscription will start with the next available issue, or for existing subscribers, will be added to the amount of issues I have remaining on my current subscription., and will be mailed once payment has been received and processed in full. Privacy: your name and personal details are retained by Niche Media to fulfil your subscription and send you renewal notices, offers and FM products and services. No refunds provided. Niche Media will provide all subscription issues in print or digital format while in publication. Niche Media will not allow ‘queued’ issues on banked up subscriptions to extend more than three years from date of purchase.

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23/02/18 3:40 PM


16.0kW - TO -



GENERATION VRV IV SYSTEM VRV IV IS DAIKIN’S ANSWER TO THE NEXT GENERATION OF VARIABLE REFRIGERANT VOLUME AIR-CONDITIONING The VRV IV Systems offer greater design flexibility, improved energy performance with Variable Refrigerant Temperature control, superior comfort and reliability of operations, and comes with a wide range of product offerings to meet the needs of the modern commercial building.


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AVAILABLE IN HEAT PUMP, COOLING ONLY AND HEAT RECOVERY - Standard, High COP or Space Saving type available to suit design priority - Refrigerant cooled inverter PCB for greater operational reliability - Variable Refrigerant Temperature “VRT” feature for improved energy efficiency and comfort - Heat Recovery Link technology ensures precise and efficient capacity control (only applicable to heat recovery series) *Heat Recovery series available from 22.4kW to 168kW, Space Saving type not available.

1/02/18 10:56 AM

Facility Management: February | March 2018  
Facility Management: February | March 2018