CFMD February 2015

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FEBRUARY MONTH 2015 2012

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On the cover: Black reflective windows visually double the natural environment along the treed pathway that separates UTM’s Innovation Complex from its closest neighbour. Page 18.

[ contents ]

COVER PHOTO BY EMA PETER

CANADIAN FACILITY MANAGEMENT & DESIGN

XX 18 White powder-coated aluminum fins create fluidity as pedestrians walk the length of UTM’s Innovation Complex.

16 BUSINESS CONTINUITY PLANNING Recover critical processes and services faster following disruptions to operations in

seven steps.

18 PRESERVATION MEETS INNOVATION Inside the adaptive reuse of the University of Toronto Mississauga’s Kaneff Centre.

14 THE NEW GOLD STANDARD

28

Three building owners share how their recently certified facilities from major cities across Canada scored LEED Gold EB:O&M status.

28 CLEAN STREAK Interior Care celebrates 50 years of success in the specialty cleaning business.

30 TREAD LIGHTLY The latest flooring products aim to soften our footsteps — figuratively and literally.

30 columns

departments

6 OBSERVATIONS 10 OPERATIONS & MAINTENANCE 14 FM ERGONOMICS 16 FM EDUCATION 26 MANAGEMENT MEMO 34 LAST WORD

8 FOUNDATIONS 33 INFO GUIDE

Canadian Facility Management & Design

February 2015 CFM&D 5

[ observations ]

BY MICHELLE ERVIN

SOMETHING OLD, SOMETHING NEW…

I

nnovation comes in many forms. But this can be easy to lose sight of in the information age of fast-paced technological change.

Everything is new and now, and we discard old models — of computers, of smartphones — for the latest and greatest. Sometimes the greatest innovation comes from combining old with new.

You wouldn’t necessarily expect to find the University of Toronto Mississauga’s cutting-edge cross-disciplinary program for future leaders in a postmodern building constructed in the early 1990s. Especially on a rapidly growing campus with a crop of new buildings.

But following a close to $30-million expansion and renovation, the Kaneff Centre’s Innovation Complex addition — the subject of this month’s cover story — embodies the spirit of the Institute for Innovation & Management. And instead of subsuming the original postmodern building’s fractured forms, Carol Phillips, principal, Moriyama & Teshima Architects, gave them a sense of completion with a modern addition. The missing puzzle piece, if you will.

For this, our annual package on existing buildings, you will find a feature that follows three office buildings from major Canadian cities along their paths to LEED Gold EB:O&M and a column that explains why certification has become an essential for many organizations. Plus, our focus on flooring includes an article on terrazzo care as well as our regular new products round-up.

Though a fair amount of commercial development is occurring across the country, many of the buildings that will be around in 2050 already exist today, so renewal and strategies for the efficient operation of existing buildings will grow increasingly important in coming years. The good news is: sometimes the most complex challenges beget the greatest innovation.

MICHELLE ERVIN

FEBRUARY 2015 Volume 29, Issue No. 1

PUBLISHERS: Arvid Stonkus, IFMA Fellow Tel: (416) 236-5856 cfm@sympatico.ca Sean Foley seanf@mediaedge.ca EDITOR: Michelle Ervin Tel (416) 512-8186 ext 254 michellee@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca DESIGNER: Jennifer Carter jenc@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca CIRCULATION: Gill Daniels circulation@mediaedge.ca (416) 512-8186 ext. 234 PRESIDENT: Kevin Brown kevinb@mediaedge.ca ACCOUNTING MANAGER: Maggy Elharar maggye@mediaedge.ca EDITORIAL ADVISORY BOARD Barry Brennand, Merlin Consulting Group; Jaan Meri, P.Eng., Consultant; Alex K. Lam, MRAIC, The OCB Network; Janine Reaburn, LoyaltyOne, LEED ® AP

michellee@mediaedge.ca Canadian Facility Management & Design (CFM&D) magazine is published seven times a year by MediaEdge Communications Inc., 5255 Yonge Street., Suite 1000, Toronto ON M2N 6P4; Tel (416) 512-8186; Fax 416-512-8344; email: circulation@mediaedge.ca

NEW FEATURES ONLINE www.reminetwork.com How to find the right mix of workplace choice

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Authors: CFM&D magazine accepts unsolicited query letters and article suggestions. Manufacturers: Those wishing to have their products reviewed should contact the publisher or send information to the attention of the editor. Sworn Statement of Circulation: Available from the publisher upon written request. Although Canadian Facility Management & Design makes every effort to ensure the accuracy of the information published, we cannot be held liable for any errors or omissions, however caused. Printed in Canada.

Copyright 2015 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505

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» foundations » CANADIAN COMMERCIAL REAL ESTATE MARKET TO FACE TEST IN 2015: AVISON YOUNG Avison Young is predicting that changing conditions will test Canada’s commercial real estate market in 2015, the firm said in its annual forecast, released Jan. 15.

There will be risks and opportunities amid a weakening global economy, slipping oil prices, burgeoning development and a possible U.S. Federal Reserve-led interest-rate hike, writes Bill Argeropoulos, principal, practice leader, research (Canada). This follows better-than-expected GDP growth in Q3-2014 and a late 2014 unemployment rate nearing prerecession levels.

In the office market, demographics, increasing spaceplanning efficiency and technology are driving change, Argeropoulos says in the report. To remain competitive, landlords are responding to demand with refurbished existing product and new, sustainable development.

“Undeterred by supply-demand imbalances, developers are taking a long-term view, with more than 22 million square feet [of office space] under construction across Canada,” he says.

On a national basis, the amount of office space under construction represents 4.3 per cent of existing stock.

Fifty-five per cent of the space is being built in Calgary and Toronto; 55 per cent of the space is also pre-leased. In 2015, seven million square feet of the space is expected to reach completion.

Regional highlights from the Avison Young report include: • Calgary’s long-term outlook is positive, with one of Canada’s most productive and well-paid workforces,

and a population expected to surpass 1.3 million by 2018 thanks to immigration. However, the market is expected to encounter short-term challenges due to the recent drop in oil prices.

• Guelph (southwestern Ontario) is expected to see continued growth in 2015, as tenants and owner/users in the market continue to expand within the area and outside companies continue to relocate to and expand into the region.

• Halifax’s office market vacancy rate rose to 12.8 per cent in 2014, due to development in both the suburbs and downtown core, and is expected to remain at that level in 2015. Developers are forecasted to put the brakes on new construction to allow for inventory absorption.

• Montreal’s office market vacancy rate climbed to 11.5 per cent in 2014 and is expected to climb further still, to 12 per cent, in 2015. The city has promising growth prospects, but also added one million square feet of new inventory in 2014 and will add another 1.4 million square feet of office space in 2015.

• The GTA office market’s vacancy rate is expected to edge past 10 per cent in 2015 as a result of development. Some of this development is happening in the suburbs, as certain companies buck the trend of migrating to the downtown core.

By the end of 2015, the vacancy rate in the Canadian office market is projected to near 10 per cent, after reaching 9.4 per cent toward the end of 2014.

BOMA TORONTO NAMES NEW PRESIDENT AND BOARD CHAIR BOMA Toronto has announced key leadership appointments for 2015, positioning two women with notable real estate industry experience to lead Canada’s largest BOMA local association into its second century.

Susan Allen (top left) takes on the permanent role as president and chief staff officer, after initially assuming the duties on an interim basis last September in tandem with completing her two-year term as chair of the board of directors.

Maryanne McDougald (bottom left), president of FCR Management Services, will be instated as board chair at BOMA Toronto’s upcoming 2015 annual general meeting.

“I am absolutely thrilled by this appointment and so proud to continue representing members of our association,” Allen said.

“It is an exciting time to be working in the commercial real estate industry across the Greater Toronto Area.”

“It is clear that Susan is the right person 8 CFM&D February 2015

to lead BOMA Toronto over the long term,” McDougald affirmed. “Her knowledge and passion for the industry and commitment to those who work within it will contribute to BOMA Toronto’s continued growth.”

Allen brings a depth of knowledge and more than 20 years of experience in property management and tenant relations, including most recently as the general manager of the Toronto Eaton Centre, to her new responsibilities at BOMA Toronto.

McDougald, likewise, has a well-versed background managing national real estate portfolios, including more than 20 years’ experience in shopping centre operations, client services and asset management. In addition to serving with BOMA Toronto, she is a member of BOMA Canada’s national advisory council. Her term as board chair will coincide with BOMA Toronto’s 100th anniversary in 2017. www.cfmd.ca

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[ operations & maintenance ]

BY GLEN PESTRIN

A WALK THROUGH TERRAZZO CARE With the proper maintenance program and products — and restoration as required — facility managers can ensure terrazzo fulfills its potential lifespan. Glen Pestrin provides practical tips for maintaining the popular flooring solution

T

errazzo, from the Italian word for terraces, is one of the earliest recycled products. Created centuries ago, the flooring surface is made by adding waste chips derived from slab marble processing to a matrix of cement.

The Venetians were the first to use terrazzo on a large scale as a decorative and functional flooring system. Venice was susceptible to flooding, so terrazzo — thanks to its durability and imperviousness — offered a creative and functional solution.

In its early years, terrazzo contained only marble stone chips. Now it also contains plastic, glass, metal, mirror and epoxy chips.

In the contemporary context, new terrazzo flooring is being installed in large commercial and institutional projects including airports, hospitals, court houses, shopping malls, and office buildings. For these types of facilities, ease of maintenance, longevity, durability, and limitless colours make terrazzo the first choice flooring solution for many architects and owners.

Although the endless variety of colours and chips inspire architects and designers, it challenges terrazzo mechanics and

facility managers. The density and strength of the chip challenge the mechanic during the pouring and grinding process, since most tools and techniques were designed around stone chips. Facility managers are challenged by the difference in absorption rates and strength between various types of chips and matrix when developing specific maintenance programs for their flooring.

Since terrazzo is seamless and more than 70 per cent of its surface is stone, annual maintenance costs are generally lower than for softer surface materials. The high durability of terrazzo allows building owners to amortize the initial installation cost over decades, making it an economical long-term flooring choice. When properly installed and maintained, terrazzo can last a lifetime.

DID YOU KNOW? All terrazzo was originally cementitious. Now there are two types of terrazzo: cementitious and epoxy.

Cementitious terrazzo uses Portland cement as its matrix. The Portland cement can be coloured using liquid or powdered dyes. Stone chips can be used in various sizes, from one-quarter inch to two inches. The thickness of cementitious terrazzo can range from 13 millimetres to 50 millimetres.

Epoxy’s two-part matrix can be blended to colour-match any paint sample. Epoxy terrazzo is typically applied to a 10-millimetre thickness using small chips of one-sixteenth of an inch to one-quarter of an inch.

A TIMELINE OF TERRAZZO 1500s The era that produced the first evidence of extensive terrazzo flooring use, by the Venetians.

1950s In the mid-20th century, terrazzo became prevalent in institutional and commercial applications.

1970s Larger-format ceramic tiles (e.g. eight inches by eight inches and 12 inches by 12 inches) designed for high-traffic areas were introduced. Tiles were often selected in lieu of terrazzo because of their comparatively lower price and ease of installation.

10 CFM&D February 2015

1960s Epoxy terrazzo came onto the market. Its solvent-based matrix made it challenging to install.

1980 The solvents used in epoxy terrazzo’s matrix were replaced to eliminate toxic vapours.

Today In its early years, terrazzo contained only marble stone chips. Now terrazzo also contains plastic, glass, metal, mirror and epoxy chips.

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The enemies of terrazzo flooring are ammonia- and acid-based detergents, alkaline strippers and aggressive scrubbing pads. These products will not only attack the terrazzo matrix but will also deteriorate the stone chips. Before starting any maintenance program, consult the Terrazzo Tile & Marble

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Association of Canada (TTMAC) Hard Surface Maintenance Guide.

Wax is commonly used on terrazzo and ensures the floor remains highlustre with the required slip coefficient (resistance). However, its removal and reapplication can reduce the life of a terrazzo floor. Wax strippers tend to have either a high alkaline

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or acid base. These strippers are left on the floor until they loosen and deteriorate the topical wax coating, which puts them in contact with the terrazzo. These products then need to be neutralized before they can be removed along with the old wax.

If the stripper is not neutralized and removed, it will continue to deteriorate the terrazzo surface.

There is now a range of alternative, more environmentally friendly maintenance methods available. For example, when silicone and silicatebased sealers are applied to a clean terrazzo surface, they penetrate the floor and form a molecular bond with the chips and matrix. This method prevents contaminants from penetrating the surface as the sealer impregnates the terrazzo floor without compromising its natural slip coefficient (resistance).

Over time, traffic patterns will appear on both waxed and non-waxed terrazzo floors. Use diamond pads to easily remove traffic patterns and restore the floors to their original lustre. If this is done on a regular basis (about once a month), a terrazzo floor should never require full restoration.

In most cases where it’s required, restoration is possible. Many terrazzo floors have been ignored through the years because of a perceived difficulty in doing this. They may also have been damaged by multiple applications of corrosive detergents or strippers. But when considering sustainability and total long-term cost, it can be much more effective to restore an existing floor than to replace or recover it with another flooring material.

That said, the best way to ensure terrazzo lives up to its potential is through proper installation and maintenance.

Consult industry guidelines before implementing a maintenance program and avoid using products known to cause terrazzo to prematurely deteriorate. With regular maintenance, full restoration should never be required. | CFM&D Glen Pestrin is the CEO of York Marble, Tile and Terrazzo.

12 CFM&D February 2015

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[ fm ergonomics ]

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BY ALEXANDRA STINSON

FIVE MUST-HAVES TO BUDGET FOR IN 2015 Allocating ergonomics budgets can be an overwhelming experience, what with the vast field of products and services available. Alexandra Stinson shares her expert recommendations on what to prioritize this year The scope and variety of ergonomic products and services that are available are vast — which can be overwhelming when a facility manager is trying to determine where to spend the limited dollars available in the corporate budget at the beginning of a new year. The best way to ensure an ergonomic success story is to put the time in up front and research, research, research.

If making a product-based purchase, consider speaking to dealers that offer a trial period or can provide a number of sample products for employees to test, trial and provide feedback on. Whether looking for new respirators, hoists, or a laptop docking station, what looks good in the catalogue can cost companies thousands of dollars and man hours to undo poor product placement/purchasing. If sourcing document based-services, such as physical demands assessments, risk assessments or training, evaluate who is the best fit to provide these services.

Here are five ergonomic must-haves for 2015, along with pointers on selecting the right products and professionals: 1. CHAIRS

Although seating has come a long way over the years, that doesn’t mean good ergonomic seating is found in the workplace. With jobs becoming leaner and workstations being designed for sedentary, seated positions, a chair, although one of the pricier ergonomic investments, can actually be a great costsaving opportunity.

To make a sound seating purchase, look for the following: seating with a firm lumbar support that will support the lower back; a height-adjustable back rest that 14 CFM&D February 2015

allows the lumbar support to be positioned to fit the individual; and a sturdy gas lift (seat pan height adjustment) that has an appropriate lift range (see Sample GasLift Height-Range Table). Chairs are available in multiple heights and, although the standard chair size is appropriate for a large range of the working population, petite and tall options can assist in ensuring optimal ergonomic set up.

Note: Data from seating features from ergonomic accessories may not be accurate for all manufacturers.

Provided a chair with multiple adjustments, employees can change their body positions regularly throughout the day when physically standing up is not an option. Although this is not an alternative to a sit-stand workstation, a fully featured chair allows joints to change angle, improves blood flow to specific areas of the body and reduces muscle fatigue through better support.

female’s standing elbow height and it becomes clear that one size does not fit all. Height adjustability offers a way to counteract this. Whether this feature comes with a cart, pallet/tote, workstation, or computer monitor, proper working heights enable optimal body positioning and ultimately decrease musculoskeletal risks.

3. WHEELS

If an object has to be moved, a worker is better off pushing or pulling it than carrying it. Studies have repeatedly shown that the physical loading and muscular recruitment needed to carry an item is much more demanding and can increase the chance of injury.

To minimize push/pull forces, look at enlarged wheels, different wheel construction (nylon versus polyurethane, etc.) and casters. The characteristics of a wheel can greatly impact how easy it is to move a cart or other object.

Although wheels can literally save a worker’s back, it’s important to realize that poorly maintained wheels and castors can easily become a hazard. Be sure to develop a preventative maintenance program at the time of purchase.

2. HEIGHT-ADJUSTABILITY

With media hype surrounding the issue of static sitting, a highly functional chair may not be enough to mitigate potential injuries. More and more companies are looking into options that allow static workstations to be easily turned into height-adjustable solutions.

Consider the roughly 10-inch range between a tall male’s and small

4. TRAINING

When looking to nurture an ergonomic culture, educating employees can have a huge impact on the bottom line. With increased awareness, employees can aid in identifying change opportunities and making adjustments to their work practices to minimize musculoskeletal hazards.

SAMPLE GAS-LIFT HEIGHT-RANGE TABLE Multi-Tilt (full-featured chair option) Petite chair (3-inch gas lift)

15.25 to 18.5-inch range

Standard chair (5-inch gas lift)

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Tall chair (8-inch gas lift)

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A company’s workforce is also often the best resource for generating practical, feasible and cost-effective solutions to some of its biggest ergonomic woes.

A little training can go a long way in fostering an ergonomic culture and reviving a stagnant ergonomics program, all at a relatively low cost.

5. CONSULTANTS

Often, ergonomists will offer free consultations to discuss how a company can develop a corporate structure for their ergonomics programs and injurymanagement initiatives.

Experts can help deliver a return a company’s ergonomic investments by providing objective recommendations.

They may also deliver solutions more efficiently than in-house staff whose main function is not ergonomics.

Facility managers are often in need of job accommodation reports and Physical Demands Analyses documents to return injured workers quickly and with nominal impact to workflow. Working

with professional ergonomists can reduce liability concerns if reports are ever called into arbitration or grievances.

Professional associations (such as the Association of Canadian Ergonomists) can be a perfect starting point to find a local expert. Consultants that are designated as either a Canadian Certified Professional Ergonomists (CCPE) or Certified Professional Ergonomist (CPE) must provide an academic transcript to support their background and prove multi-year experience in all areas of ergonomics.

Consider the benefits of these five investments when working to stretch limited ergonomics budgets. With health concerns around sitting and material handling dominating the ergonomics discourse, furniture adjustability and lifting assists will continue to be top of mind for many in 2015. Traditional administrative strategies such as training and ergonomic-based documentation will remain a staple in any effective ergonomics program. When combined,

these key features can help facilitate a healthy and happy workforce focused on injury reduction, which is every corporation’s goal for 2015 and beyond. | CFM&D

Alexandra Stinson is a Canadian Certified Professional Ergonomist (CCPE), Registered Kinesiologist (R.Kin.) and co-founder of PROergonomics. She has assisted in providing cost-effective ergonomic solutions to her clients for more than 15 years. She can be reached at astinson@proergonomics.ca.

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[ fm education ]

These pages sponsored by

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BY ANN WYGANOWSKI

C A N A D A

BUILDING A BUSINESS CONTINUITY PLAN When business disruptions occur, continuity planning enables organizations to get critical services and processes up and running until operations are fully recovered

W

ith the increase in climate change impacts, such as flooding and power outages, no one wants to be “closed,” losing clients, reputation and revenue.

Many organizations understand that it’s important to be prepared for unforeseen business disruptions, yet are unsure how to develop a plan that will carry them through until normal operations are fully restored.

Tenants expect their facilities manager to have plans in place to protect their assets and to continue critical services at the time of the disruptive incident.

Once the emergency management phase is over, and people, the environment, and property are made safe, the business continuity process kicks in with a focus on the most critical and time-sensitive processes and services.

Here are seven steps that contribute to the establishment an effective business continuity plan (BCP).

1. ASSIGN RESPONSIBILITY

Issue a policy statement that clearly assigns governance of the Business Continuity Management Program at a senior level.

The statement should also clearly assign the responsibilities for planning to assure that critical processes and services are maintained. If the job descriptions don’t exist, the work won’t get done.

2. COMMUNICATE IN ADVANCE

Be well-prepared with a leadershipfocused communications plan. Talk to tenants in advance about the scope of the plan, how and when communications with them will 16 CFM&D February 2015

take place, and their responsibility to develop their own plans. This can go a long way toward shortening recovery times.

3. CREATE CLEAR INSTRUCTIONS

It’s critical to right-size the effort and keep the plans simple enough to be understood by those responsible for carrying them out without creating a maintenance nightmare. Include basic step-by-step checklists, standardized damage-assessment forms, clear instructions for communications protocols and associated timing. Maintain contact lists separately so the plan doesn’t become a phone book.

4. ASSESS RISKS

Perform internal and external risk assessments to determine what the plan should cover. This is not to suggest that a plan should be developed for every risk scenario identified, but to ensure that one all-hazards checklist is sufficient in scope to address various sizes and shapes of business interruption.

Make sure that the executives responsible are aware of the risks, potential mitigation strategies, or that they chose to accept the risk. Tenants may not understand that their computer room does not have fail-over emergency generator power, for example.

5. DO BUSINESS IMPACT ANALYSIS

Prioritize business processes and services through business impact analysis to

generate an order of recovery. Those priorities and timelines are also key to development of the information technology recovery plan (IT DRP) that supports the BCP. The BCP documents how the processes and services will be recovered using alternate space, other supporting resources, or manual workarounds. The IT DRP documents the procedures for recovering the technical infrastructure and environment.

6. SET CRITERIA FOR ACTIVATING PLAN

Requirements for activating the plan are difficult to clearly define as incidents will vary in size and scope.

Pre-activation of plans may take place in advance of severe weather, for example, so work can be transferred to alternate locations before an anticipated disruption occurs. Instead of trying to grade the level of disaster, consider using simple decision trees.

7. DOCUMENT AND TEST PLANS

Document and test plans, and update them on a regular basis. Avoid testing the plan at the time of an incident, as that is not the time anyone wants to learn it has unaddressed gaps. It’s important for organizations to ensure they have comprehensive plans with parts that work together to avoid the potential consequences of business disruptions.

These seven steps are key to successful BCP development. As more frequent extreme weather events become the norm, clients are increasingly likely to ask about BCPs. Organizations should be ready to say theirs is in place. | CFM&D

Ann Wyganowski is a Master Business Continuity Professional (MBCP), and Certified Business Resilience Manager (CBRM) and Member of the Business Continuity Institute (MBCI). Ann is the treasurer of the Disaster Recovery Institute Canada. She is a recognized senior consultant in the industry. Reach her at ann@bcphelp.com or visit www.bcphelp.com.

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The Innovation Complex’s green roof is expected to contribute to the addition’s targeted LEED Silver certification.

PRESERVATION MEETS INNOVATION PHOTOS BY EMA PETER

The adaptive reuse of University of Toronto Mississauga’s Kaneff Centre has produced a cohesive facility that resolves the building’s original postmodern architecture and reflects the school’s new programming in a modern addition

Canadian Facility Management & Design

BY MICHELLE ERVIN

T

o subsume or not to subsume. That was the question presented by the project brief for the expansion and renovation of University of Toronto Mississauga’s (UTM) Kaneff Centre, built circa 1992.

Carol Phillips’s answer was not to subsume. Phillips, principal, Moriyama & Teshima Architects, would take an incremental approach and work to resolve the building’s many and varied shapes.

“It was influenced, at that time, by an architecture that used a village of forms to critique established, purer aesthetic forms,” she says. “What resulted in the middle of the building was an incomplete circular courtyard.

“We thought that if we added clear discrete forms, it might actually complete the puzzle and, in a way, make sense of some of these fractured forms.”

The result is a cohesive facility fittingly called the Innovation Complex, unique among UTM’s building stock. Unlike its brutalist next-door neighbours or the campus’ fast-multiplying modern facilities, it is neither wholly new nor old.

The complex marries the Kaneff Centre’s postmodern architecture with a modern 65,300-square-foot addition that tripled the facility’s capacity. Completed in August 2014, the $29.7-million project gave the registrar’s office a new home and UTM’s economics and management programs more space.

Working from its campus master plan, UTM embarked on the project in the fall of 2011. The main impetus, says Paul Donoghue, chief administrative officer, was to accommodate the school’s rising enrollment numbers, which have increased from approximately 5,500 students in 2005 to slightly more than 14,000 students today.

“This was an important project in helping us provide some room, particularly for growth in our management and economics programs,” he says.

The project also coincided with discussions around the school’s approach to business education, which led to the establishment of the cross-disciplinary Institute for Management and Innovation (IMI).

UTM’s requirement that the addition be open for the start of the 2014 academic year dictated a 21-month February 2015 CFM&D 19

“We thought that if we added clear discrete forms, it might actually complete the puzzle and, in a way, make sense of some of these fractured forms.”

20 CFM&D February 2015

deadline. In November 2012, the design-build project was awarded to Moriyama & Teshima Architects and PCL Constructors Canada.

The central piece in the existing Kaneff Centre’s puzzle of fractured forms was the incomplete circular courtyard. The design-build team transformed the rarely used outdoor space into a rotunda, which is now a student commons populated with a range of seating.

On the first floor, the rotunda is wrapped in Italian travertine with recesses for built-in benching on the interior and for lockers on the exterior. On the second floor, the rotunda transitions from travertine to oak fins that let natural light filter in through the windows.

Its thick travertine walls are multipurpose, also housing the mechanical system. The displacement ventilation system efficiently delivers heating and cooling on the ground floor — rather than pushing heat down — through discrete black grills on the inner rotunda walls.

The rotunda’s acoustic ceiling controls sound in what might otherwise be a noisy space.

Its dropped level, three steps down from the corridor, is intended to create a sense of occasion, says Phillips. Indeed, the space can also accommodate special occasions during off-hours.

In the corridor, which flares out wider where students make their mass exoduses from classrooms, a subtle zinc line traces where the new terrazzo flooring was seamed together with the old epoxy flooring. Traditional bed-setting gave the terrazzo fourinch thickness compared to the three-quarters-of-an-inch thickness of the epoxy, which is the difference between 100-year flooring and 50year flooring, says Cory Raymond, project manager, PCL. One of the major construction challenges was to work around the “live” existing building as it remained open, says Raymond. PCL constructed a temporary corridor within the original corridor to provide a safe passageway for occupants while the project was ongoing, and with the foundation created a five-metre buffer between the existing building and what is now the rotunda. The latter measure contained the cost of www.cfmd.ca

�

A rotunda serves as a student commons (left); a rectangular addition centralized the rotunda in the existing structure (below)

“As you move around the building, sometimes it appears more solid and sometimes it appears more open, depending on your perspective.” retaining the building and ensuring it remained structurally sound during construction, which ultimately conserved funds for finishes.

Phillips selected durable, highquality materials in a neutral palette.

The natural wood and stone are meant to conjure connectivity to the outdoors, and particularly to the campus’ forested perimeter and the nearby Credit River, she says.

Due to the compressed project timeline, PCL choreographed some of the key trades to work alongside one another, with the installation of the travertine stone, oak fins and ceiling panels done concurrently. An aluminum honeycomb system allowed the matte stone to be installed in panels, which was an important time-saver.

A rectangular, trapezoid-shaped addition centralized the rotunda

in the existing structure and squared off the building’s previously jagged footprint. The edge of this addition was partly determined by the need to maintain the existing fire route, but it was also partly determined by the well-trodden grass that signaled students’ preferred route through campus, says Phillips.

On the building’s façade, white powder-coated aluminum fins echo the oak veneer-clad aluminum fins found in the rotunda. The fins are identical in size and spacing for a consistent architectural language, says Phillips.

The white fins, in combination with clerestory windows, resemble

The

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Canadian Facility Management & Design

February 2015 CFM&D 21

PROJECT TEAM Terrazzo: T.E.C.; Carpet, tile, linoleum: T.E.C.; Roller shades: Sun Glow; Interior signage, wayfinding: A-TEC; Building automation: Siemens; Plastic laminate: Wilsonart; Solid surfacing: Corian; Marmoleum flooring: Forbo; Porcelain Floor Tile: Olympia Tile; Green roof: LiveRoof; Epoxy flooring: Tremco; Metal acoustic ceiling: Armstrong; Acoustic wall panel: Ontario Acoustic Supply; Carpet: Tandus

photo slides, creating flip-book-like fluidity for passersby.

“If you come here at night, what you read are the strip windows, and the building kind of disappears,” Phillips says. “If you’re here during the day,

as you move around the building, sometimes it appears more solid and sometimes it appears more open, depending on your perspective.”

The second and third floors overhang the ground floor to provide pedestrians

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22 CFM&D February 2015

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cover from the elements. Black reflective windows at ground level visually double the natural environment along the treed pathway that separates the complex from its closest neighbour.

“From a campus planning perspective, we really feel the spaces in between buildings are as important as the buildings themselves,” says Phillips, “so [it was about] rationalizing and enclosing and making very special these pathways.”

The addition’s exterior-facing door leads into the registrar’s office, which also has a desk facing the rotunda on the interior. The addition delivered meeting rooms and 24 offices each on its second and third floors, which are allocated to the economics and management departments and IMI. On the lower “garden” level, the addition provides three classrooms, two with 45 seats and one with 90 seats.

Lecture-style benching curves around the professor’s central podium in a horseshoe shape inspired by the Harvard School of Business model.

Also on the garden level are bookable eight- and 12-seat case study rooms; a financial learning centre, which mimics the trading floor with a stock ticker and dual-monitor computer stations; and the I-Cube, which is due to serve as an incubator for promising student start-ups starting in spring 2015.

Since the expanded and renovated facility opened, most notably, the rotunda has reinvigorated the formerly underused courtyard.

“The students more or less took over the space the day after we moved into the building,” says Donoghue.

“Everybody’s very comfortable; they’re relatively quiet; they’re interacting socially; they’re learning; they’re studying … and that’s what it’s meant for.”

Per UTM’s mandate, the project is required to achieve LEED Silver certification. Factors expected to earn it points towards a successful application include the use of daylighting, a green roof and stormwater management. But likely the biggest contributor to the Innovation Complex’s anticipated certification will be the existing building’s adaptive reuse and, perhaps in part, the decision not to subsume. | CFM&D

14-02-19 3:41 PM

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Canadian Facility Management & Design

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February 2015 CFM&D 23

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RETROFIT FEATURE

THE NEW GOLD STANDARD Urbanization — the global trend of people moving to downtown cores — is spurring complementary new commercial development. Owners of existing buildings are upgrading their facilities to stay competitive. One way of getting recognized is through LEED certification. Three property owners share how their recently certified facilities, located in major centres from across Canada, struck LEED Gold EB:O&M. The building Located at 609 Granville St., Canaccord Genuity Place is a cornerstone of Vancouver, B.C.’s Pacific Centre. The Cadillac Fairview-owned and operated building has 24 floors of office space, which measure out to a total of 284,170 leasable square feet. The building gets its name from anchor tenant and wealth management firm Canaccord Genuity. Davidson & Co., Sony, Cadillac Fairview’s management office and Hollis Wealth are also anchor tenants. The building was originally constructed in 1981.

CANACCORD GENUITY PLACE

The initiative Cadillac Fairview embarked on LEED certification at the building in early 2013, says Alison Kirk-Owen, energy management specialist, Cadillac Fairview Vancouver Properties. Among its reasons for pursuing certification were to show

market leadership in sustainability, meet the needs of key tenants who had integrated sustainability into their company cultures, and reduce energy use, which trickles down to tenants through lower operating costs.

The initiative began with a water audit and retro-commissioning study. Key strategies for reducing the building’s energy use were the upgrading of controls and base building and specialty lighting retrofits. The property owner and manager launched its official drive to certification in April, 2014. Cadillac Fairview made its submission to the CaGBC on the expedited review path before the end of September.

The results Canaccord Genuity Place earned LEED Gold on Dec. 9 with a score of 66 points. The project produced a year-over-year 7.8-per-cent decrease in energy use (normalized for weather) at the building.

The building Located at 438 University Ave., the Toronto-based AIR Miles Tower is owned by Dream Unlimited (formerly Dundee Realty) and anchored by Loyalty One. The building has 20 floors above ground and three floors below ground, measuring out to a gross leasable area of 338,000 square feet.

The initiative In 2010, Dream decided to pursue LEED certification for the AIR Miles Tower with the support of its anchor tenant, says Megan Fostka, manager, brand and culture, Dream. The building’s equipment, though state-of-the-art when first installed, required an upgrade, which presented this opportunity to renew the building’s industry leadership on operations and maintenance.

AIR MILES TOWER 24 CFM&D February 2015

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The building Located in Montreal, the building at Boulevard 1100 Rene-Levesque is a 27-floor office tower with 570,216 square feet of leasable space. The building, originally constructed in 1986, is owned and managed by Oxford Properties. Anchor tenants include business law firm BCF Montreal, Medias Transcontinental, ADP Canada and SCHL. The initiative Oxford Properties began its pursuit of LEED certification at 1100 Rene Levesque by meeting with a consulting engineering company with expertise in sustainability in April 2013, says Teresa Martin, asset manager, marketing, Oxford Properties Group. The certification was seen as an extension of the company’s goal of environmental responsibility at all of its sites as well as a way to recognize the company’s efforts.

Its successful certification can be attributed to a range of factors, including the building’s architecture, location and operations. The building scored 18 out of 35 points in the energy and atmosphere category thanks to its Energy Star rating of 84 and existing building commission and implementation in support of its energy reduction targets. Oxford was also able to demonstrate that a majority of its occupants walk, bike and take transit to work, earning it points in the sustainable site category. The building picked up another eight points for indoor air quality owing to best management practices and green cleaning.

1100 RENE-LEVESQUE

The results 1100 Boulevard Rene Levesque earned LEED Gold on April 23, with a score of 60 points. In 2014, the building achieved a 22.6-per-cent energy reduction compared to the previous year. Also in 2014, a complete retrofit of 12 bathrooms resulted in an approximately six-per-cent reduction in water usage. The installation of hand dryers in the renovated bathrooms also improved on the building’s waste diversion rate of more than 50 per cent.

The building underwent a comprehensive retrofit that covered controls, HVAC and lighting. Its original chillers were replaced with new variable speed chillers.

Its building automation system (BAS) was expanded, updated and future-proofed to use the most current BACnet technology. Its lighting control system was upgraded with new perimeter daylight controls, occupancy sensors in corridors and washrooms, and a new interface allows operators to remotely switch individual zones on and off. Plumbing fixtures were retrofitted with dual-flush technology. The list of measures goes on.

Canadian Facility Management & Design

Following the retrofit, and energy performance and tracking performance periods, Dream submitted the project to CaGBC in August 2013.

The results The AIR Miles Tower earned LEED Gold EB:O&M certification in August 2014, with a score of 71 points. Eight of those points were for the building’s improved Energy Star score — 79, up from 67. Its retrofit work has also resulted in a 24-per-cent decrease in the building’s annual energy use (or cost savings of $200,000, when water and electrical demand reductions are included), according to initial findings.

February 2015 CFM&D 25

[ management memo ]

BY BRUCE ANDREW

GET A LOCK ON INFORMATION SECURITY Surveys show Canadian small businesses don’t do enough to protect themselves from becoming victims of data breaches.

The costs of data breaches are far higher than the costs of taking these steps to secure an organization’s information

I

n the most recent Shred-It Security Tracker, almost onethird of Canadian small business leaders said that they have no protocol in place for storing or disposing of confidential information and 44 per cent said that they have never securely disposed of hardware containing confidential information that is no longer needed. One of the reasons precautions are not taken is that organizations simply don’t believe they’ll be affected—in fact, half of small businesses in Canada suggested they wouldn’t be affected by a data breach.

In reality, the impact of a data breach can be severe. A recent Ponemon Institute study sponsored by IBM found that, globally, the average data breach costs $3.5 million, including lost business and damage to reputation.

The same study also found that the average cost for each record lost is $145. For a company with 3,000 customers, a data breach would cost around $435,000, a devastating amount for any small business. If the cost of a data breach is even a fraction of that average, it can mean the difference between solvency and bankruptcy for many small businesses. One of the reasons why small businesses aren’t implementing information security policies is that they don’t have the resources to do so. Small business owners can’t always afford to install the latest software or expensive security systems. Luckily there are many simple steps that can help mitigate the risk of a costly data breach.

26 CFM&D February 2015

PHYSICAL SECURITY

Thieves can gather confidential data simply walking down the halls.

Desks and printer stations serve as prime locations for confidential data to be left unattended. Because most companies do not require employees to lock documents in secure cabinets or destroy confidential documents that are no longer needed, offices serve as a hotbed of activity for thieves. For the sake of convenience, businesses provide employees with unsecured recycling bin at their desks, another prime target for thieves looking for data.

To better secure physical assets, businesses should: provide employees with filing cabinets that can be locked; eliminate unsecure recycling bins and provide secure shredding containers for the secure destruction of documents; securely destroy old hard drives once they are no longer needed; and use laptop locks that prevent physical theft.

DIGITAL SECURITY

Major digital data breaches are increasingly common features in the news. Home Depot, eBay and JP Morgan Chase are three of the most prominent victims of cybercrime in 2014, but there are hundreds of major breaches each year that don’t make the news. The fact that large companies with massive IT security infrastructures became victims highlights the inherent risks for even the most sophisticated of businesses. However, there are some steps that small businesses can take that won’t require a huge capital investment.

To better secure digital information, businesses should: encrypt employee

smartphones so that data is secure if phones are lost or stolen; regularly update software to ensure security holes are patched; limit access to network folders with sensitive information; and install anti-malware software on all computers and block access to risky sites.

POLICIES, PROCEDURES TRAINING

Perhaps the most cost-effective way to protect a business is to instill in employees a commitment to security. By developing and implementing policies and procedures that emphasize responsible information management, companies can create a culture that will help protect them from fraud and theft. Introducing training programs to review and reinforce policies and procedures will ensure that employees are prepared to address security issues directly.

To instill a culture of security, businesses should: develop rules for proper document management that include storage and disposal; implement policies that describe the equipment, data and documents that employees are and are not permitted to remove from the office; train all new employees on information security policies and procedures; and tie adherence to information security policies to the performance review process.

It doesn’t have to cost a lot to implement sound information security programs that will reduce the risk of fraud and theft. What it does require is a commitment to information security.

In hectic work environments, it’s easy to overlook security in favour of focusing on the day-to-day operation of the business.

However, doing so puts a company’s financial security and reputation at risk.

The cost of preventative action is far less than the cost of recovering after a breach.

Bruce Andrew is the executive vicepresident of marketing and customer experience at Shred-it. www.cfmd.ca

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SERVICE SUPPLIER PROFILE

CLEAN STREAK

BY MICHELLE ERVIN

Fifty years on, customer service remains at the core of Interior Care’s continuing success as a second-generation, family-run specialty cleaning business with multi-sector and national reach

�

Leonard Linton (second from left) established Interior Care in the 1960s; his sons Fraser, Randall and Graham (left to right) now run the business as co-owners

W

hen Linton brothers Graham, Randall and Fraser got involved in their father’s specialty cleaning business in their teens, work orders included tasks such as checking desks for ash trays and dunking them in buckets filled with soapy water, as well as washing walls to remove nicotine stains.

Commercial facilities may have changed — smoking having been long since banned in workplaces — but the fundamentals that have contributed to Interior Care’s enduring success have remained much the same. Customer service has stayed at the company’s core as it has grown from a small Toronto-based specialty cleaning business, focused exclusively on the commercial sector, to a multi-sector business with national reach. Fifty years on, 28 CFM&D February 2015

the Linton brothers, now running the operation as co-owners, continue to build on their father’s legacy.

It’s a legacy that dates back to 1963, when Leonard, the family patriarch, was working for a point-of-sales advertising company that was on the verge of bankruptcy. He left the job, sold his Buick and put the proceeds of the car’s sale in the bank.

Age 29, married, with three kids, Leonard, and his wife, Norma, agreed to withdraw $125 each week in support of his specialty cleaning start-up, and once the proceeds of the car’s sale were spent, he would hunt for a new job. Donning a fedora, two-piece suit, tie and wellshined shoes, Leonard would go into new office buildings, knock on doors and collect business cards.

“Back in those days, you could start up on the 28th floor and work your way down,” he says, “and you got a very good reception, too. Not too many people came around, so

they were interested in having their facility cleaned.”

Norma would follow up on leads with thank-you letters type-written on an Olivetti in their home.

The start-up fund was never depleted, and soon Leonard had set up shop in a 500-square-foot office near Don Mills and Lawrence. Every afternoon at 4 p.m., part-time technicians would arrive to pick up the equipment, truck and work orders, leave to service the accounts, and return everything later that night.

Leonard set the tone for the company’s customer service ethic.

“A sale without service is dead,” he explains. “On a Monday morning, I would check the jobs processed on the weekend — we got so busy we were doing Saturday and Sunday — and I would make a quick call to ones that I was concerned about. That can’t be done today, but in the beginning, you’re building something.”

At first, Interior Care focused strictly on commercial facilities, offering carpet-cleaning and buffing, strip waxing or washing of vinyl tile floors. The specialty cleaning business entered the residential market not long after, but it wasn’t until 1998 that the brothers would launch ServiceNational Canada, a network of service associates that extended its reach to retail stores in cities and towns across the country.

Interior Care’s service offerings have also been expanded over the years. They now include on- and off-site wood furniture refinishing; workstation panel cleaning; and ceramic tile, hardwood, resilient and stone floor servicing. Most often, the specialty cleaning business has introduced new offerings in direct response to client demand.

“A lot of our services came from being more reactive than proactive,” says Randall. “Clients would get busy www.cfmd.ca

and say, ‘I don’t want to have 15 suppliers looking after my office.’ So they asked us, ‘Can you handle these services — glass cleaning, telephone disinfecting, painting?’ And we would say, ‘Yes.’” Likewise, Interior Care’s EnviroCare programs were a response to clients’ increasing interest in green cleaning.

This responsiveness is no doubt a product of the emphasis on customer service established by Leonard in the early days. It’s an emphasis the brothers have upheld since assuming full ownership of the company in 1996, taking a hands-on approach, with each managing major commercial division accounts. In addition, Graham oversees the residential division, Randall oversees finances, and Fraser oversees production, including all licensed trades and service teams, who must be certified through the Institute of Inspection, Cleaning and Restoration Certification (IICRC).

“We sign contracts with them every two years,” Fraser says. “They must use products and processes that we specify, and, especially in today’s market, environmentally safe products.”

Currently, with a staff of more than 50, Interior Care’s head office is well-established on Wicksteed Avenue, in the Leaside Business Park. The specialty cleaning business has also maintained a presence in some of Toronto’s most prominent towers, serving clients in buildings including the Bay Adelaide Centre, Scotia Plaza and the TD Centre.

And it has retained some of its earliest clients, including some of Canada’s largest law and accounting firms, banks and property management companies.

Interior Care’s commercial division is its largest.

Some 700 commercial clients account for around 90 per cent of its business. The residential division represents only 10 per cent of Interior Care’s business, though Randall expects the residential sector to be a source of growth, as it has been for the last few years, as record numbers of new condo towers are completed in Toronto.

Looking ahead, the big challenge facing the industry is succession planning, says Graham. Many of the players in the business are reaching a certain age, which may lead to some level of consolidation within the decade.

Interior Care isn’t going anywhere, says Graham, with the Linton brothers committed to the helm for the foreseeable future. In the next five years, he says, Interior Care will “continue to emphasize the service we’ve provided for the last 50 years.”

Meantime, each brother has a son in his early twenties working for the company in some capacity. Though it’s too soon to know for certain, this next Linton generation that is learning the ropes may eventually take the reins and keep Interior Care in the family as the company continues its successful clean streak in the specialty cleaning business. | CFM&D

�

The residential sector has been a recent source of growth for Interior Care, as record numbers of condos are completed in Toronto

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February 2015 CFM&D 29

Canadian Facility Management & Design Untitled-2 1

15-02-11 10:46 AM

FOCUS ON FLOORING

TREAD LIGHTLY The latest flooring products aim to soften our footsteps, both figuratively and literally.

Figuratively, manufacturers continue to reduce their environmental impact at the same time as their designers draw inspiration from nature. Literally, a sound-suppressing underlayment for luxury vinyl flooring promises to reduce sound transmission between floors

Carpet collection Natural Curiosities represents the second collaboration between Shaw Hospitality Group and renowned architect David Rockwell. Geared toward guest rooms and public spaces, the 27 field, corridor and rug patterns take their inspiration from 19th- and 20th-century cabinets of wonder. The patterns range from a play with light and shadow on natural surfaces to the textural and abstract. Ruffled feathers (PR13489) is pictured.

The product’s manufacture varies by pattern, some incorporating dye-injected print, tufted and computerized yarn placement.

Interface recently introduced its Human Nature™ collection, carpet tile designed by David Oakey to mimic outdoor textures such as forest floors and pebbled garden paths. The product comes in five styles of skinny, 25-centimetre-by-one-metre planks. In linear installations, they look like seamless broadloom. They can also be mix-and-matched to create patterns or delineate space. Pictured are Flint (HN840™), which has the appearance of polished pebbles, and Shale (HN840™, HN850™), which also has a pebble appearance, but, as a transition piece, randomly wears away.

The nylon yarn used to make the product is 100-per-cent recycled content.

30 CFM&D February 2015

Altro Wood™ Collection is a new 40-colour range of woodlook sheet vinyl flooring comprising three distinct products.

Ideal for healthcare and assisted living settings, Altro Wood Safety™ is 22 millimetres thick, comes in 16 patterns and provides slip resistance. Altro Wood Smooth™ is also two millimetres thick and comes in an additional four smooth-only colours. The foambacked, 3.7-millimetre-thick Altro Wood Smooth Acoustic™, available in four popular colours, has been shown to reduce noise by as much as 18 decibels in testing. Made from 14-per-cent biobased content, the product range also contributes to LEED® credits and is low VOC-emitting and free from phthalates www.cfmd.ca

MP Global Products recently introduced LuxWalk®, sound-suppressing underlayment designed for use with floating or glue-down luxury vinyl flooring. Its 25/1,000-inch thickness reduces movement of the flooring, which reduces abrasion on the flooring’s underside. The underlayment’s compression resistance limits impressions and indentations in the finished floor. The polyethylene film product complies with LEED, incorporating soda bottles diverted from landfill. The underlayment scored a sound rating of 72 on the IIC test and a rating of 66 in the STC test. LuxWalk, which has a water vapour transmission rate of 273 grams per 100 square inches per day, is available in rolls measuring three feet by 66 feet, eight inches.

PG Hardwood Flooring has added three colours to its Model Classic Collection. Krafla (pictured) is named after a volcano that runs north-south through Iceland from its midAtlantic-ridge location. Bromo is named after an Indonesian volcano that forms part of the Tengger massif. Savane is named for the rolling grassland ecosystem characterized by scattered shrubs and trees exceeding 80 centimetres, the savannah.

Available in the Model Classic Collection’s finishes and widths, the new colours come in Pacific-grade maple, birch and red oak.

The Suzanne Tick-designed soft surface Code Series is new from Tandus Centiva. Inspired by digital connection, the series is available in a variety of styles including Code (whose tonal shifts soften its right angles), MegaCode (larger in scale and suited to use in lobbies and large open spaces) and Code Transition (tailored to connect products and colourways). The series introduces new yellow, green, magenta and orange solution-dyed Tandus Centiva Dynex yarns. The geometricpatterned tiles measure 24 inches by 24 inches. Each style is 100 per cent recyclable through Tandus Centiva’s ReStart® Program.

Canadian Facility Management & Design

Design Journey is a new Shaw Contract Group collection that drew its inspiration from artisan weavers observed on a team trip to Cambodia and Laos. Suited to corporate office, high-end retail and professional services environments, the collection comprises two broadloom and six tile products available in eight styles and 15 colours.

The mixed installation (pictured) shows Kit Tile (near solid), Matmee Tile (delicate, rhythmically alternating threads) and Chok Tile (multiple colours; intricate woven-like texture). Made with recycled content, the Cradle to Cradle Silver-certified products are totally recyclable and contribute to LEED accreditation.

February 2015 CFM&D 31

Marmoleum Modular is a new naturally sustainable tile collection from Forbo Flooring Systems. Available in a choice of 44 colours, ranging from earth and concrete tones to multicolour, the tiles can be mixed and matched to create designs such as a classic herringbone or a modern mosaic. The tiles come in three sizes: 10-by-10 inches, 20-by-20 inches, and 10-by-20 inches. The product is USDA Bio-Preferred Certified 100-per-cent bio-based, featuring inherent antimicrobial and antistatic properties that contribute to indoor air quality and bacteria resistance. The product has a 30-year system service life, with its Topshield 2 finish fending off damage such as soiling and staining.

LinoArt™ Linoleum is a new line from Armstrong comprising six collections. The Granette™ modular tile (pictured) comes in 25 colours and three sizes: 24 by 24 inches, 12 by 24 inches and 12 by 12 inches. The Rhythmics™ linoleum sheet is a linear design that comes in 12 colours. The manufacturing process is free from chlorine, crude oil, heavy metals and plasticizers, and the products contribute to a low-VOC environment. All LinoArt™ products feature new NATURCote™ II high-performance coating, which resists scuffs and scratches as well as damage, soiling and stains, making it suitable for high-impact settings such as hospitals and schools.

32 CFM&D February 2015

Mohawk Group recently partnered with architect and industrial design Mac Stopa, founder of Massive Design, on a new collection called Breaking Form. The modular carpet plank comes in a rectangular, rather than square, shape, with dimensions measuring 12 by 36 inches. Its three patterns, available in a variety of colourways, depict fluid movements and modern geometrics. DuraColor® Premium Nylon technology gives it permanent stain resistance and colourfastness.

Breaking Form’s EcoFlex™ NXT is red list-free and Platinum NSF-140-certified.

Karndean has introduced six new planks to its luxury vinyl flooring LooseLay collection. The added designs include the blonde-coloured LLP113 Cambridge, the ginger-toned LLP110 Burlington and the lime-washed LLP112 Hartford. Suited to office, retail and hospitability environments, LooseLay products are designed for easy installation on smooth, clean, stable floors with their unique friction grip backing. Wholly recyclable, the flooring typically requires limited to no adhesives. The 41.3-inch-long wood planks have a 20-millimetre wear layer and come with a 10-year commercial warrantly. www.cfmd.ca

[ info guide ]

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PRINCETONTM Desking

Interface is the leader in providing innovative and sustainable, high-performance modular carpet with elegant, award-winning designs and reliable construction. From enhanced sound absorption to easy repairs, Interface products are built to accommodate demanding environments and easily adapt to the ever-changing needs of the floor space - allowing for easy, economical reconfigurations, replacements and reclamation.

VION SEATING Leave the work cubicle behind.

Princeton is for a new generation Introducing Vion , a great new series that that believes the office doesn't supports a wide range of users and office have to be 'the office'. It's more applications. The Vion family includes task, than just a new look, Princeton has side and meeting room chairs, stools and a personality just like you. It's heavy-duty models. Two back heights in about making 'me' feel that I'm still mesh or upholstery respond to individual me when I sit down for the day.

You are never too young or too old preferences while maintaining a coherent to learn something new. Most delook throughout the office. Five seating sking products were conceived to mechanisms further enable different build out from the wall (ie. the people to find the fit that suits them best. workwall) but Princeton builds out from 'you' and where you work.

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Genius Training Table

DESCOR FOUNDATIONS -

For the client seeking a versatile table – for training rooms, conference and meeting spaces or workstations – Artopex’s training table is GENIUS! Fixed-top or flip-top surfaces, caster or leveler footings, Genius is easily reconfigured or stays solidly in place for permanent installations.

Flip-top tables nest together to occupy a minimum of space due to the unique interlocking leg system. Proudly designed and manufactured in Canada.

BRIDGES II

Built from the ground up!

Connect. Share. Achieve. Bridges allows TM

A modern interpretation of conferyou to connect in different ways from ence Boardroom and Meeting Room benching to desking, meeting rooms to furniture featuring the latest data and systems. Redefine how you connect and communications capabilities! share. Bridges provides you with the tools to achieve so much more.

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PRIMACARE

The 2012 Global Total Office

A new benchmark in healthcare seating...

PRINCETON All the features, all the looks and quite More components, more layouts, five possibly the most extensive offering of its great new finishes and a sleek new kind for both acute care and long term metal frame leg. More of everything that care applications. As the name implies, makes PRINCETON your first step Primacare is a first for both care givers and specifiers. Under the skin of every beyond the work cubicle. Not to forget Primacare chair is a heart of solid steel the new PRINCETON tables, a slender waiting to meet the rigorous demands of surface on a simple structure that you any environment. The Primacare series will want to use everywhere. includes more than 40 models that extend from patient rooms to waiting areas, dining rooms to treatment centers and bariatric applications.

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BLACK WHITE WHEN USED ON COLORED BACKGROUNDWHITE

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Grey= PMS 425 Gold= PMS 123

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In this catalogue, you will find thousands healthcare seating providing a of products from budget to mid-market, comprehensive and integrated solution traditional to contemporary, classic to for patient, bariatric, guest, dining, sleepers, innovative. Seating...desks...files...tables... recliners and modular seating. Primacare panels and accessories- all stocked, ready is 'purpose built' for both Acute Care and for quick delivery. Our outstanding dealer Elder Care environments, leading the way network can provide you with whatever in on-site maintenance, reconfiguration you need, wherever you need it.

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and infection control.

Visit us on the web and locate a dealer near you!

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Marmoleum Composition PRIVACY IN PRIVÉE Tile by Forbo

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KSI Sign Systems

The furniture becomes the Made from natural ingredients, MCT architecture; the canopies, although enclosed, are inviting structures that linoleum tile features a low cost of wrap around the seating to ensure ownership and is occupancy ready, privacy and acoustic comfort. requiring no initial maintenance. Its Privée’s lounge seating can also be naturally inherent antimicrobial and fitted with convenient swivel tables, antistatic properties offer improved providing a multi-purpose top for additional comfort. Compatible indoor air quality and combat MRSA components have been designed and other strains of bacteria. to offer endless combinations and ease of use, generating new ideas to manage space and meet different needs with modular and Forbo Flooring pieces.

Systems re-positionable

866-661-2351 www.borgo.com www.forboflooringNA.com

32 Canadian CFM&D Facility October 2012 Management & Design

is a leading provider of interior and exterior signs for over 25 years. With an attention to detail and a commitment to a high level of customer satisfaction based on product knowledge, quality and service we can work with you to create efficient and user friendly sign systems and wayfinding solutions for your sign requirements KSI Sign Systems Inc. Phone: (905) 625-1999 Fax: (905) 625-3889 www.ksisignsystems.com

February 2015 www.cfmd.ca CFM&D 33 Untitled-3 1

14-01-29 11:04 AM

[ last word ]

BY MICHAEL TURNER

SUSTAINABILITY IS THE NEW BASELINE LEED certification is fast becoming an essential building feature for many tenants, especially with the socially minded millennials on track to become the largest share of the workforce. But the benefits go far beyond sustainability, including lower operating costs and improved employee well-being

S

imply put, LEED certification, through the best practices it represents, matters to tenants’ employees.

Canadians increasingly expect their workplaces to proactively adopt green initiatives. As a result, sound environmental stewardship has moved from a ‘nice-to-do’ to a ‘must-do’ for many corporations. Locating in a LEED-certified building is a not only a clear demonstration of a company’s commitment to sustainability, but LEED-certified space can lead to happier and more productive employees, help improve employee attraction and retention as well as boost the bottom line.

Sustainability is now a mainstream issue and resonates in particular with millennials, who are far more socially and environmentally conscious than the generation before. Bearing in mind that millennials are a key demographic target for many employers, and are this year predicted to become the largest share of the Canadian workforce, corporations who occupy LEED-certified buildings can easily and readily differentiate themselves from those who don’t.

Attaining LEED certification for an existing building, or building a new one to LEED standards, has well-documented long-term cost benefits to tenants through reduced operating expenses. Savings achieved through reduced energy consumption and water consumption measures such as building commissioning, daylight harvesting, and lighting and HVAC schedule optimization get passed on to tenants. According to Canadian 34 CFM&D February 2015

Green Business Council guidelines, buildings can reduce energy and water bills by as much as 40 per cent through the LEED-certification process.

What are less clear, and less communicated, are the direct benefits that LEED certification can have on employees’ well-being. Research commissioned by Oxford and conducted

by Environics indicate that the top three desired office features are access to natural light, access to gyms and fitness centres, and flexible office space. These are also the top three aspects employees would change about their workplace to improve overall well-being and satisfaction at work. The good news for tenants is that these are areas that LEED can help to address, which includes assessing the human experience and occupant health and comfort within a workspace.

The use of natural light is an important component of LEED certification. Not only does it create a bright and attractive place to work, but, according to a recent Northwestern University medical study, office workers who have a greater exposure to natural daylight are more active, have longer and less interrupted sleep and report markedly better results in quality of life assessments.

LEED certification standards also establish minimum indoor air quality performance to enhance indoor air quality in buildings, thus contributing to the health and well-being of occupants. Not

only can IAQ play a role in promoting productivity, but it can also help to reduce incidents of respiratory illness and related absenteeism. Pollutants in an office’s air can cause dizziness and headaches, plus aggravate allergies and asthma, thus making proper ventilation critical.

Research from the Lawrence Berkeley National Laboratory recorded a 35-percent decrease in short-term employee absence when internal ventilation rates were doubled at a test office.

As employee wellness increasingly becomes an integral part of the corporate and social responsibility (CSR) sphere, tenants in LEED-certified buildings have access to concrete examples of how their physical working environment helps support this goal. Moving ahead, perhaps the idea of ‘employee wellness’ needs to be given greater weighting in the LEED standard and when discussing the advantages of LEED certification.

Millennials, despite being socially and environmentally conscious, have been labeled by some as the ‘me me me generation’. So while they might care about the environmental benefits of LEED certification, they also ultimately want to know, “What’s in it for me?”

Ultimately, for most businesses, staff costs are by far and away the largest proportion of a company’s overhead, with real estate typically only representing six to 10 per cent of that cost. However, by promoting a healthy and attractive physical workplace environment through LEED certification, the real estate industry can help employers to fully utilize a cost-effective way to reap the big rewards of increased staff attraction and retention, productivity and wellness. | CFM&D

Michael Turner is senior vice president of real estate management at Oxford Properties and is currently responsible for leading Oxford’s Canadian office and retail businesses. In this capacity, Michael is responsible for the asset management, leasing and operations of a 30-million-square-foot, multi-billiondollar portfolio and for the leadership of more than 1,000 team members. www.cfmd.ca

EMPOWERING INDIVIDUALS AND ORGANIZATIONS TO GROW AND SUCCEED.

Our longstanding history of strong partnerships and best practices make Sodexo an outsourcing partner of choice.

From building operations and maintenance to customer service centres; from catering and retail food services to fitness centre management; and from cleaning services to grounds maintenance and landscaping; Sodexo designs, manages and delivers solutions for clients that improve Quality of Life in the workplace contributing to the development of individuals and the performance of organizations.

To learn more about our Quality of Life Services please visit www.sodexo.ca

Š 2015 All Rights Reserved. Global Design Center 15.0007 Bridges II Shown in Asian Night and Designer White with Spree seating shown in Ultraleather, Apricot (UL32) with Orange (S5) mesh back.

works for me SpreeTM is a great fit for people that frequently move between computer work and desk work in their daily routine.

Connect. Share. Achieve. BridgesTM facilitates collaboration, connecting SPREE SEATING & BRIDGES II DESKING.

people, ideas and technology in a progressive work environment.

Together it's a solution that works for you.

1.877.446.2251 CAN

1.800.220.1900 USA

GLOBALADPORTFOLIO.COM