NOVEMBER MONTH 2015 2012
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HOK TORONTO’S
NEW HOME HOW THE DESIGN FIRM INFUSED A CRAFT-STUDIO FEEL FOCUS ON INTO 16,000 SQUARE FEET
SEATING
MANAGING
SKILL SETS THE POSITIVE
THE MISSING LINK
FROM HR SUPPORT TO FM SUCCESS
THE ERGONOMICS OF HOTELING
SITE SEARCH WHEN ONE SIZE DOESN’T FIT ALL
FROM FACTORY
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CANADIAN FACILITY MANAGEMENT & DESIGN
[ contents ]
NOVEMBER 2015 MONTH 2012 COVER PHOTO BY RICHARD JOHNSON
�
On the cover: A quiet nook is one of many collaborative spaces in HOK Toronto’s new office. Page 20.
XX 20 A trio of boardrooms adjacent to reception conveys transparency.
12 HOTELING HAZARDS The ergonomic challenges of shared workstations. 18 SILO BUSTING How to secure HR support for FM success.
26
20 HOME, SUITE HOME HOK Toronto’s new office has a decidedly residential feel.
26 CLIMATE CHANGE AND SMART BUILDINGS H ow millennial FMs will help save the planet – with the right training. 30 IIDEXCANADA SHOW PREVIEW This year, attendees will have an all-access pass to all five shows at The Buildings Show.
32
36 FROM POWER TO SHOWER A survey of the latest and greatest in O&M products.
columns
departments
6 OBSERVATIONS 12 FM ERGONOMICS 14 OPERATIONS & MAINTENANCE 18 FM EDUCATION 32 TECHNOLOGY 38 LAST WORD
10 FOUNDATIONS 35 INFO GUIDE
[ observations ] BY MICHELLE ERVIN
WORK-LIFE BALANCE
T
echnology has blurred the line between our personal and professional lives. It has had the effect of making it harder to unplug at the end of the workday, by enabling us to answer emails on our smartphones well into the evening. It has also had the effect of making it easier to work flexibly, on our own terms, by allowing us to access files remotely from home or on the go. Just as the office has seeped into our personal lives, so too has the home seeped into our professional lives — and I don’t just mean in the flexibility to tend to private matters during work hours. Interior design is trending toward a decidedly residential feel. Take HOK Toronto’s new office, the subject of this month’s cover story, for example. The comfortable, hospitality-inspired space was the product of charrettes with the firm’s employees. The in-house design team solicited input from colleagues before tackling the 16,000-square-foot project. The democratic design process led to a democratic design, delivering a consistent quality of finishes throughout the office and providing equality of access to all of its varied areas. Naturally, technology played a role in empowering employees to move seamlessly from space to space. Also in this interior design-themed issue are articles that offer practical tips for addressing the ergonomic and sanitation challenges posed by shared workstations. Plus, our new products column rounds up operations and maintenance finds ranging from a deep-cycle battery suited to powering floor-cleaning equipment to a drain-water pump compact enough add showers to small spaces. The shower: yet another residential fixture that has trickled into the professional environment. If home feels less removed from the office, then the office feels less removed from home. It’s clear that there will always be reasons employees need to come to a physical workspace, and if you can’t be at home, having living room-style couches to work from might just be the next best thing. MICHELLE ERVIN
michellee@mediaedge.ca
NOVEMBER 2015 Volume 30, Issue No. 6 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 WEBDESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca PRODUCTION COORDINATOR: Karlee Roy karleer@mediaedge.ca CIRCULATION: Maria Siassina circulation@mediaedge.ca (416) 512-8186 ext. 234 PRESIDENT: Kevin Brown kevinb@mediaedge.ca GROUP PUBLISHER: Melissa Valentini melissav@mediaedge.ca DIRECTOR OF DIGITAL MEDIA: Steven Chester stevenc@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
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 SUBSCRIPTIONS Canada 1 yr $50* 2 yr $90* USA 1 yr $75* 2 yr $140* Int 1 yr $100* 2 yr $180* * Plus applicable taxes. 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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CFM&D November 2015
Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 5255 Yonge St., www.cfmd.ca Suite 1000, Toronto, ON M2N 6P4
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THIS MONTH’S ONLINE EXCLUSIVES ALL THE BUZZ
Measuring productivity amid digital disruption The real estate industry continues to face obsolescence because of its slowness to adapt to the current needs of the millennial workforce and its aging assets. To remain competitive, investors and building owners must focus more on human capital, not just physical capital.
IFMA has launched an online Knowledge Library, filled with curated content for facility managers.
FROM THE GREEN BIN
Toronto pilots office modernization program In a bid to optimize its real estate portfolio, the City of Toronto has kicked off a pilot Office Modernization Program (OMP) targeting 10 to 15 per cent in cost savings. Over the next 12 months, the municipality will complete three renovation projects designed to test new space standards.
The mental health link to workplace productivity Organizations could reduce workplace productivity losses by nearly half if they addressed the three types of barriers employees face in accessing mental health care, finds a CAMH study published in the Journal of Occupational and Environmental Medicine.
Canada now has the second highest number of LEED-certified projects in the world.
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Amanda Hamilton highlights how designers can build their brands with social media.
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NORTH AMERICA’S FIRST ‘FULLY DIGITAL’ HOSPITAL OPENS Following an investment by the Ontario government of up to $2.13 billion, Humber River Hospital, the first fully digital hospital in North America, opened its doors to Toronto patients on Oct. 18. The state-of-the-art facility will consolidate acute care services that are currently delivered at three separate sites. It will also automate routine processes, such as the delivery of non-narcotic drugs and supplies by robots; diagnostic images such as MRI scans will be charted immediately; and self-serve kiosks will allow patients to check themselves in, automate patient records and notify care teams that the patient has arrived. Along with the new facilities, patients will have access to an expanded capacity of 656 beds; expanded ambulatory, emergency and critical care services; modern diagnostics equipment for more accurate treatment; and updated infectious disease control systems to monitor and prevent a broad range of infections. Construction on the hospital, which was designed and built to adhere to LEED standards, began in September, 2011. The 1.8-million-square-foot facility will provide healthcare services to more than 850,000 people in the northwestern Greater Toronto Area. “This is a significant and exciting milestone for health care in Ontario. North America’s first digital hospital will help put patients first by providing better access to high quality health care services in a modern, high-tech facility,” said Dr. Eric Hoskins, Minister of Health and Long-Term Care, in a press release. The government’s investment is part of Infrastructure Ontario’s commitment to contribute more than $130 billion over 10 years to public infrastructure, such as roads, bridges, transit, hospitals and schools. The Ontario government plans to invest more than $11 billion in hospital capital grants over 10 years to provide adequate infrastructure capacity in the healthcare sector.
UNASSIGNED SEATING ON THE RISE: IFMA SURVEY A new survey from the International Facility Management Association (IFMA) finds that many organizations have increased the number of staff sitting in unassigned spaces, as compared to a 2009 report. Organizations also reported a decrease in the amount of space required to accommodate unassigned staff. “Our workplace research confirmed that distributed work strategies are here to stay,” said Gordon Wright, director of consulting at HOK, co-author and cosponsor of the report, in a press release.
“The key for organizations across the world is to understand how to modify these workplace strategies over time to keep pace with the changing needs of their people and operations.” The report, “Distributed Work Revisited,” identifies trends across industry categories, primarily in Canada and the U.S. IFMA found that to achieve organizational goals, many workplaces implemented a strategy to grow in number without growing in real estate. The complete report can be purchased online at: https://www.ifma.org/ marketplace/store/product-view/ distributed-work-revisited.
BOMI INTERNATIONAL ELECTS NEW OFFICERS, TRUSTEES The BOMI International board of trustees has elected David Fagone, RPA, to the position of board chairman on a two-year term. Fagone is president and COO of RM Bradley Management Corporation, a commercial property management and brokerage firm in Hartford, Conn. He has managed several of the company’s premier properties in Hartford’s Central Business District. In addition, he is a past president of the Greater Hartford Chapter of the Building Owners and Managers Association (BOMA) and currently sits on its board of directors. BOMI International elected Howard L. Arndt, RPA, to the position of board vice chairman. Arndt is a property manager in Saskatchewan and recently retired from the Saskatchewan Ministry of Government Services. Sarah Wright, RPA, LEED-AP O+M, was elected as board secretary/ treasurer. She is currently a property manager with HPI Real Estate Services & Investments in Austin, Tex. The board of trustees also elected two new trustees: Timothy O’Donald, RPA, CPM, and David Pogue, LEED AP. O’Donald is currently president of Harbor East Management Group in Maryland. In that role, he oversees approximately 5.5 million square feet of commercial office, retail, hotel and residential space in Baltimore, in addition to several other Maryland real estate assets owned and managed by the company. Pogue is CBRE’s global director of corporate responsibility in San Jose, Cal., where he manages the development, implementation and reporting for all aspects of corporate social responsibility. Previously, Pogue led sustainability programs for CBRE’s global property and facilities management portfolio.
The preceding news briefs originally appeared on the REMI Network. 10
CFM&D November 2015
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[ fm ergonomics ]
This page sponsored by
BY CATHERINE SMALLMAN AND DR. LINDA MILLER
THE HAZARDS OF HOTELING Regardless of the buzzwords used to describe it, the trend of shared workstations carries with it not only financial benefits but also ergonomic challenges. Ensure the safe and effective use of these hot desks by accounting for differing sizes and statures, job tasks and individual needs
H
ot-desking. Hoteling. Shared workstations. Non-territorial offices. Flexible workspaces. These are a few buzzwords that have entered the office design vocabulary recently, yet it may still be unclear exactly what they entail. In simple terms, this up-andcoming trend is the sharing of one physical workstation between multiple employees who are there at different times and who may be performing very different work tasks. Employees are not assigned a designated workstation and instead are free to sit down and work from any desk available. Hoteling has become more popular as technology has enabled employees to work from anywhere and stay connected to the workplace. In a recent study of 220 different workplaces, data revealed that the typical occupancy of dedicated workstations is 40 to 45 per cent of the work day, on average, and even less for field workers 1. This could be explained by multiple reasons; employees may be working from other locations within the organization or from home, meeting in conference rooms, sick or on holidays. Hoteling helps cut back on real estate costs through a more efficient use of space. As with most things in life, hoteling has not only its benefits but also its challenges. Some of these challenges have implications for an organization’s ergonomics program. What follows is an overview of three common challenges. 12
CFM&D November 2015
1. SIZE AND STATURE
To support comfortable working postures, it’s important to provide adjustable furniture and equipment to accommodate employees of varying size and stature. At minimum, a work surface should be height adjustable to allow employees to position their input devices at elbow height while still allowing the shoulder to be resting in a comfortable position. Additionally, the monitor(s) should be adjustable in height and distance. Finally, provide simple work tools such as a document holder to accommodate paper and a task light to meet a variety of task and employee needs. See the diagram “Workstation considerations” for features to look for when selecting furniture and equipment. While some chairs are highly adjustable, it is very difficult to achieve a proper fit for everyone in an organization with just one chair. It may be wise to consider providing two chair types, one to accommodate small-to-average individuals and another to accommodate average-to-large individuals. Consider specifying each size of chair in a unique colour to help employees distinguish the difference and determine which chair will provide an appropriate fit for them. All chairs should meet BIFMA standards2, and the key features that all chairs should have when accommodating multiple people are: • Height adjustable seat • Depth adjustable seat • Backrest angle adjustment • Lumbar support — height and depth adjustable • Armrests — height and width adjustable
2. JOB TASK DEMANDS
Before establishing desk sizes and configurations, consider the employees who will be using the multi-user workstations to ensure adequate space is available for the tasks they perform. See the chart “Workstation layouts” for potential design layouts suited to accommodate a variety of work tasks. Remember that the number of monitors used will impact workstation depth. A minimum of 30 inches in desk depth is recommended to provide an adequate viewing distance between dual monitors and employees’ seated position.
Workstation Layouts Computer-Based Tasks Typical jobs in which keying is performed include (not necessarily limited to): Heavy data entry Customer service/record keeping General administrative support
Computer & Paper Based Tasks Typical jobs in which writing and illustrating is performed include: Customer service/ record keeping Contracts Graphics
Computer & Paper Based Graphics Typical jobs in which this type of work is performed include: Graphics design Engineering Drafting
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Workstation Considerations Monitor Arm Monitor arms allow for adequate height of adjustablility in angle, tilt, and swivel necessary to allow the adoption of neutral working postures. Task Lamp Desktop task lighting can be quite useful to accommodate varying individuals’ lighting preferences. When people are working from paper documents regularly increased light levels may be required and can be accommodated for using a task light.
Docking Station A docking station allows the user to utilize the hard drive of the laptop computer yet allow for the independent placement of input devices relative to the screen position. This will promote neutral neck and upper limb postures Height Adjustable Desk A minimum height range of adjustment from 22.6” to 29.2” is recommended. Electric desks are preferred since they are quick to adjust. Desk should be a minimum of 30” deep to allow for adequate viewing distances to the monitors, particularly if workstations have dual screens.
3. INDIVIDUAL NEEDS
Consider providing all employees with a personal keyboard and mouse. Not only will this help to control cleanliness for the tough-to-clean input devices, but it will accommodate individual ergonomic needs. Employees who require alternative keyboards or mice will then already be encouraged to bring the devices with them when setting up at a workstation. Keep workstations well-stocked with antibacterial wipes and create policies to reinforce the importance of wiping down the work surface and chair armrests. If phones are required to complete job tasks, assign employees their own headset to bring with them to each workstation. Also consider providing a small space, such as a locker, where employees can store their personal items. Even the best furniture and equipment will be of no benefit if employees are not aware of appropriate workstation set ups. Ensure all employees have easy access to manuals that show how to adjust all furniture and equipment. For a visual reminder, post a diagram illustrating ergonomic setups at each workstation. While providing reference materials is a good start to encouraging proper workstation setups, employees must want to set up the area appropriately. Raise awareness about musculoskeletal risks and injuries with short online courses or in-person ‘lunchand-learn’ seminars. Establish this knowledge base and run annual refresher courses to increase adherence to furniture and equipment adjustments. Hot-desking allows designers to use space more efficiently, reducing overall real estate and operating costs. With hotdesking new challenges exist for employers to ensure the health, comfort and productivity of their employees. Providing adjustable equipment is not enough. Employers need to ensure that their employees understand the importance of proper work station adjustment. | CFM&D REFERENCES 1. Flexibility.co.uk (2009). Shrinking the office – how to provide
Document Holder Inline document holders placed between the keyboard and monitor(s) are beneficial for jobs requiring reference to paper documents. This prevents excessive bending and twisting of the neck and upper back.
Catherine Smallman joined EWI Works in 2013 with a Master’s of Science in Kinesiology specializing in occupational biomechanics and ergonomics from Queen’s University. Catherine provides office ergonomic assessments at an individual and group level, delivers educational training sessions, develops ergonomic design guidelines for facility planners and is involved with industrial ergonomic assessments. Linda Miller, OT (c), OTD, CCPE, is president and certified ergonomist for EWI Works International Inc., Associate Clinical Professor of Occupational Therapy, Faculty of Rehabilitation Medicine, University of Alberta Medicine. She can be reached at lmiller@ewiworks.com.
2015 Awards of Excellence CONGRATULATIONS TO THE RECIPIENTS
2015 Outstanding Contribution Award
2015 FM of the Year Award
FMP Certification Education Grant
Geoff Williams
Lidia Ragusa
Syed Nawaid Amir
more space for work using less property. 2. BIFMA G1-2013 (2013). Ergonomics guideline for furniture used in office work spaces designed for computer use. Business & Institutional Furniture Manufacturers Association.
Canadian Facility Management & Design
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November 2015 CFM&D
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[ operations & maintenance ] BY GAVIN BAJIN
SHARE SPACES, NOT GERMS The promise of increased productivity is one of many factors driving the move to collaborative offices. But companies need to adjust their cleaning programs to account for germ transfer in shared spaces to avoid squandering productivity gains on the spread of illness
W
hile open office spaces might be new to this generation of workers, they were actually conceived back in the early 20th century by modernist architects. These architects believed that to break down social walls that divided people, they needed to break down real walls. Since cubicles were introduced in the 1950s, they have been found to have a negative impact on workers’ attention spans, productivity, creative thinking, and satisfaction. What was once considered a revolution in office layout and the ultimate space for collaboration had the opposite effect. More than a half-century later, two elements of collaboration have fundamentally changed: employees’ increasing desire for social connection and engagement and organizations’ need for innovation, productivity and operational excellence. This shift has forced a rethink of the open office concept, and led to the most recent trend in office design: the new collaborative office. So, what are the key features of the new collaborative office? • More common areas such as cafeterias, espresso bars and places to read with comfortable furniture. • High-traffic staircases that encourage interactions. 14
CFM&D November 2015
• An open-office plan that emphasizes areas that hold two or more people, rather than single-occupancy offices. • Sit/stand workstations for better ergonomics. • New visualization and multimedia technologies in meeting rooms with wireless connectivity. The new collaborative office seems to be the answer to improved productivity and innovation; however, it introduces new issues of office cleanliness. Where employees used to have a dedicated desk with a phone and other equipment at their service, the new concept requires that workspaces and other equipment be shared. In the new collaborative office, the office cleaner’s role has never been more important. Companies must be more diligent about office cleaning and sanitizing. Desks, phones, keyboards, work surfaces, eating areas and stairway handrails are key germ transfer points. The regular removal of contaminants from these key germ transfer points is critical to reducing bacteria and the spread of illness in the workplace. Additionally, the removal of soil and pollutants from premises helps to improve overall indoor air quality. The following five steps can help to ensure that new collaborative offices are also healthy offices:
1. MAINTAIN AND VACUUM CARPETS.
Vacuuming helps to keep allergens to a minimum and can eliminate up to 80 per cent of the soil in carpet. Vacuuming should be done daily in high-traffic areas. It’s best to use vacuuming equipment with a HEPA filter, which will trap the soil and allergens for safe removal from the premises. A monthly carpet cleaning maintenance program contributes significantly to overall building health. This type of maintenance program will address cleaning requirements for areas within the office that experience heavier traffic. 2. CLEAN HIGH-TOUCH HARD SURFACES.
It’s important to use equipment that will trap dust, allergens and other soil from hard surfaces. Traditional dusting disturbs dust and soils and moves them around rather than removing them. Microfibre cloths and other specialized dusting equipment will trap these particles and dramatically www.cfmd.ca
touch points, removing waste, dust and dirt particles from the premises, cleaning chairs and fabric panels. All these areas must be cleaned and sanitized regularly to avoid transfer of harmful bacteria and viruses from employee to employee. A company’s cleaning professional will be able to recommend cleaning frequencies for each of these areas based on traffic.
4. DEEP-CLEAN UPHOLSTERY.
According to the Carpet and Rug Institute (CRI), upholstered furniture can retain and release higher concentrations of allergens, dust mites and other contaminants than carpets. Deep-clean upholstered furniture at least once a year, and sometimes more often in highly used areas of the office.
decrease airborne particles, allergens and bacteria. The collaborative office will have many more common work areas, so it is important to keep items such as work tables, light switches, handrails, and elevator buttons cleaned and sanitized. Additionally, if employees are allowed to bring food into commonly used areas, sanitizing on a daily basis becomes even more important. 3. SANITIZE WORK AREAS.
Proper work-area cleaning includes sanitizing the tables, desks and other work surfaces, telephones and other
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Without regular professional cleaning, the gains made in productivity through the collaborative office space can be lost through employee absenteeism.
P r iv é e
5. CENTRALIZE WASTE DIVERSION.
In shared work areas, having centralized disposal and recycling stations is essential to keeping the office clean. Instead of overflowing bins with unsorted organic waste and recycling in each work area, where bacteria can fester, use a centralized station so custodial staff can collect refuse at key points within the office. Deal with waste and recyclables efficiently in the building’s compactor room. While it seems that there are many more cleaning tasks involved in the collaborative office environment, it doesn’t have to affect the cleaning budget significantly. A cleaning professional can develop a plan that redistributes tasks to address the needs specific to these higher traffic workspaces. Following the steps outlined above will keep the new collaborative office clean and go a long way toward helping maintain a healthy, happy and productive workforce. Without regular hard, soft surface and equipment sanitizing, companies are exposing their employees to germs and bacteria that can lead to illness. And without regular professional cleaning, the gains made in productivity through the collaborative office space can be lost through employee absenteeism. | CFM&D
Gavin Bajin is director of business services at ServiceMaster of Canada. He and his team support 70 franchises, delivering janitorial and specialty cleaning services from coast to coast.
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[ fm education ]
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BY SHOLEM PRASOW
C A N A D A
SILO BUSTING Facilities management and human resources departments both stand to gain from working synergistically. Sholem Prasow offers pointers on how to speak the language of HR to get the support necessary for FM programs to spread necessary change more quickly
R
eal estate (RE) and facilities management (FM) has changed, and changed a great deal. With a view to providing office space at the lowest cost and lowest square footage, RE and FM professionals have in recent years faced four big challenges. The biggest challenge is the evolving physical workplace combined with evolving work practices. Not everyone has, or will have, a dedicated desk in the physical workplace. Their coworkers and team members may work at different times of day and in different locations as well. The next biggest challenge — changes in technology — has occurred at the same time, enabling not just mobile work but the completely digital office. The third challenge has been to optimize the workplace experience for the five demographic cohorts that now co-exist in the workplace — ranging from Veterans, who were born before the end of WWII, to members of Generation Z, who are graduating high school now — who are working, or will soon work, alongside one another. The fourth challenge is wellness in the workplace. From lighting and healthy materials to flexible reducedstress programs and work styles, these traditionally building-oriented organizations have joined forces to make life better for the employees involved, while simultaneously improving productivity of enterprises. 18
CFM&D November 2015
Since such shifts have both business and personal impacts on employees, RE & FM have teamed up with the architecture and design community (A&D) on change management, training and learning processes to effect change seamlessly. Aside from giving permission for flexible work processes, many HR departments have sat on the sidelines of these initiatives. RE and FM professionals typically operate independently of HR, but both groups can benefit from working synergistically to face these challenges, instead of in silos, or, as is sometimes the case, at cross purposes.
those companies who have adopted them early. It will take years for the programs to roll out to the majority of the employees. That is why HR support is badly needed to spread the change and make it stick. The world of professional sales offers lessons in how to change people’s minds and attitudes. At the core of sales is conveying how a product or service could benefit the customer. Think of the FM program as the product or service and HR as the customer. Be bold and have that conversation with HR. Those in RE & FM, A&D and technology know the value of their efforts to improve the workplace experience. Show HR how these programs solve HR problems — and why their resources are needed to help those programs take root faster. It is critical to frame the conversation in HR terms, not RE & FM’s, with hard numbers.
CHANGING THE HR-FM RELATIONSHIP
RECOGNIZING HR CHALLENGES
Many RE & FM departments shy away from involving HR in their programs for fear of being slowed down, or even blocked, from getting the help needed. Most often HR cooperates in providing needed people data, but cooperating is not enough. According to Randy Smith, vice president of real estate and currently the chair of CoreNet Global, HR needs to do more. HR needs to lend its expertise and resources to actively assist RE & FM with change management and wellness programs throughout the organization. There’s lots of data showing how a large percentage of companies are embracing new ways of doing things. What the data doesn’t usually show is the relatively small percentage of employee penetration — even in
One of HR’s top challenges right now is turnover and retention: 31 per cent of people have quit a job within the first six months; 26 per cent of Fortune 500 managers change jobs every year; and the cost of losing an employee in the first year is estimated to be at least three times the amount of that person’s salary, according to the Association for Talent Development (ATD). What’s more, Manpower’s 9th annual Talent Survey found that 36 per cent of employers globally reported talent shortages in 2014. The Manpower survey also showed that 23 per cent of those respondents are preparing to adopt new, alternative work models. Another dimension of the talent shortage is the barriers women www.cfmd.ca
encounter in the workplace. Bersin by Deloitte found that 50 per cent of women participate in the labour force, compared to the 70 per cent of men who participate in the labour force. Despite this, Manpower found that only two per cent of companies are actively recruiting women. Bersin by Deloitte also found that it’s not that women don’t want to participate in the labour force, it’s that they lack development opportunities and flexible working options. Sixty-five per cent of women surveyed said flexible work options are important, but only 28 per cent of employers reported providing flexible work options. The potential benefits of physical workplace changes and the digital workplace just simply haven’t hit HR fully.
step up and join in. Hopefully, some of the tools described above will help FM bring this department on board. Finally, the core to an effective conversation with HR is to present its leadership with concrete data.
With an effective presentation framed in HR terms and the right data, RE managers and FMs can better align with and get support from HR for the evolving workplace challenges they face. | CFM&D
Sholem Prasow, LEED AP, is founding director of Insight Management, a company focused on helping to deliver and implement necessary disruptive technologies. Insight Management is a Strategic Partner of Serraview, Visual Lease, and e-Work. Sholem can be reached at sholem@insight-manage.com.
LEVERAGING RE AND FM SOLUTIONS
After discussing with HR its challenges in its terms, show how RE & FM programs can help. One way these programs can help is by providing a more productive, physical, work process and work practice environment for the employees. New physical workplaces provide the right numbers and sizes of meeting rooms for ad-hoc collaboration sessions rather than formal, usually larger, meetings. E-learning training courses guide employees and managers on working with colleagues who are working in a different location or during a different time of day. Another way these programs can help is by addressing the needs of all cohorts in the workplace. Programs that provide employees with a choice as to where to work show that older employees are more likely to choose quiet private spaces to do private work while Millennials are more likely to be comfortable in a noisy open environment for such work. Plus, these programs can help improve employee engagement and retention, as well as provide more opportunities to women by addressing their aforementioned desire for flexible work options. In summary, RE & FM, in partnership with A&D, have been leading the workplace evolution. It is time for HR to Canadian Facility Management & Design
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HOME, SUITE HOME The interiors of HOK Toronto’s new 22nd-floor office have a decidedly residential vibe. Here’s how the design firm scaled a craft-studio feel across a 16,000-squarefoot suite BY MICHELLE ERVIN
PHOTOS BY RICHARD JOHNSON
I
Canadian Facility Management & Design
mmediately off the elevator bank, a diningroom-sized table, squared off by an L-shaped couch and guest chairs, comes into view. This is the first of many and varied collaborative spaces in HOK Toronto’s new office. And it’s located in the reception area. A group of grey-cushioned, wood-framed Herman Miller Crosshatch Chairs relax into a royal blue carpet around a black coffee table. Custom light fixtures, featuring a series of suspended black rods capped with round bulbs, anchor the placement of the dining-roomsized table and the foursome of lounge chairs. At the far end of the room, an unassuming reception desk with a partial privacy panel sits below a snowy landscape painting. Naturally, reception presents as a focal point of the office’s interior design, but quality of
finish and style are consistent throughout the suite. There is a certain sense of equality in the fluidity of space. It erases boundaries, regardless of a person’s rank or tenure and whether employee or visitor. “As you walk through, you don’t feel a difference between the front-of-house client spaces and the studio space,” says Sharon Turner, vice president, HOK Toronto. “It’s all contiguous.” Turner headed up the design team behind the 22nd-floor office suite that HOK Toronto now calls home, since moving in at the beginning of the year. The resulting interiors, which recently earned the firm an ARIDO award of merit, have cemented the trend toward infusing workplaces with a residential feel. With its exposed ceilings, found objects, modern furniture and wood flooring, the office has all the trappings of an artist’s November 2015 CFM&D
21
FACILITY DESIGN
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Moving to slightly smaller workstations in its new office gave HOK Toronto three to four times as much collaborative space as the firm had in its former office.
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The transparent glass that delineates boardrooms from reception gives visitors an immediate sense of the 22nd-floor office’s spectacular views.
loft. Rightfully so, because the firm’s design charrettes generated a lot of reference photos that portrayed at-home and artisan-style studio spaces. Some came from Pinterest, the popular app that allows users to maintain a virtual bulletin board of DIY projects, home décor and more. The palette replaced HOK’s trademark red with black, with occasional pops of subdued blue — a “non-colour colour” — and introduced natural materials, particularly woods. “I think people felt we all know the brand, we know what it’s about,” says Turner. “It doesn’t need to be in our faces overly apparent; it just needs to be a really great environment.” HOK Toronto initiated the project when it decided to trade a trendy King West address for a suite at 400 22 CFM&D November 2015
University Ave., reducing its real estate from 24,000 to 16,000 square feet. Not only was it a cost-saving move, but one that gave the firm a closer proximity to public transit and a footprint more conducive to collaboration. “We used to be in a long space [that made it] really hard for us to interact,” says Turner. “People tended to be siloed based on what group they were working with, whereas [this] space has brought us all together.” Plus, she says, the suite offered one of the city’s “best-kept secrets.” The transparent glass walls that delineate a trio of boardrooms from reception give visitors an instant sense of the 22-floor office’s spectacular 360-degree views of Toronto. The interior design project began with a complete gutting of the suite,
which involved tearing out the T-bar ceilings to increase the height of the eight-foot-four space. At the same time, preparing to relocate meant purging a lot of the stuff the firm had accumulated in its former office. Jacquie Martinez, facility manager and vice president, HOK Toronto, recalls that the firm spent months collecting samples in bins and contacting organizations, including local elementary and design schools, art galleries and theatre troupes, to donate materials that would benefit their students and programs. “Then we found this guy who was opening a bar/gallery/music venue,” says Martinez. “He spent a couple of weeks taking the design library samples, as well as leftover furniture, which was not part of our de-commissioning process, www.cfmd.ca
�
With its reusable dishes and glassware, HOK Toronto’s kitchen is just one part of the firm’s sustainability story.
which he was delighted to use in his new venture.” The exercise was especially critical as the firm downsized its footprint by 8,000 square feet. Also integral to the firm’s space-saving strategy was moving away from paper documents and toward digital storage. “So much information from suppliers is available online now that we commissioned HOK InfoHub, an online resource that team members can search by keyword, enabling them to call suppliers to order the specific samples for each project,” says Martinez. “That’s been a huge help for us, because we never would have be able to go to a smaller space if we hadn’t gone digital and dramatically reduced the amount of space used to store resource materials and samples.” One area where this is evident is in Canadian Facility Management & Design
� HOK Toronto’s library, which has been pared down to material samples and tucked into its kitchen area in double cabinets. The open-concept kitchen puts reusable dishes and glassware on display with a stainless steel island and racks. These fixtures are surrounded by crisp white countertops, navy-coloured cabinetry and stainless steel appliances. Complemented with communal tables, the kitchen is outfitted with a pull-down screen and serves multiple purposes, including as a venue for office-wide meetings and continuingeducation lunch and learns. The kitchen also showcases elements of HOK’s sustainable operations plan, which incorporates green office practices. “Catering is part of this and we have purchased our own plates, cups, glasses
Rolling shelving neatly and efficiently houses HOK Toronto’s library on either side of communal tables in the firm’s kitchen area.
and utensils for staff and for catered events,” says Martinez. “Caterers are made aware of our guidelines and encouraged to bring catering on returnable ceramic platters.” The kitchen is only one part of the office’s sustainability story; another is its lighting, which is expected to be a major contributor to the project’s targeted LEED Gold certification. The layout of the suite positions Inscape benching systems perpendicular to the windows, giving virtually everyone daylight access. Each workstation is paired with an Aeron task chair from Herman Miller, and the last workstation on each row is an unassigned sit-stand desk. Unassigned seating, or moving to a more agile workplace, was a critical piece in contracting and containing the growing firm’s footprint. At November 2015 CFM&D 23
FACILITY DESIGN
�
L to R: Though much in the office is new, classic furniture and found objects, such as antique cabinetry, give the space an eclectic quality; an unassuming reception desk with a partial privacy panel sits below a snowy landscape painting.
the time of the firm’s move, it had allocated 120 seats to 150 employees. “We made the decision that it was not the younger team members that were going to be agile, but the more senior people, because they actually had less materials they needed to store. They were the better group that could be flexible as to where they sat,” says Turner. The core of the suite is divided into seven-by-nine-foot rooms. Two of the rooms are allocated to HR and finance; all of the rooms are available to step into as needed, for everything
from personal phone calls to prayer. Only the videoconferencing-equipped boardrooms can be booked. The question of how to achieve privacy in a dedicated prayer/wellness room posed a conundrum: If the glass was covered with a privacy film, how would anyone know whether the room was available? The answer was to simply add a curtain that could be drawn shut. With all the change inherent in HOK Toronto’s plans to relocate, change management was a vital component of the project. The long footprint that challenged the firm’s
“We made the decision that it was not the younger team members that were going to be agile, but the more senior people, because they actually had less materials they needed to store.” 24 CFM&D November 2015
ability to collaborate in its former space also provided the perfect hallways to post new information and progress updates along as they became available. One of the big concerns that emerged was whether employees would be able to function in smaller workstations. A key response was to, instead of simply providing filing cabinets at each desk, create a custom cabinet with shallow trays suitable for storing drawings, materials and supplies. “And for the agile workers, we ordered customized filing cabinets they would be able to use for storage … we provided a video ahead of time to show team members how the cabinets were designed to accommodate their belongings,” says Martinez. “We tried to make everything transparent. People were encouraged to ask questions. We didn’t want team members worrying about the unknown.” Another of the major worries for employees was the move to a more www.cfmd.ca
Uplifting Designs, Custom Installation
agile workplace. Despite employees believing they spent 80 per cent of their time at their desks, the firm found through study that many employees in fact spent less than half their time at their desk. Ultimately, the post-project feedback was overwhelmingly positive, from not only employees, but also clients, suppliers and other visitors, including the prospective tenants that HOK Toronto’s landlord now tours through the space. And undoubtedly, the success of the project benefitted from buy-in from senior management. “The big table in the front, that was probably the last thing people took up on, and it took people like myself to have a meeting there and to validate that it’s okay to have a meeting in reception,” says Duncan Broyd, managing principal, HOK Toronto. “But we’re past that point now. Everyone knows it’s fair game.”
Canadian Facility Management & Design
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SMART BUILDINGS FEATURE BY REBECCA MELNYK
HOW MILLENNIAL FMS WILL HELP SAVE THE PLANET Facility managers will have a role to play in confronting climate change via smart building technologies. But as boomers prepare to retire, the millennials entering the workforce require training in these advanced systems
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limate change is no longer a debatable, foggy topic, but rather a flurry of factual evidence, synchronized with environmental and cultural discourse around the globe. A recent survey conducted by the Environics Institute for Survey Research and the David Suzuki Foundation found the majority of 26 CFM&D November 2015
Canadians accept the scientific facts that global warming is happening and is caused by human activity. Acceptance aside, Environment Canada now warns us that, unless new action is implemented, the country may not meet its 2020 target of a 17-per-cent reduction in greenhouse gas emissions. Building strategies to help reduce carbon emissions have never been more critical.
With 50 per cent of boomers set to retire from the facility management sector, there remains a probable gap successive generations must fill. And whether or not millennials entering the workforce find global warming a viable cause, there’s little doubt the planet faces difficult challenges; accordingly, Generation Y has no choice but to respond and help reverse post-industrial damage. At a PM Expo seminar in December 2014, titled, “Is smart the new green?” Jiri Skopek, managing director at Jones Lang LaSalle (JLL), urged attendees to consider how future facility managers will definitely be part of climate change action, mainly through their involvement with smart building technologies. Millennials are computer savvy, surrounded by a state of environmental urgency. However, with the advent of smart technology comes a potentially small workforce — one that may or may not understand how to operate such systems — along with less enthusiastic facility owners and board members who remain skeptical of issues like capital versus long-term costs. Skopek remains positive in light of such barriers. “Any kind of cultural change takes time, especially with an older generation who may be reluctant to adopt smart technology,” he says. “Younger generations, however, will be more attuned to know how to operate this technology.” The marketplace will soon see several new systems of varying sophistication, from simple energy monitoring to full building analytics and ongoing commissioning. For instance, Skopek sees JLL’s IntelliCommand by Pacific Controls at the forefront, a global, smart-building, cloud-based portfolio management solution that provides 24/7 real-time www.cfmd.ca
remote access to control buildings and reduce carbon footprint and energy costs by 18 per cent. TRAINING GAP
Yet, complex systems need someone who can understand and maintain them. Jim Bechard, professor of architecture in the facility management program at Conestoga College, says although building changes are undeniably advancing, smart technology isn’t always helpful — some owners don’t have resources to fully implement technology properly or workers aren’t trained in managing it correctly. “ T h e t e chnology younger generations are adopting is communication technology, like access to basic info, but when you switch to computers tied to technology in buildings, you still have to have training,” says Bechard. “They might adapt to it easier than older generations, but it still takes understanding of what all those parts do.” The program at Conestoga College is more management-based, where students are schooled in thinking about how this technology functions and is useful. Through courses like building automation and control systems to the role of sustainability among people and technology, the classroom addresses smart technology according
Canadian Facility Management & Design
to how vendors will be selected and what software best connects to different business needs, which vary by organization. As systems advance and more job positions open up, in-depth training in operating smart technology will become pivotal. “It will be absolutely necessary,” adds Skopek, who remembers the early days of management, when companies would hire computer experts who knew computers, but nothing about facility management. “They sat behind a computer the whole day and played Solitaire while the building ran in default mode, defeating any advantages of building automation systems,” he says. “Advanced systems without the interpretative help of subject experts will make the untrained operator dumber. Training and expert help must be combined.” Steve Lockwood, accreditation and academic affairs director for the International Facility Management Association (IFMA), has been in the facility management industry as a teacher or manager since 1977. “If you don’t have an internal staff who knows how to maintain systems, you lose all the value,” he adds. “You have to have a knowledgeable and competent skill source. And as students graduate, the value they’re bringing are these competencies that
can immediately impact a company.” According to Nancy Sanquist, real estate and workplace industry lead at Manhattan Software and chair of the research committee for IFMA, companies are gradually recognizing the value students will bring and responding to the training gap. “They’re creating training programs to create the workforce they will need to operate connected buildings of the future,” she says. “It’s actually the private sector getting involved in many ways, providing technology that schools can’t necessarily afford.” In Canada, companies like Cisco have been providing technology for programs like George Brown College’s relatively new Advanced Diploma in Building Automation – Electromechanical Engineering Technology. This program teaches students to install and operate smart technology in all building types, while also placing them on a career path to various management roles, such as property or facility management. At the same time, Sanquist says Manhattan Software, for instance, is developing new programs such as virtual reality gaming technology to aid “smart” learning at an early high school level. Such engaging programs are connected to IFMA’s Global Workforce Initiative that Sanquist originated along with Diane Coles
November 2015 CFM&D 27
Levine to entice students to consider facility management as a career. As for the ease of understanding rapidly advancing technologies at the post-secondary level, Sanquist feels one of the most important aspects of training is that students leave a program with a thorough knowledge of technology, and this goal should only become more attainable. “Because of the consumerism of technology, the applications being developed now are going to be easier to use and very mobile,” she says. “You’re seeing the same characteristics on enterprise systems that you would with consumer technology. They won’t be quite as difficult to use or implement as they are now.” STRATEGIC WORK
“Smart will make people smarter,” adds Skopek. “The advancement of technology will actually help people manage a building more effectively. They’ll be given pointers on what to look at. The technology will offer information on what does and
doesn’t work and what needs fixing. Whether workers are experienced or not, they’ll constantly be reminded of how to be more effective.” For example, the HVAC equipment. Sanquist envisions a future where HVAC systems will predict when they’re about to breakdown, ultimately repairing themselves. “Rather than the tactical work that’s being done today, people will have time to do more strategic work, looking at how buildings are optimized; they’ll become more productive, devoted to a higher level of work.” As smart buildings reach beyond their own walls and into the surrounding community, in a sense influencing the local economy, sustainability and the climate change movement, strategic work will ultimately broaden in scope. Sanquist refers to John Schoettler, Amazon’s director of global real estate
and facilities, who was recently on the front page of the New York Times. Part of the reason Schoettler made the cover was because Amazon is building more than a dozen buildings in downtown Seattle. Because of this “Amazon neighbourhood,” Schoettler is on the boards of the Downtown Seattle Association and Seattle Metropolitan Chamber, which he will soon chair. “The linkage between facility managers, buildings and the community those buildings are in, is starting to play a more important role,” says Sanquist. “And that’s part of the sustainability movement.” In Canada, as the developing Waterfront Toronto community aims to be one of the most sustainable in the world, every building must achieve a minimum LEED Gold certification, surrounded by a pedestrian- and cyclistfriendly neighbourhood, all contributing to larger green goals. | CFM&D
Rebecca Melnyk is online editor of Building Strategies & Sustainability and Canadian Property Management. The preceding article originally appeared on the REMI Network.
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SHOW PREVIEW
IIDEXCANADA BADGE TO OFFER FULL ACCESS TO THE BUILDINGS SHOW Canada’s national design and architecture expo and conference marks year two at its new location, the Metro Toronto Convention Centre SPEAKER’S CORNER Architect Belén Moneo has been tapped to talk Spanish interiors midWednesday morning. Clive Wilkinson, whose portfolio includes the Google Headquarters offices and Fox Head Global Headquarters, will speak Wednesday during noon hour on workplace design. Bill Browning, of the strategic consulting firm Terrapin Bright Green, will present Thursday morning on the business, climate and culture implications of biophilic design. Thursday during noon hour, father and son Luiz Eduardo Indio da
I
Costa and Guto Indio da Costa will delve into design and architecture in Rio de Janeiro, with a sneak peek at 2016 Olympic venues. Billed as “one of the most important young contemporary Canadian architects working internationally,” Todd Saunders will join Jean-François Légaré, editor-in-chief of Air Canada’s enRoute magazine, in conversation Thursday afternoon.
PHOTO CREDIT: GREG ENDRIES
IDEXCanada badges will now give attendees full access to all five shows at The Buildings Show, happening Dec. 2 and 3 in the north and south buildings at the Metro Toronto Convention Centre. This year marks the national design and architecture show’s 31st year running and its second year at this new location alongside North America’s largest exposition, networking and education event for design, construction and real estate. IIDEXCanada promises to deliver its regular roster of exhibitors, seminars and speakers, as well as an international architectural roundtable and the IIDEX Canada + Interior Designers of Canada (IDC) Innovation Awards. Plus, features will include GO AWAY!, a Quadrangle-designed best of workplace exhibition, and the StopGap Revamp Ramp Student Design Competition.
Belén Moneo
Clive Wilkinson
30 CFM&D November 2015
Bill Browning
Luiz Eduardo Indio da Costa
Guto Indio da Costa
Todd Saunders www.cfmd.ca
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Vari Hedron is a geometric lamp made from wood and paper; it was featured in last year’s IIDEX Woodshop
EXTRA CREDIT For those looking to scoop up some continuing education credits, IIDEX Canada offers a seminar schedule with more than 80 sessions. Tip: Use the handy online timetable to filter seminars by stream, such as facility management and interior design, and by levels ranging from basic to advanced. Here are a few of the seminars that we jotted down in our agenda: W15 INNOVATION – Build with it or get hammered! W19 Connecting with the innovative lighted environment W35 Beyond Recycling: Establishing a Chain of Custody from Materials through End of Use T03 Is Sustainable Design Only About Energy? The Real ROI T20 The Future of Work – Will George Jetson Still Commute? T35 Sustainable Design Using Air Movement in Air Conditioned Buildings
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For a full listing of this year’s educational session, visit www.iidexcanada.com/2015/ conference/seminars. Canadian Facility Management & Design
November 2015 CFM&D
31
[ technology] BY FRED GUELEN
GOING GLOBAL The latest generation of integrated workplace management systems (IWMS) aims to address the FM’s need for current information and trend prediction for real estate assets. Fred Guelen offers a guide to the who, what and why of rolling out IWMS
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oday’s facilities managers are challenged with a seemingly ever-increasing need for compliance, cost efficiency, productivity, business flexibility and transparency. They are also challenged with the complexities of evolving technology and the ongoing drive for corporate social responsibility and sustainability. There is a pressing need for dependable data on strategic, tactical and operational levels, allowing FMs to assume a proactive role in shaping 32 CFM&D November 2015
the destiny of the organizations they represent. FMs need current information about real estate assets, their use and their cost profiles to benchmark performance. At the same time, FMs need to understand, respond quickly to and even anticipate future changes in demand patterns. The new generations of integrated workplace management systems (IWMS) are specifically targeted at addressing these challenges. They provide the process and information infrastructure to manage facilities over their full life cycle.
WHAT
Strategically, the primary goals behind the rollout of an IWMS revolve around achieving a global, holistic FM view for business agility. In turn, this enables cost saving and efficiency. In the FM sphere, look for opportunities to optimize: • Process efficiency: Examine costs and time to identify key services where output and value should be improved. For example, could employees report their problems directly, rather than working through a helpdesk? This would result in faster response times. • Workplace efficiency: Monitor occupancy and the effective use of both space and workplaces throughout the portfolio to avoid waste. Improve alignment with core business goals by providing the right mix of space and property types. • Portfolio transparency: Comply with financial portfolio reporting requirements, capture complete ownership profiles, and analyze life cycle by location, function and capacity. By having this information available in one database, it’s possible to get a true overview of a portfolio, enabling efficient business decisions. • Customer satisfaction: Verify and monitor the results of process and quality improvements. • Vendor/supplier analysis: Monitor vendor performance, incorporating customer feedback to improve the sourcing strategy. WHO
The group of stakeholders in an IWMS is equally diverse. As a collective, all the stakeholders together will use the full set of IWMS capabilities. However, individual members will focus on the specific www.cfmd.ca
Monitor occupancy and the effective use of both space and workplaces throughout the portfolio to avoid waste.
goals, contributions and requirements needed for their own particular field of work. There are two primary stakeholder groups: the real estate and facilities management professionals and their internal customers — FM and RE business management, planners/ coordinators, administrators, service providers and helpdesk personnel. These “back-office users” are typically interested in detailed FM functionality and need easy access to live status reporting via management dashboards that can provide trend analyses, occupancy reports, key performance indicators (also known as KPIs), benchmarks and other tactical and strategic information. What’s more, these types of stakeholders often require pre-emptive dynamic alerts and notifications via email or text whenever a budget is at risk of overrun, a service level, such as heat or energy usage, is (or about to be) breached or a process or system problem threatens to escalate, garnering the attention of senior level management. This allows FMs to operate proactively and responsively. A proper IWMS rollout should not only provide the means for FM professionals to communicate with their internal and external customers, but equally support the continuous improvement and development of the overall organization.
oversimplify the problem. The terms “adequate” and “good price” will vary dramatically from organization to organization, underlining the fact there is no simple one-size-fits-all prescription available. Despite this, five clear themes stand out in the “why” for rolling out IWMS: 1. Governance: A general desire to apply similar practices for solving similar problems across the various sites; in essence, a framework of conduct applied consistently throughout the organization: “This is how we do things.” 2. Business transparency: The need to compare and contrast the effectiveness of operations across all sites. This speaks to the propensity for central FM to adopt a management-by-exception approach that focuses on sites that need the most improvement. 3. B u s i n e s s compliance: International organizations are confronted with differences in local legislation and compliance regulations at their sites. In addition, organizations have their own internal standards. This is about being able to ensure (and prove) actual compliance with those regulations. 4. IT r at io n alizat io n an d innovat io n : International organizations typically have large
application software portfolios. IT management often looks to limit the number of applications available in order to reduce software-management costs and the total spend of software. IWMS can help reduce the number of systems in place, simplifying the landscape, providing better integration of information and thus lower overall costs. Add in cloud-service models and the IT team no longer has to plan for monitoring of hardware, capacity and systems management. 5. Financials: It is critical to forecast required investment levels and return on investment for every project. Typically, an IWMS project will not begin until key decision makers are convinced it will offer a financial return. Improved occupancy rates, increased efficiency of operations, improvement in the quality and accessibility of business information can all help to provide a financial return. Additionally, today there are cloud-based models that offer subscription pricing for the software, allowing the cost of an IWMS project to be seen as an operating expense, rather than a capital expenditure. IWMS brings together all of the collected data as a structured, single source of truth, made accessible along with supporting software tools that model business processes. Every stakeholder gets to use the (reliable) data of others. Such an integrated approach is a prerequisite for continuous improvement in cost, efficiency and quality initiatives. | CFM&D
WHY
A common goal of IWMS projects is “making sure adequate real estate and FM services are delivered at a good price worldwide.” This, however, can Canadian Facility Management & Design
Fred Guelen is the CFO of Planon, a leading global provider of software that supports organizations that aim to optimize workplaces, services and assets. Based out of Boston, Guelen also leads the company’s American and Canadian operations.
November 2015 CFM&D 33
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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
APRINCETON new benchmark in healthcare seating... All the features, all the looks and quite More components, more layouts, five of its possibly the most extensive offering great finishes a sleek new term kind fornew both acuteand care and long metal frame leg. More of everything that care applications. As the name implies, makes PRINCETON your firstcare stepgivers Primacare is a first for both and specifiers. Under theNot skintoofforget every beyond the work cubicle. Primacare chair is a heart steel the new PRINCETON tables,ofa solid slender waiting thestructure rigorousthat demands of surfaceto onmeet a simple you any The Primacare series willenvironment. 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. TM
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BLACK WHITE WHEN USED ON COLORED BACKGROUNDWHITE
HONOREE
Grey= PMS 425 Gold= PMS 123
HONOREE
TM
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 built' for Our bothoutstanding Acute Care and for'purpose quick delivery. dealer Elder Carecan environments, the way network provide youleading with whatever in on-site reconfiguration you need,maintenance, wherever you need it. TM
and infection control.
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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 invitingastructures linoleum tile features low cost ofthat wrap around seating to ensure ownership andthe 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 offer improved providingproperties a multi-purpose top for additional comfort. indoor air quality andCompatible combat MRSA components have designed and other strains ofbeen 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
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32 Canadian CFM&D Facility October Management 2012 & 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
November 2015 www.cfmd.ca CFM&D 35 Untitled-3 1
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FOCUS ON O&M PRODUCTS
FROM POWER TO SHOWER A survey of the latest and greatest in O&M products turned up everything from a deepcycle battery suitable for floor-cleaning equipment to a drain-water pump compact enough to add showers to small spaces
Geofire’s Salamander is a radio-controlled, free-swing fire door closer and holder. The battery-operated solution connects wirelessly to a mains-powered controller unit, which can be easily wired into existing fire alarm systems and manage up to 99 fire door closers or holders. Its applications include large buildings where background noise rules out acoustically activated devices and buildings where it’s important to avoid disturbing the building fabric, such as those containing asbestos.
New from Trojan Battery, the Reliant™ AGM with C-Max Technology™ is suited to applications including floor cleaning in environments where regulations require the use of non-spillable batteries, such as airports, healthcare facilities and educational institutions. Among the deep-cycle AGM battery’s feature are: a proprietary paste formula designed to increase total energy and maximize sustained performance; a unique separator composition that prevents stratification for extended battery life; a plastic polymer case designed to ensure reliable performance; and one flame arrestor per cell for maximum safety.
Design on Demand Skid Systems Solutions are new to Bradley’s line of Keltech® Electric Tankless Water Heaters. Tailored to high flow, safety, industrial and custom applications, the complete solution comes in a compact, portable package. The skid series is easy to position using a forklift and ready once connected to a water and power supply. The pre-piped, preassembled models CNA-SKID, which features back-to-back CNA and CNAR large industrial heaters, and SNA-SKID, which features back-to-back SNA and SNAR safety heaters, offer higher flow industrial water heating applications.
36 CFM&D November 2015
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Emerson Network Power recently introduced the ASCO® Series 300 Generator Paralleling System, a multi-feature packaged power system with load management for mid-tier installations. The system pairs the ASCO Closed Transition Transfer Switch mechanism with ASCO load distribution and control technology first developed for mission-critical, highly engineered installations. This standard design is available from 208 to 600 volts. The system’s controls meet the needs of educational, healthcare and government facilities, among others, with features including load bus optimization, generator load demand and generator power metering.
Sherwin-Williams has debuted the Protective & Marine AntiGraffiti Coating, designed to prevent permanent markers and spray paint from penetrating underlying surfaces, which makes it easier to wash away unwanted artwork. The solution, touted as cost-effective and ready-to-use, can be used on bare concrete or previously painted surfaces at commercial, municipal and school buildings, to name a few of its applications. By creating a non-stick surface, the permanent solution repels graffiti without abrasives, chemical cleaning, reapplication or repainting. Sherwin-Williams’ range of anti-graffiti solutions can be brushed, rolled or sprayed on and feature strong adhesion and ultraviolet resistance.
Saniflo is billing its new Sanishower small drain-water pump as a solution for businesses that have jumped on the trend toward active living initiatives. With commercial applications including boutique gyms, spas or office spaces, the unit connects to a shower, sink or urinal and fits in small spaces such as underneath a cabinet. The pre-assembled unit eliminates the need to break floors or walls, making renovations easier. It comes with checkvalves, does not require filters and has a pumping distance of up to 12 feet vertically and 100 feet horizontally.
Canadian Facility Management & Design
November 2015 CFM&D 37
[ last word ] BY MIKE DRAPER
THE NEXT WAVE IN GREEN CLEANING Engineered water may not wipe out chemical solutions altogether, but the eco-friendly technology is gaining traction and is likely to play an increasing role in operations and maintenance in the future. Mike Draper makes the case that this process outperforms existing green cleaning products on a number of fronts
T
he airport administrators at Boston’s Logan International Airport are committed to upgrading their facility. One way they are doing this is through more effective cleaning. According to a press release, they have budgeted $33 million (US) specifically to ensure that their “buildings are clean and that contracted cleaning crews use the least harmful and [most] sustainable products whenever and wherever possible.” Part of this commitment to cleaning involved taking bids to hire a new contract cleaning company. The administrators invited several firms to submit bids and conducted a blind review to evaluate the proposals based on a 10-point criteria. One of the things the administrators were most interested in was how these contractors indicated they would clean the facility using “the least harmful and most sustainable” cleaning products available. Of course, many of the firms suggested using green cleaning chemicals and products. However, what sparked a light — and led to the hiring of a specific contractor — was the suggestion that the airport be cleaned using aqueous ozone cleaning systems. Aqueous ozone systems have been referred to as “greener than green cleaning” because, if used properly, they have minimal, if any, impact on the environment. Logan International Airport is likely one of the largest facilities in North America to adopt this cleaning technology. However, it is expected that more and more facilities, large and
38 CFM&D November 2015
small, in Canada and in the U.S., will be looking into aqueous ozone technology in the years to come. SO, WHAT IS AQUEOUS OZONE CLEANING?
To back up, ozone is found in the atmosphere, created naturally when sunlight adds an extra oxygen atom to the molecules in the air. Using electricity, ozone can be created electronically and then infused into water to become aqueous ozone. Aqueous ozone is an effective cleaner, with sanitizing properties that can kill organisms, germs and bacteria when applied to a surface. It has also been proven to help clean and eliminate odours, stains, mould, mildew, and other contaminants on surfaces. Once aqueous ozone has been applied to a surface and used for cleaning, it converts back into water and oxygen. As effective as aqueous ozone is, it should not be used in place of disinfectants or sanitizers. At this time, the U.S. Environmental Protection Agency, which creates standards often followed in Canada, has not approved aqueous ozone for disinfecting purposes. Nonetheless, it is clear aqueous ozone is a powerful cleaning technology. While some experts refer to aqueous ozone technology and other machines that use only water for cleaning as “chemical free,” that term is being replaced by the term “engineered
water,” which is more accurate. Essentially what these technologies do is reengineer water — in this case, infuse it with ozone — to make it an effective cleaning agent. Typically, green cleaning products refer to solutions that have a reduced impact on health and the environment compared to cleaning products used for the same or similar tasks. Aqueous ozone falls into this category; however, many believe it has essentially no impact on the environment. Further, this is not the only environmentally friendly attribute of this technology. Here are a few more examples: 1. It requires no packaging, such as the containers or boxes used to contain cleaning chemicals, saving costs and resources (labour and materials). 2. It has lower transport needs. Transportation costs money, which adds to the product’s cost, and requires fuel, which releases greenhouse gases. 3. Its safety data sheets show that there are essentially no hazards when using it. No gloves, goggles, or protective gear are necessary. 4. It removes the step of mixing or diluting of chemicals, which is when many cleaning worker injuries occur. 5. It often works using cold water, eliminating the need for hot water and its heating costs. 6. It eliminates the rapid resoiling of floors, carpets, and other surfaces often caused by chemicals left on surfaces. Will engineered water replace cleaning solutions? Probably not. Will these technologies play a larger role in professional cleaning in years to come? Most definitely. | CFM&D
Michael Draper is chief executive officer of CleanCore technologies, makers of aqueous ozone cleaning equipment. He can be reached via his company website at http://cleancoretech.com/.
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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
© 2015 All Rights Reserved. Global Design Center 15.0171 River seating shown with Allante, Bisque (A42E) seats and Momentum Odyssey, Rue (OD53) backs. River tables are shown in White Chocolate (WHC) with Tungsten (TUN) bases.
a quiet harbor Bring people together in a place where ideas, insight and inspiration can be shared. River supports an endless array of curvilinear and rectilinear configurations with three back heights and benches. Seating and tables can be specified with power and RIVER SEATING SERIES.
USB outlets for mobile devices. An optional HT construction lets River overachieve in high traffic, high demand environments such as airports and universities.
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