1703_Facility Perspectives v502 LOWRES

Volume 5 Number 2June – August 2011

Official magazine of the Facility Management Association of AustraliaPrint Post Approved 340742 00155 $9.95 inc GST

connecting facilities’

Information technology and social media:

1703_Facility Perspectives.indd 1 5/30/11 1:50 PM

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FacIlIty PersPectIvesV O L U M E 5 N U M B E R 2

1contents

Green workspacesThe future of our workspaces is

changing and facility managers

need to keep up with the best

in indoor environment quality.

The GBCA’s Chairman, Tony

Arnel, along with NABERS, give

us insight into the workspace of

the future.

IT + SoftwareIn a world where virtually

everything is controlled via

computers and information

technology, it’s important for

facility managers to know how

to make IT work for them. We

get the lowdown from experts

in the field.

Level 6, 313 La Trobe Street

Melbourne VIC 3000

Tel: (03) 8641 6666

Fax: (03) 9640 0374

Email: [email protected]

Web: www.fma.com.au

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Editorial contributors:Rosie Bennett, Tony Arnel, NABERS,

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Greenwood, Warwick Stannus, Lior

Rauchberger, Laurie Steiner, Nigel

Dalton-Brown, Usha Iyer-Raniga, Mary

Myla Andamon, Dr James PC Wong,

Mark Dohrmann, GECA, Ken Thompson,

Keith Davis, CleanScene, Dr Hilary

Davies, Don Williams, Adam Cathro

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Chairman’s Message

Chairman Steve Taylor reflects

on another successful ideaction

conference and further success

with the Diploma of Facilities

Management, and introduces

new FMA Australia CEO,

Nicholas Burt.

05 ideaction11 wrap-up

This year’s ideaction was a

showcase of information and

entertainment, with awards,

accolades and plenty of after-

hours fun.

18 Workspaces of the future

Tony Arnel paints an enticing

picture of the sustainable,

comfortable and productivity-

enhancing workspaces that we

can look forward to.

21 Facility managers: taking on the environmental challenge

NABERS rating tools provide

building managers with a solid

platform on which to base their

sustainability goals.

24 Green workspaces case study: Going green from the inside out

NABERS takes us inside some

shining examples of indoor

environment excellence.

27 Facilities management software – a management approach

Heinrich Serfontein sheds light

on how management software

can change the performance

and cost of an asset.

32 How IT has transformed the FM industry

Kristiana Greenwood

remembers when facility

managers were basement-

dwelling superintendents, and

looks at how IT has changed the

industry.

34 BIM-MEPAUS enabling best practice technical FM

Design and construction benefit

greatly from building information

modelling.

38 Video conferencing – changing the face of business communication

With the prevalence of video

calling in the social world (think

Skype), it makes sense that

business should keep pace, via

videoconferencing.

04 18 27

Facility Perspectives embraces Green Printing Initiatives

This publication has been printed

using ECO-CLEAN print processes.

Vegetable based inks and recyclable

materials are used where possible.



2 contents

ClIENT FEATUrES

Urban Maintenance Systems

Brookfield Multiplex

Department of Climate

Change and Energy Efficiency

InterfaceFLOR

Express Glass

Service Works Global

FM Innovations

BEIMS

RUD Chains

SCA

InteriorCo Pty Ltd

Service West

Bond University

ADT Security

coming up in the september edition of Facility Perspectives

Industry focus: Shopping centresPlus

+ Exteriors

+ Careers in FM

+ Windows

+ Exterior security

+ Green purchasing

+ Cleaning

Social MediaIt’s time to get on the social

media bandwagon – learn how

it can benefit your company.

Waste managementWe take a look at how what

goes into and comes out of

your building can make a huge

impact on your business, and

the environment.

Fleet management, maintenance + essential servicesWe take a close look at some

of the diverse services facility

managers take care of, from

vehicle fleets to HVAC systems

and cleaning.

Education + TrainingThe facility management

industry has historically lacked

recognised accreditation, but

this finally seems set to change.

40 It’s time to start tweeting

Don’t be afraid of social media

– Laurie Steiner of IFMA reveals

how it can help to promote and

integrate your business.

42 Social media and Web 2.0 are helping the FM industry cut costs and increase compliance

Web 2.0 is a foreign concept

to many people, but it is a

great way to create a forum for

awareness and respect for your

business.

46 Waste management and sustainable commercial buildings

It’s not just food and paper

waste that comes out of office

buildings – fit-outs, construction

and environmental waste are

all concerns for the facility

manager.

Office supplies, equipment and flooring

49 Ergonomics: the human touch

Ergonomics dictate the comfort

of an office for workers,

which affects productivity.

Mark Dohrmann, ergonomist,

discusses how ergonomics can

be implemented with the best

results.

53 Walk the talk with ecolabelled flooring

55 When a simple journey turns into a rollercoaster ride

Fleet management may seem

like a small component of

a company’s management

responsibilities, but it requires

more attention than you might

think.

58 Trigeneration at the new royal Children’s Hospital

62 CleanScene – a stimulating success

64 legitimising facilities management as a profession

Dr Hilary Davies of Deakin

University addresses how

facilities management can

take its rightful place in higher

education and the professional

environment.

67 Developing the current and future facility management practitioner

FMA Australia’s Diploma of

Facilities Management sets

a precedent for education

institutions.

69 A 2011 update on facility management education

A complete guide to facility

management tertiary education

options in 2011/2012.

Security

76 Facility managers, emergencies and security

How to ensure that your

building is ready in the case of

an emergency.

78 rogue security

40 46 55 64


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4 From the chaIrman

ChaiRMaN’s MEssagE

Welcome to the June edition of Facility Perspectives.

This has so far been an interesting and exciting year.

Last month saw another highly successful FMA Australia

annual conference, ideaction, run in Brisbane.

I thoroughly enjoyed being able to meet many of you in person

at the numerous sessions and supporting events. From site tours of

world-leading facilities like the Port of Brisbane and the Combined

Emergency Services Training Centre, to the highly entertaining Gala

Dinner, I can honestly say that this conference, from all feedback

received, was one of our best.

We understand that such a large amount of information in just

two days can be a lot to take in, so the various conference papers

and presentations, and the all-important photos, are available on the

FMA Australia website: www.fma.com.au.

Those of you who attended the Chairman’s Welcome Reception

at the spectacular Queensland Gallery of Modern Art had the

opportunity to hear and meet Nicholas Burt, FMA Australia’s new

CEO.

Coming highly recommended, and beginning the role on 31 May

2011, Nicholas is set to lead FMA Australia to its next level of growth

and development.

For the past three years, Nicholas has been the CEO of Youth

Projects, and is a board member of the National Employment

Services Association Australia. He has a postgraduate degree

in Environment and Planning, and has managed large facilities

management portfolios in Moreland and Whittlesea Councils.

His diverse experience has seen Nicholas successfully driving

business in the not-for-profit sector through strategic planning

implementation, astute finance management, key relationship

building within government, and a close hands-on working approach

with staff, volunteers and communities. I am sure that you will all

make him feel very welcome as he moves around Australia meeting

the members and industry leaders in the next few months.

Last month we saw an increasing number of participants complete

their first units of the Diploma of Facilities Management under the

flexible learning arrangements that allow each unit to be started

when and where the participant chooses.

In the short period since the Diploma was launched, over 40

professionals from a large variety of organisations and numerous

government departments have participated.

The Diploma of Facilities Management is quickly establishing itself

as the benchmark for education in our industry, and a key education

threshold for professionals wanting to further or begin their careers

in facilities management.

Under the Industry Role Descriptions and career progression

standard recently developed to support our work with the

Department of Education, Employment and Workplace Relations,

the Diploma of Facilities Management is the key minimum education

requirement for a Facilities Manager (along with at least two years of

practical experience).

The Diploma is one of the best ways to fast-track a career in

facilities management compared to the much slower experience-

only pathway. In the face of climate change and other productivity

challenges set to impact the operation and management of our

buildings, facilities, cities and major infrastructure, standards and

training will play an increasingly prevalent and important role in our

industry in the coming years.

Don’t forget: if you wish to know more about any issues or would

like to be more involved within the industry, do not hesitate to

contact national office or myself.

Until next time,

Steve Taylor Chairman FMA Australia



5ideaction11

FMA Australia was proud to be able to support

Queensland this year by bringing ideaction11 to

the city of Brisbane, following what have been

extremely challenging times for the state. As we all know,

the recent floods and cyclone have placed incredible strain

on Queensland’s people and infrastructure, and for many

of our local members it has been a difficult few months as

they respond to some very serious facilities management

challenges.

It is clear, however, that Queenslanders have shown

fantastic resilience, and that Brisbane is well on the road to

recovery. We were certainly able to enjoy a very successful

three-day conference that included the opportunity to take in

some of Brisbane’s most impressive facilities during site visits

and social events.

The program began with a day of site visits, the options

being a full-day tour of the Patrick Brisbane AutoStrad®

terminal and Combined Emergency Services Training Centre,

or a half-day tour of the Ecosciences building and Gallery of

Modern Art (GOMA).

The Brisbane AutoStrad® terminal is a marine container

terminal operated by Patrick at Fisherman Islands in the Port

of Brisbane. This proved to be one of FMA Australia’s most

successful site visits ever, with delegates commenting on the

‘amazing’ and ‘awe-inspiring’ cutting-edge technology being

employed by Patrick.

The AutoStrad® terminal showcases the automated

straddle carrier technology that was developed by Patrick in

conjunction with the University of Sydney Centre for Field

Robotics. Patrick believes that the technology’s inherent

advantages will ultimately see it taken up around the world. At

present, the Brisbane terminal is the only one of its kind in the

world. Patrick operates 27 Autostrads®, which are essentially

large industrial machines that straddle shipping containers and

move them around the container terminal.

These machines weigh around 60 tonnes and can move at

27 kilometres per hour, but their really incredible feature is that

they are unmanned. Positional accuracy is achieved through a

combination of differential global positioning and millimetre

wave radar technology.

Delegates were afforded an in-depth behind-the-scenes tour

and a presentation on the application of this groundbreaking

technology. There were several enquiries following the tour

from facility managers who were able to visualise use of the

technology in their own facilities, such as airport baggage

handling and container management in railway marshalling

yards. This is testament to a true idea in action and surely one

that will have inspired many of the attendees that day.

The Queensland Combined Emergency Services Academy is

a national and international centre of excellence for emergency

management training. This training facility is responsible

for maintaining, testing and certifying emergency services

personnel.

Brisbane | 11-13 May 2011 FMA Australia’s national conference Platinum sponsor of ideaction11



6 ideaction11

Spread over about 10 acres at Brisbane’s Whyte Island, the

academy features numerous scenarios and simulations that offer

trainee emergency service personnel real-life experiences before they

start their jobs.

The main facility involves four combination training rooms

complete with full electronic monitoring, and five live simulation

areas that replicate a ship, bank, store, shops and service station.

These simulation rooms are monitored with two-way audio and

video communications to the main control room, which can view live,

record and playback with ‘train the trainer’ enhancements. There’s

a streetscape on site, which includes a fully equipped hospital

emergency room; a live fire campus, which offers various real-life

scenarios like service station or shipping fires; and an urban search

and rescue simulation, also known as ‘the rubble pit’.

The academy is a $20 million facility that’s about 10 years old (the

streetscape was added two years ago).

Delegates got an inside view of the complex scenarios that can

face emergency services personnel – in particular, the understanding

that on many occasions fire fighters or paramedics may be entering a

complex or situation in which they are likely to have little knowledge

of the materials involved in its construction, or what may be stored

inside.

Delegates also witnessed a live fire demonstration where a

simulated petrochemical fire at a service station was controlled by

three fire fighters.

Some of the difficulties faced by the centre management include

spalling of concrete due to constant high temperature burns, smoke

and oil contamination of exhaust systems, hazardous chemical

control due to the burning of materials containing chemical glues,

and kerosene and water mixed run-off from training, which must

be treated and separated before water can be returned to the

environment.

The centre is also close to the Brisbane airport so smoke control is

a serious issue to be managed for air traffic control.

Most delegates came away from the visit amazed at the extent of

training necessary and the difficulties faced with trying to manage

such a complex facility.

Those who opted for the half-day of site visits took in the

Ecosciences Precinct, Australia’s first centre dedicated to solving

some of the country’s biggest environmental issues. The tour

included the rooftop greenhouses and some of the specialised

laboratories, as well as giving delegates an insight into the building’s

special features from the architects and engineers involved in the

project.

The second part of the site visit was to the spectacular building

that houses the Gallery of Modern Art (GOMA). Delegates received

an exclusive behind-the-scenes tour of this architecturally acclaimed

building, which demonstrated the ways in which display spaces can

be changed, how environmental conditions are monitored and the

security management of valuable collections.



7ideaction11

Attendees didn’t have far to travel for some light refreshment

after their tour, as the GOMA was also the venue for the Chairman’s

welcome reception, sponsored by UGL Services, that evening.

Guests were able to enjoy stunning views over Kurilpa Point and

the Brisbane River whilst catching up with friends and colleagues

and making the most of the opportunity to network – the perfect

introduction to FMA Australia’s 22nd national conference before the

real work began the next day.

The conference was opened by Chairman Steve Taylor who gave a

few words of introduction as well as acknowledging the critical role

that the sponsors play in the staging of an event like ideaction11.

FMA Australia gives particular thanks to the platinum sponsor of the

conference, Workplace Access & Safety, whose generous support

helped to make the conference the success that it was.

Steve then introduced Steve Tighe, the opening keynote speaker,

sponsored by FM Innovations. Steve is a consumer foresight

specialist and Director of Chasing Sunrises, a foresight company

specialising in consumer trends and social change. As a practising

futurist, Steve studies the drivers of change and uses foresight

methods such as scenario planning to help clients create visions of

the future. Rather than looking to the past to make decisions about

their future, Steve enables

organisations to anticipate and

prepare for the future.

Steve’s expertise is in

understanding the drivers of

social change, in particular the

changing values and behaviours

of Australian consumers. Using

this knowledge, Steve gave

delegates the tools to rethink

future possibilities for the FM

industry. He offered a fresh

and inspiring perspective and

delivered a rousing introduction,

which set a positive tone for the

rest of the conference.

The ideaction11 conference

program was developed to reflect the strong base of knowledge

in the FM industry, but also to look to the future and consider the

possibilities as we seek to develop the skills and capacity of our

industry and turn ideas into action.

After receiving an overwhelming response to the call for papers,

the conference committee had a tough job selecting from the high

calibre of entries, and the resulting program was a reflection of the

standard of papers received. Speakers addressed a range of issues

relating to the industry, and there were certainly some thought-

provoking, and at times controversial, opinions raised.

Panel discussions are always a popular and well-attended part of

the ideaction conference, usually covering all sides of a story and

giving delegates a more balanced view on a particular subject. This

year was no different, with two panel discussions in the program

addressing very different topics. Chris Hunt (Jones Lang LaSalle) et

al discussed ways in which facility managers can balance the need to

maintain cost efficiency with implementing innovative solutions to

improve service quality. Attendees gained an insight into examples

of innovation that can be implemented relatively cost-effectively but

have shown an attractive return on investment.

The Project Zero panel, led by Ros Magee of Spowers, gave

Panel discussion

Laurie Reeves Michael GroomSteve Tighe



8 ideaction11

delegates an insight into the science of achieving a building with

‘zero emissions’, and the processes, technologies, strategies and

design employed in the pursuit of this target, which, although elusive,

they maintain is definitely achievable.

Several other sessions focused on various elements of the ever-

important sustainability issue, which of course is one of the principal

concerns of today’s facility managers, and must continue to underpin

a building’s daily operations. Issues addressed included the use

of energy rating tools and the responsibility of facility managers

to maintain certain performance standards; the impact of energy

performance contracts on facility managers and a no-nonsense

account of the ‘green’ marketplace: which organisations have really

adopted sustainable business practices, which have just applied a

liberal coating of ‘greenwash’, and how you can tell the difference.

Emergency management is a topic that has not been given a

great deal of coverage at past conferences; however, recent events

in Australia, New Zealand and across the world have demonstrated

how critical it is that facility managers have a full understanding of

the implications of such an event and are well-equipped to deal with

such a situation. Two sessions looked at emergency management:

one giving an overview of the legislative and standards framework

that governs obligations of building managers, owners and tenants/

occupants; and the other offering a first-hand insight into the

response provided by one of the largest maintenance providers in

Christchurch to the magnitude 7.1 earthquake on 4 September 2010.

Our Thursday lunchtime keynote speaker left the audience

with a definite sense of the ability to achieve anything if you set

your mind to it. On 10 October 1987, Michael Groom became

the first Australian to climb the world’s third highest mountain,

Kangchenjunga, without the use of bottled oxygen or Sherpa

support. This also marked the completion of a training program to

climb Mt Everest. But with every achievement there is a price to pay,

and Michael would pay dearly for this.

Michael survived an unfortunate accident that nearly crippled

him, but in 1993 he was able to achieve his childhood ambition of

climbing Mt Everest. Since then, Michael has gone on to climb the

world’s five highest mountains. On Australia Day 2000, Michael

received the Order of Australia Medal for his achievement in

mountaineering. Needless to say, Michael’s tenacity and ambition

were much admired by the audience, who

undoubtedly took great inspiration from his

heartwarming story.

For Friday lunchtime’s keynote speaker, we were

lucky enough to be able to welcome Dr Bruno

Valenti, who was visiting Australia as part of a

national lecture tour. Dr Bruno Valenti is a former

champion athlete and now a highly successful

businessperson, and one of Europe’s top peak

performance consultants. Sports Illustrated called

him the ‘Sports Psychologist to the Stars’ due to his

counselling of world champions in athletics, soccer,

basketball and golf, as well as being the inspiration

behind world champion motorcyclist Valentino

Rossi. For the past 14 years, Dr Valenti has been

the head psychologist for the Italian Olympic

team, as well as Italy’s triumphant 2006 World

Cup soccer team. His positive insights into how to

develop a resilient and optimistic mindset, manage

energy and time, and embrace change, were a

fitting close to a conference that focused on the

positive contributions that facility management can

make to the wider economy and environment… or so we thought!

As it turned out, the entire closing keynote had been a hoax, and we

had been duped by the ‘Corporate Imposter’! He was so convincing

in his delivery that the audience had no idea of his true identity until

he revealed himself at the end of the presentation.

Various other topics were covered in sessions and a full list of

papers and presentations given during the conference is available at

fma.com.au.

FMA Australia once again held a poster session as part of

the conference this year, following its successful introduction at

ideaction10 in Perth. The posters were on display throughout the

conference, and the authors were available at certain times to discuss

their poster subjects. The winner of the best poster was Dr Hilary

Davies, Deakin University, whose poster discussed whether facility

management is yet recognised as a profession in its own right, and

how this can be addressed.

Dr Bruno Valenti


Is Facilities Management a Profession Yet?

Image crisis

1 Professions Australia (2005), About Professions Australia: Definition of a Profession, http://professions.com.au/body.cfm?subID=41; 2 Evetts, J (2003), The Sociological Analysis of Professionalism: Occupational Change in the Modern World, International Sociology, vol. 18, no. 2, pp. 395- 415. 3 Valverde, F C (2004) Barriers that hinder the maturation of Project Management as a Profession in Australia, University of South Australia 4 Zillante G (2008) The Future of Building Surveying in Australia, Unpublished PhD thesis, Deakin University

FROM THIS TO THIS

Public and government acceptance of

FM as a profession requires education

Problem •  School leavers have no idea what a facilities manager does •  Australian culture typically values experience over education •  No incentive to gain qualifications

It is attractive to students and

young graduates

A high proportion of its members have degree level

education

It has accredited pathways for members without degrees to study towards

obtaining one

Recognition as a profession

Ingredients of a successful profession 4

Characteristics of Mature Professions 1,2,3 RICS RAIA CIOB AIQS ICAA FMAA

claim specialist knowledge and skills √ √ √ √ √ √

service oriented for the community good √ √ √ √ √ √

strict code of conduct and ethics √ √ √ √ √ √

set and test standards and competence √ √ √ √ √ ?

require continuing professional development √ √ √ √ √ ?

Government recognition and protection in law √ √ √ √ √ ?

Dr Hilary Davies BSc (Hons) FRICS Deakin University

RICS – Royal Institution of Chartered Surveyors; RAIA – Royal Australian Institute of Architects; CIOB- Chartered Institute of Building; AIQS – Australian Institute of Quantity Surveyors; ICAA – Institute of Chartered Accountants in Australia; FMAA – Facility Management Association of Australia

ideaction Best Poster



10 ideaction11

It is impossible to talk about the ideaction conference without

mentioning the Gala Dinner, which has become a key part of

conference proceedings, giving delegates the chance to unwind,

forget about work for a few hours and enjoy themselves in the

company of peers, some of whom they will only see once a year.

This year’s gala dinner, sponsored by Jones Lang LaSalle, was held

at the Victoria Park Golf Complex, offering breathtaking views of the

Brisbane city skyline. Guests enjoyed a fabulous three-course meal,

during which entertainment was provided by Nigel, who not only

supplied his own unique brand of comedy and magic, but who also

managed to remember the names of every single guest in the room!

Not once was he caught out, and the audience was left stunned by

his amazing feats of memory.

The Gala Dinner also played host to the annual FMA Australia

branch awards, which were announced by Steve Taylor, FMA

Australia Chairman, and Steve Jones, FMA Australia Vice Chairman.

2011 FMA Australia Australian Capital Territory Branch Member of the YearWinner: Ami Sudjiman, GHD Pty Ltd Ami has been actively involved with the Australian Capital Territory

branch for almost a decade. She is recognised as a leading figure

in Canberra’s FM industry and has served on and off the ACT

committee for many years. She has just taken back the Chairmanship

of the committee and is now working tirelessly with a new

committee to move the ACT branch forward. The award recognises

all the hard work Ami has put into both the FM Industry and FMA

Australia.

Ami was unfortunately unable to attend the Gala Dinner and her

award was therefore collected by Chairman Steve Taylor on her

behalf.

2011 FMA Australia New South Wales Branch Member of the YearWinner: Shane McIntosh, MySmart Pty Ltd Shane is a respected motivator and leader within the state’s FM

industry, and is the ‘go-to’ man for many FMA Australia activities.

He is a tireless contributor to all activities of the New South Wales

branch and has been on the committee for three years, during which

time he has undertaken a variety of roles for FMA Australia, both on

and off the committee. He demonstrates leadership, contribution,

personal involvement and commitment to FMA Australia and

has been instrumental in initiating the relationship between FMA

Australia and DECCW.

Shane’s award was collected by Chairman Steve Taylor.

CoNTiNued oN PAge 12



11clIent Feature Xclient feature

The proposal by the

Federal Government

to introduce a price on

carbon offers potential for

business to attribute the cost of

their carbon footprint directly to their

cost of production rather than as a cost of

business development or corporate social

responsibility. Hence, the relative carbon

impact of new plant versus different maintenance

programs could be directly comparable.

How other costs are accounted for may also change. Although the

budgeted cost of energy often far outweighs that for maintenance,

an ill directed maintenance regime allowing plant and facilities to

operate with inefficient resource consumption and multiple, random

service calls will impact this significantly.

On this basis the traditional facilities maintenance program,

determined by balancing criticality of asset performance, empirical

maintenance volume, direct cost and the strategic importance of

internal versus outsourced provision could also be evaluated on total

environmental impact.

Significant literature supports that in many cases a well constructed

preventative maintenance schedule will lower net maintenance

cost and improve client satisfaction. Factoring in the relative

environmental impact of these programs indicates that the same

could be true in terms of carbon footprint.

Urban Maintenance Systems (UMS) is a long term, experienced

provider of Facilities Management and Infrastructure Maintenance

Services across a range of Government, Industry and Corporate Real

Estate Sectors. UMS, certified to Quality ISO9001, Environmental

ISO14001 and OH&S AS4801 systems, can provide tailored advice on

a maintenance program for your business which not only maximises

asset utility and life but reduces your carbon footprint and net

maintenance cost.

For more information contact:



Web: www.ums.com.au

Enduring Partnerships Driven by Safety and Service Excellence

Maintenance PrograM iMPact on

carbon FootPrint

®

The proposal by the

Federal Government

to introduce a price on

carbon offers potential for

business to attribute the cost of

their carbon footprint directly to their

cost of production rather than as a cost of

business development or corporate social

responsibility. Hence, the relative carbon

impact of new plant versus different maintenance

programs could be directly comparable.

How other costs are accounted for may also change. Although the

budgeted cost of energy often far outweighs that for maintenance,

an ill directed maintenance regime allowing plant and facilities to

Maintenance PrograM iMPact on

carbon FootP

315570AE_UMS | 1703.indd 24 5/9/11 12:12 PM1703_Facility Perspectives.indd 11 5/30/11 1:50 PM


12 ideaction11

2011 FMA Australia Queensland Branch Member of the YearWinner: Neil Wood, Brisbane City CouncilNeil has been involved in many aspects of the world of facility

management. A very committed member of the branch, he is a major

contributor to the advancement of education in the FM arena.

Neil has put many hours into the development of the Diploma

of Facilities Management, and also worked tirelessly on the call for

papers selection panel for this year’s ideaction.

2011 FMA Australia South Australia Branch Member of the YearWinner: Suzy Donnellan, Programmed Facility ManagementSuzy has inspired members in South Australia with her impressive

‘can-do’ attitude, effective communication skills and dedication to

the growth of FMA Australia’s South Australia branch.

Suzy’s efforts in promoting FMA Australia within South Australia’s

FM community have been exceptional, and she has helped to attract

new members and open up the branch to new activities.

Chairman Steve Taylor accepted Suzy’s award on her behalf.

2011 FMA Australia Victoria Branch Member of the YearWinner: George Stamas, GJK Facility Services George has impressed his fellow Victorians with his commitment to

the Victorian branch and FMA Australia. He has always encouraged

and mentored fellow committee members to facilitate the best

possible outcomes. He has demonstrated leadership, personal

involvement and commitment to FMA Australia through his

continuous involvement in the facility managers education programs.

His contribution to so many areas of FM has ensured that the

industry continues to go from strength to strength.

2011 FMA Australia Western Australia Branch Member of the YearWinner: John Monahan, Centro PropertiesJohn is a dedicated member of the branch committee and a prolific

contributor to the profile and events of the Western Australian

branch. He is enthusiastic about ensuring FM industry news is

continually promoted, both through his regular contributions to

branch news in FMA Online and to his contribution of topics and

activities for the branch events.

John was not in attendance at the Gala Dinner and the Chairman

therefore received his award on his behalf.

2011 FMA Australia Corporate Supporter of the YearWinner: GJK Facility Services The Corporate Supporter of the Year award recognises the generous

support provided to FMA Australia through financially supporting,

attending and participating in events and through unstinting

contribution to the facility management industry. FMA Australia is

very fortunate to have many corporate supporters; however, the

support of GJK Facility Services has this year proven invaluable.

The award was collected by Lou la Delfa on behalf of GJK Facility

Services.

2011 FMA Australia Branch of the YearWinner: VictoriaThe criteria for the Branch of the Year award is comprehensive and

involves many variables including branch membership, number of

events held, attendance at those events and profitability.

Against the criteria for this award, the Victorian branch performed

better than others, in particular regarding:

1. Profit per member;

2. Number of events held as a percentage of branch membership;

3. Attendances at branch events and income generated compared

to its membership base;

4. Branch membership growth through a combination of new

members and retention of existing;

5. Financial performance compared with the previous year.

Neil Wood accepts his award from Chairman Steve Taylor

George Stamas accepts his award from Steve Taylor

Lou la Delfa and Chairman Steve Taylor

Representatives from the Victorian branch

CoNTiNued FroM PAge 10



90,000 ASSETS, 10,000 FACILITIES,121 BASES AND A CONTINUING COMMITMENT TO EXCELLENCE

PH: 02 9322 2000 WEB: www.au.brookfield.com

office buildings, workshop facilities, live-in accommodation, messes, warehousing, carparks, teaching and conference facilities, childcare facilities, hospitals, wharf/docking facilities, airfields, fuel farms, recreational fields and equipment, gymnasiums and swimming pools, firing ranges, vast areas of bushland and fencing, specialist training facilities, chapels, research and test facilities, armouries, fire stations, museums, libraries, cinemas, sewage and water treatment plants, substations and high-voltage infrastructure,and data/communications/transmission facilities.

Brookfield Multiplex Services has been providing comprehensive maintenance services to the Department of Defence for more than 10 years.

The market-leading property and facilities management company won its first contract for the Department of Defence’s Sydney region in 2000, at that time as part as a joint venture with John Holland and under the brand of Defence Maintenance Management (DMM). A year later DMM acquired the Shoalhaven portfolio. The contracts were merged to form the new Northern NSW region, one of five of the larger national regions.

In 2007, DMM won the Department of Defence’s Southern Victoria contract and has subsequently been successful in maintaining these contracts. Combined, the three portfolios comprise 121 bases, more than 10,000 individual structures and facilities and approximately 90,000 items of fixed plant and equipment.

Services provided include hard facilities management, project management, Help Desk services, fixed plant and equipment maintenance and Engineering Operations. Specialist considerations include:

- Heritage regulations for facilities such as the historic Victoria Barracks in Paddington and Victoria Barracks in Melbourne

- Issues surrounding OH&S, asbestos and environmental management, including Environmentally Sustainable Design

- Compliance with statutory regulations such as Civil Aviation Safety Authority requirements and the Defence Aviation Safety Manual

- The need for 24/7 site availability - The requirement for Plant Special Licences and

Defence security clearance levels for subcontractors.

DMM REBRANDS TO BROOKFIELD MULTIPLEX SERVICES

In 2011 DMM is rebranding to Brookfield Multiplex Services, bringing the benefits of the market-leading Brookfield Multiplex Services brand to the Department of Defence portfolio. This rebranding coincides with the Department of Defences’ own Strategic Reform Program.

The expansion of Brookfield Multiplex Services’ service delivery into the Central Northern NSW region, as well as its centrally based Property Service Centre, enables it to capitalise on these arrangements. Commensurate with Defence’s new priorities, the company is in the process of establishing a Relationship Hub. This will simplify and standardise processes, ensure consistency of approach, promote synergies and eliminate inefficient variances between the regions.

BROOKFIELD MULTIPLEX SERVICES MANAGES A DIVERSE RANGE OF PROPERTY ASSETS FOR THE DEPARTMENT OF DEFENCE INCLUDING:

315572AE_Brookfield Multiplex | 1703 HIGHRES.pdf 1 4/7/11 10:11 AM



14 ideaction11

2011 FMA Australia National Member of the YearWinner: Trish FerrierThis is FMA Australia’s most important individual recognition award.

Trish has displayed exceptional commitment and dedication to FMA

Australia over the past 12 months, and has tirelessly undertaken

additional responsibilities for the benefit of a larger group of

members and the reputation of FMA Australia.

She has contributed to the success of branch activities and has

driven change in the way FMA Australia has viewed education and

industry credentials. Trish has worked tirelessly with FMA Australia

national staff and educational bodies on the development of the

Diploma for Facilities Management, and as a CFM has become a

mentor to those who wish to undertake the credential.

Whether contributing to a request from the Policy Advisory Group,

checking the syllabus for a unit in the diploma or assisting in a branch

activity, time spent on requests from FMA Australia has never been

an issue for Trish.

A highly accomplished and well credentialled facility manager, as

well as being a fantastic ambassador for the Association, Trish is a

most deserving winner of the 2011 FMA Australia National Member

of the Year Award.

In addition to the branch awards, this year two additional awards

were given.

The FMA Australia Chairman’s award was first awarded in 2006.

The award criteria are for recognition for outstanding commitment,

leadership and contribution to FMA Australia and the FM industry.

This award was presented to Stephen Ballesty, Rider Levett Bucknall,

a loyal and valued member of FMA Australia, who has worked

tirelessly at branch, national and now international levels.

Stephen is a past committee member, board member, Deputy

Chairman of the former Australian Government’s FM Action

Agenda, one of the first FMA Australia recipients of the international

credential CFM, past Chairman of FMA Australia and now the

Chairman of the IFMA Foundation – the first person outside North

America to serve as the foundation’s chair.

Stephen was also awarded life membership of FMA Australia for

his contribution to the FM Industry.

With the awards presentation completed, all that remained for the

rest of the evening was for guests to get down on the dancefloor to

the sounds of Midnight Groove, and, for a game few, to continue the

festivities at the casino.

Don’t forget to visit fma.com.au to see photos from throughout the

conference.

FMA Australia wishes to thank all the sponsors and supporters of

ideaction11.

Platinum sponsor

Workplace Access & Safety

Gala Dinner sponsor

Jones Lang LaSalle

Chairman’s welcome reception sponsor

UGL Services

Opening keynote sponsor

FM Innovations

Keynote sponsors

AG Coombs

Pink Hygiene Solutions

Concurrent sessions sponsors

Leighton Contractors

SGS

Lanyard sponsor


Exhibitors

EnviroFresh

Nuflow

Dyson

RUD Chains

RFID Asset Management Services

BEIMS

FSI

Judd Farris

UNE Partnerships

The Service Manager

All images courtesy of

Larry Pitt

Trish Ferrier accepts her award

Stephen Ballesty with Chairman Steve Taylor




15clIent Feature

Building managers play a key role in helping building owners

meet their obligations under the Building Energy Efficiency

Disclosure Act 2010 (the Act). The mandatory obligations

under the Act commenced on 1 November 2010 and require most

sellers or lessors of office space of 2,000 square metres or more,

to obtain and disclose an up-to-date energy efficiency rating. Some

exceptions and exemptions apply.

From 1 November 2011 a full Building Energy Efficiency Certificate

(BEEC) will need to be disclosed. BEECs are valid for 12 months,

must be publicly accessible on the online Building Energy Efficiency

Register, and include:

3 a NABERS Energy star rating for the building;

3 an assessment of tenancy lighting in the area of the building that

is being sold or leased; and,

3 general energy efficiency guidance.

The NABERS Energy star rating (exclusive of GreenPower) must

also be included in any advertising for the sale, lease or sublease of

the office space.

Obtaining a building’s first NABERS Energy star rating can take

several months and requires 12 months worth of energy use data—

which means being able to access

the past year’s records of energy

bills (e.g. electricity, gas and diesel

if the building also has generators).

As a building manager you may be

responsible for this data—do you

have it readily available?

NABERS assessments improve

understanding about energy costs,

where savings can be made, and

how to improve the building’s

performance and rating.

For more information visit the

Commercial Building Disclosure

program website at

http://www.cbd.gov.au/

client feature

Mandatory reporting requireMents for coMMercial buildings

Are you managing, selling, leasing or subleasing commercial offi ce space?National legislation for commercial offi ce buildings commenced on 1 July 2010*. From 1 November 2011, the Act will require that before sale, lease or sublease, commercial office buildings with a lettable area of 2000m2 or more, will need to disclose an up-to-date energy efficiency rating in a Building Energy Efficiency Certificate (BEEC). BEECs are valid for 12 months, must be publicly accessible on the online Building Energy Efficiency Register, and include:

• a NABERS Energy star rating for the building

• an assessment of tenancy lighting in the area of the building that is being sold or leased; and

• general energy efficiency guidance.

The NABERS Energy star rating must also be included in any advertising for the sale, lease or sublease of the office space.

The legislation will create a more informed property market and stimulate demand and investment in energy efficient buildings.

For more information about the Commercial Building Disclosure program visit www.cbd.gov.au or email [email protected]

*Building Energy Efficiency Disclosure Act 2010

thinkchange

AG43947

315576E_Dept of Climate Change | 1703.indd 2 4/27/11 10:33 AM1703_Facility Perspectives.indd 15 5/30/11 1:50 PM


16 ideaction11



17ideaction11



18 green WorksPaces

Let me paint a picture. It’s 9:00 am and you’ve

just enjoyed an invigorating ride to work;

you’ve showered and changed in the special

facility for cyclists, stowed your bike securely and sat

down at one of the many hot-desks available.

As you look around the open-plan office, you

notice the natural light streaming through large

windows. The air is fresh, and the variety of potted

plants brings nature indoors. Colleagues are

gathering in collaborative, open-plan meeting spaces,

and the office is a productive and pleasant place in

which to work.

You may not pay particular attention to the water

tanks, the greywater system or the office worm farm,

the recycling stations or the design that minimises

energy consumption and greenhouse gas emissions.

Instead, you adjust the ventilation and lighting

at the workstation you’ve chosen for the day, and

glance out at the pleasing view of the outdoors

before turning on your laptop and settling down to

work.

Does this sound like the workspace of the future?

In fact, this scene is being acted out all over the

country, as more businesses move into Green Star-

rated offices.

The idea that most people prefer working in an

environment with lots of natural light and fresh air,

access to views of the outdoors, and control over

individual workspace temperature and lighting,

seems obvious. After all, who would choose a

workplace that’s dark, dreary and airless? But does a green office

actually encourage employees to work harder and smarter? The

evidence we have suggests that it does.

Numerous studies over the years, both in Australia and

internationally, have found that better indoor environment

quality (IEQ) in buildings reduces sick leave and improves worker

productivity and health. Typically, these gains vary between two and

10 per cent per worker – but they can sometimes be much more.

At Council House 2 (CH2), Australia’s first 6 Star Green Star –

Office Design rated building, good design and a comfortable and

functional office environment have led to a 10.9 per cent annual

productivity improvement. The post-occupancy survey estimated

that the productivity gains were worth around $2 million a year.

Similarly, sustainability and engineering consultancy Umow Lai has

recorded a 13 per cent increase in productivity since moving to its

new green headquarters in Melbourne. Managing Director, Dominic

Lai, said that the productivity benefits have ‘effectively paid for the

cost of our new fitout.’

While good IEQ boosts productivity, poor IEQ contributes to

increased sick leave and staff turnover, reduced productivity and

negative employee attitude. The CSIRO has estimated that poor IEQ

costs the Australian economy $12 billion a year. The OECD suggests

that illness – such as asthma, headaches and allergies – associated

with indoor air pollution is now one of the most acute problems

related to building activities around the world.

The Victorian Building and Plumbing Commission recently asked

Allen Consulting Group to model the impact of two, five and 10

per cent productivity gains from IEQ on the businesses occupying

the 1800 commercial offices within the City of Melbourne. These

benefits were then compared with estimates of the cost of

retrofitting buildings to a 4.5 star NABERS rating or a 4 to 5 star

Green Star rating.

WOrkSPACES OF THE FUTUrETONy aRNEL, ChaiRMaN, gREEN BUiLdiNg COUNCiL Of aUsTRaLia

Umow Lai offices

... does a green office actually

encourage employees to work

harder and smarter? The evidence

we have suggests that it does.



19green WorksPaces

The results? For an initial outlay of around $1.9 billion for a green

retrofitting program, the payback would be $223 million per year for

a two per cent productivity gain, $557 million each year for a five per

cent productivity gain and a massive $1.1 billion return in one year

if a 10 per cent productivity gain was realised. This translated into a

payback period of 8.8 years for a two per cent gain, 3.5 years for a

five per cent, and 1.8 years for a 10 per cent gain.

The reason for this is simple. Staff productivity gains generate

a much larger business benefit than energy or other resource

savings, as staff salaries account for up to 85 per cent of costs in

a typical commercial office. In comparison, energy costs usually

amount to around one per cent of the office budget. A one per cent

productivity improvement – or five minutes each day – can mean an

additional 18 hours and 20 minutes a year for each person working

in a commercial office.

Green workspaces can also help attract and retain talented

employees. Findings from a 2008 Deloitte survey of organisations

that had undergone at least one green building retrofit in the United

States found that 93 per cent of respondents found it easier to attract

talent after their renovation, with 81 per cent reporting greater

employee retention. Every company surveyed reported an increase

in goodwill and brand equity.

Seemingly simple measures, such as providing space and facilities

for cyclists, can support employees’ health and reduce carbon

emissions – and act as a valuable employee inducement.

The Colliers International Office Tenant Survey 2010 found that

tenants gave a rating of 7.1 out of 10 to the importance of providing

bike racks and showers within a building to attract and retain staff.

This was one of the most significant growth indicators, increasing by

12.7 per cent since the 2005 survey.

Green Star encourages the development of bicycle facilities,

offering extra points if secure bicycle storage is provided for five per

cent of building staff and if there is one accessible shower per 10

bicycle spaces.

The 5 Star Green Star refurbishment of the NAB building at 500

Bourke Street in Melbourne included an upgrade of cycling facilities,

such as a secure bicycle cage with 300 spaces, 30 showers and

400 lockers. NAB’s Group Executive of Group Business Services,

Gavin Slater, said the bank recognised that ‘sustainability is not

only important for the environment, but for the long-term growth

and resilience of our business. We encourage our people to make

sustainable choices in their everyday lives and are committed to

providing the necessary support and facilities for our people to

maintain a healthy lifestyle.’

Being green is not the preserve of the occupants of new buildings,

either. Simple measures like ditching the fake greenery for live

plants can add both beauty and oxygen to the atmosphere. A study

out of the United States has found that office productivity increased

by as much as 12 per cent when people performed tasks in a room

with plants.

Australian research carried out by the National Interior Plantscape

Association and Professor Margaret Burchett at the University of

Technology, Sydney, has found that pots of indoor plants such as

Zanzibar (Zamioculcas), Peace Lilies (Spathiphyllum), Mother-in-

law’s Tongue (Sansevieria) or Parlour Palm (Rhapis) can cleanse the

air of harmful chemicals and decrease carbon dioxide levels.

Reprogramming the thermostat is another simple but effective

measure in existing buildings. Each degree warmer you leave the

thermostat in summer, and each degree cooler you set it in the

winter, can save up to 10 per cent in energy costs.

And finally, consider rearranging desks and office furniture around

windows and skylights. Providing a majority of employees with

access to daylight can reduce energy use and create a more inviting

workplace.

As far as I can see, the science fiction writers can have their high-

tech hubs of 3D virtual reality. Tomorrow’s workspaces will hark

back to the common sense design principles of yesterday – and we’ll

be all the better for the natural light, fresh air and windows onto the

world.

Umow Lai green wall

Seemingly simple measures, such

as providing space and facilities

for cyclists, can support employees’

health and reduce carbon emissions

– and act as a valuable employee

inducement.



20 clIent Feature

Sony Australia is a company acutely aware of their

environmental responsibility as a manufacturer. According

to their Facilities Manager, Lisa Arnold, “When we were

looking for like-minded companies to help us with our head office

refurbishment, we couldn’t go past InterfaceFLOR.”

Lisa was impressed with interfaceFLOR’s sustainability

commitment, and knew it would work in parallel with their own

environmental initiatives. In their Global Road to Zero initiative, Sony

aims to achieve a Zero Environmental Footprint by 2050.

Even though Lisa had worked with InterfaceFLOR before, she

wasn’t aware of their carpet reclamation program, ReEntry™. “Once

we learned our old carpet tiles wouldn’t go to landfill, and that our

new carpet tiles were guaranteed not to go to landfill in the future, it

was a very easy decision.” Lisa says, “We were happy to work with

them on the whole project, from start to finish.”

For their sustainable procurement choices, Sony Australia

received certification of their participation in ReEntry™, and

authentication of their new carpet as 100% climate neutral. Lisa

recalls, “The certificates told us exactly how much our decision to

use InterfaceFLOR had saved the environment. It made us feel pretty

good.”

As well as participating in ReEntry™, Sony also used

InterfaceFLOR’s Renovisions® service, which enables buildings to

be refurbished while still occupied. The floor was virtually replaced

overnight, enabling Sony’s productivity to continue without

disruption. “There was no need to move out, move furniture or even

disconnect power” said Lisa, saving them time and money.

Renovisions® can cut carpet replacement costs by up to 50 per cent.

To find out how much you can save on your next refurbishment call

1800 008 101.

For more information on InterfaceFLOR’s ReEntry carpet reclamation

program, visit www.interfaceflor.com.au.

client feature

SUSTAINABLE RETROFITTINGSustainability conscious companies are finding solutions to the significant environmental impact of

retrofitting by partnering with like-minded manufacturers.

‘We were impressed

with InterfaceFLOR’s

sustainability

commitment, and

knew it would work

in parallel with our

own environmental

initiatives.’

Lisa Arnold, Facilities Manager

Sony Australia

315640E_Interface Flor | 1703.indd 2 5/13/11 10:22 AM1703_Facility Perspectives.indd 20 5/30/11 1:51 PM


21green WorksPaces

NABERS is an initiative of all Australian state and territory

governments and is managed by the New South Wales

Office of Environment and Heritage (OEH). NABERS has

been at the forefront of the national environmental performance

assessment process with some 51 per cent of the nation’s office

space rated through NABERS.

The tools measure the operational performance of buildings in

comparison to the wider market, using a simple rating system of 1 to

5 stars.

Facility managers are increasingly recognising the benefits of the

NABERS suite of tools and the opportunities for improvement they

can unlock. The tools, which for offices include Energy, Water, Waste

and Indoor Environment, encourage innovation and best practice to

improve the performance of buildings. The tools can generally be

applied to base building, whole-of-building or tenancy scenarios.

Manager Built Environment – OEH, Yma ten Hoedt, said that

a NABERS rating tells you how efficiently a building is operating

compared to other buildings in the marketplace.

‘Building owners use a NABERS rating as a benchmark for

measuring improvement and communicating their achievements,’

said Ms ten Hoedt.

Taking the inside into accountWhen building, refurbishing or retrofitting a workspace, commercial

building owners and tenants alike are becoming increasingly aware

that creating green workspaces not only helps the bottom line, but

also improves employee productivity.

A building that uses less water and power costs less to run.

FACIlITy MANAGErS: TAkING ON THE ENVIrONMENTAl CHAllENGE

Facility managers are stepping up to the challenge of improving the environmental performance of the

buildings and portfolios they manage through the implementation of a range of cutting edge initiatives.

In order to benchmark, measure and improve performance, the National Australian Built Environment

Rating System (NABERS) tools are proving invaluable.

One of the first three buildings to be rated with an Indoor Environment rating, 101 George Street, Parramatta was rated 3.5 stars



22 green WorksPaces

In addition to the NABERS Energy and Water, more and more

facility managers are investigating an Indoor Environment rating

to educate and assist owners in benchmarking improvements

that generate higher productivity and enhance wellbeing among

employees.

Some indoor environments are controlled by the design of the

building envelope and building services, but many of them are

strongly influenced by management decisions and actions.

An Indoor Environment rating assesses the relationship between a

building’s indoor environment quality and the comfort and wellbeing

of its occupants by analysing:

3 Thermal comfort – temperature, relative humidity and air speed.

Thermal comfort is directly linked to people’s productivity and

is important for their comfort and wellbeing. There are well-

accepted ‘comfort’ ranges for temperature, air speed and relative

humidity.

3 Air quality – ventilation effectiveness and indoor pollutants.

Indoor air quality is a major concern to building managers,

tenants, and employees because it can impact the health,

comfort, wellbeing and productivity of building occupants.

Research shows a strong relationship between good indoor air

quality and people’s performance at work.

3 Acoustic comfort – ambient sound levels.

Acoustic conditions directly affect occupant satisfaction and

productivity. One research study shows that over 50 per cent of

occupants in office cubicles think that noise levels interfere with

their ability to get their job done.

‘Research indicates a strong link between a good indoor

environment and improved productivity and reduced absenteeism,

potentially leading to substantial financial benefits,’ Ms ten Hoedt

said.

To manage and address potential maintenance and design

problems relating to the quality of the indoor environment in office

buildings, the Property Council of Australia (PCA) recommends:

3 Good building design and layout to avoid, for example, the

obstruction of air outlets, excessive occupant densities or poor

zoning of equipment or activities;

3 Ensuring proper system commissioning to avoid future indoor

environment problems;

3 Ensuring good operation and management of the HVAC system;

3 Controlling pollutants by preventing their entry into the building

and diluting pollutants using the ventilation system and removing

or replacing pollutant sources;

3 Ensuring good cleaning methods and procedures remove dust

and other pollutants and minimise the introduction of pollutants

through cleaning products or pest control;

3 Maintaining high standards in management practices – keeping

logbooks and maintenance records up-to-date, and recording,

managing and acting on complaints appropriately; and

3 Establishing and maintaining good communication between

tenants and building management to support an effective

working relationship.

Benefits of green workspaces‘In an environment where capital for new build projects is still

scarce, the focus for Australia’s property owners is on improving

environmental performance of existing stock and looking for cost

effective refurbishment options,’ Ms ten Hoedt said.

‘Reducing operational costs has become a priority for the

commercial building sector, and the NABERS tools are essential to

meeting this objective,’ she said.

For instance, fitout lighting that accounts for more than 60 per

cent of the average tenant’s energy costs and represents the greatest

opportunity for energy savings. Tenancies that make good use of

natural light and efficient lighting design can also reduce energy bills.

Your annual NABERS tenancy rating will tell you how well you are

tracking towards achieving your energy saving goals.

As at June 2010, more than 51 per cent of the national office

market had been rated with NABERS Energy.

Approximately a quarter of the water consumed by Australia’s

commercial buildings is due to leaks and wastage. Water-based air

conditioning systems can account for around a third of the building’s

total water consumption. A NABERS Water rating can unlock

significant opportunities to reduce water consumption and lower

operational costs.

As at June 2010, 35 per cent of the national office market

had been rated with NABERS Water and the take-up of this tool

continues to grow.

A NABERS Waste rating measures your waste avoidance.

Reducing waste benefits the environment and is a cost-saving

opportunity. Waste management costs are often passed on to

tenants and a comprehensive waste minimisation and recycling

system can generate significant savings. NABERS Waste is crucial

to informing the development of a waste management system.

While cutting pollution levels, it will also set a positive example for a

business and its employees.

Opportunities presented by the NABERS Energy, Water and

Waste tools are being investigated by a growing number of facilities

managers alongside the Indoor Environmental tool as part of a

more holistic approach to reducing the environmental impact of the

buildings and workspaces they manage.

Make friends with NABerSAustralian governments have led the way internationally in the

development of the NABERS tools. Since its introduction 10 years

ago, NABERS has been instrumental in reducing the impact of

the built environment and taking proactive measures to improve

efficiency, lower costs and reduce emissions in the commercial

building sector.

If you haven’t already considered a NABERS Indoor Environment

rating, what are you waiting for?

For more information on NABERS, or to find an accredited assessor,

visit www.nabers.com.au.

Incorporating the NABERS Indoor Environment tool into CFSGAM’s day-to-day operations was a logical move. 60 Castlereagh Street, Sydney has a 4 star NABERS Indoor Environment rating



23clIent Featureclient feature

The Council of Australian Governments (COAG) released the

“National Strategy on Energy Efficiency” in July 2009. The

Strategy includes measures to help raise the energy efficiency

of existing buildings through voluntary action in response to better

information about building energy use.

COAG anticipates that in the near future six, seven and eight star

buildings, or equivalent, will become the norm in Australia, not the

exception.

Important things to know about the government changes...As a first step, Governments have agreed to the following measures,

subject to a Regulatory Impact Analysis:

3 Significantly increasing energy efficiency requirements for all

classes of commercial buildings in the Building Code of Australia

(BCA) from 2010;

3 Increasing energy efficiency requirements for new residential

buildings to target a minimum of six stars, or equivalent, in the

BCA 2010 update, to be implemented by May 2011.

3 Phasing in mandatory disclosure of the energy efficiency of

commercial buildings and tenancies commencing in 2010;

3 Phasing in mandatory disclosure of residential building energy,

greenhouse and water performance at the time of sale and

lease, commencing with energy efficiency by May 2011.

Change your glass to change your star rating...An 18-month independent

study has concluded that

in many areas of Australia,

typical Australian homes

can achieve an increase of

up to 2-2.5 stars of energy

efficiency simply by changing

from the worst-performing

windows to the best-performing

windows.

Key findings from the study:

3 Moving from the worst-performing

windows to the best-performing windows can increase the star

rating of typical houses in many parts of Australia by up to 2-2.5

stars

3 Applying passive solar design principles in glass can provide

further improvement by up to 1 star

3 Different locations within Australia require different glazing

solutions, and within that, even different orientations of the

building benefit from different window solutions.

Call Express Glass today to find out how changing your existing

glass to energy efficient glass can save you money.

Ph: 1300 666 234. www.expressglass.com.au

The fuTure of energy efficiency

The FM Specialists

Green window solutions

Real Time updates & communication

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Proud supporter of the FMA

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316165AE_Express Glass | 1703.indd 2 4/5/11 12:24 PM1703_Facility Perspectives.indd 23 5/30/11 1:51 PM


24 case study: green WorksPaces

NABerS takes a look inside

A healthy and comfortable indoor environment is key to

attracting and retaining tenants, while costs associated

with poor indoor environment quality can be avoided

by monitoring and improving indoor environment performance.

NABERS Indoor Environment (IE) is the world’s first indoor

environment performance rating tool. It provides building

managers, owners and occupants with an understanding of the

indoor environment quality of their office buildings, allowing

problems to be addressed and improvements to be made.

Colonial First State Global Asset Management (CFSGAM)

played a key role in the development of the NABERS IE

tool from a grassroots level. Its involvement with the new

NABERS IE tool was a natural fit, as sustainability is already a

key component of its asset management strategy. CFSGAM

currently uses NABERS Energy and Water tools to monitor

operational performance and set targets that ensure CFSGAM’s

property portfolio has minimal operational impact on the

environment.

‘The use of NABERS IE demonstrates that CFSGAM is

serious about the indoor environment of its buildings and is

committed to improving the workplace experience it provides

for occupants.

‘NABERS IE is an effective tool to measure indoor

environment performance. By getting involved in its

development, CFSGAM has ensured that the tool is relevant to

our needs,’ said Rowan Griffin, CFSGAM Head of Sustainability,

Property.

Hitting targets with NABerS ieTo identify indoor environment improvement opportunities,

CFSGAM took part in the NABERS IE pilot program and assisted

in the development of the tool.

CFSGAM uses the NABERS tools to set performance targets

for every building in its portfolio. Each property has its own

individual operational performance strategy in place, which

incorporates NABERS tools. Monthly snapshots are taken to

ensure that short-, medium- and long-term NABERS targets are

on track, while a range of controls and technical reviews are

used to identify opportunities for improvement.

‘The operational performance of our entire portfolio is an

ongoing consideration, from both a sustainability and business

perspective. To maximise this performance, it’s critical to

continue to drive improvements.

‘Indoor environment performance is an important component

of operational performance and, based on our strategic use of

the existing NABERS tools, incorporating the NABERS Indoor

Environment tool into our day-to-day operations was a logical

move,’ said Mr Griffin.

Three office buildings across two of CFSGAM’s funds – the

listed Commonwealth Property Office Fund (CPA) and the

wholesale Direct Property Investment Fund (DPIF) – were part

of the NABERS IE pilot program.

GOING GrEEN FrOM THE INSIDE OUT

CFSGAM is serious about the indoor environment of its buildings and is committed to improving the workplace experience it provides for occupants. 367 Collins Street, Melbourne has a 3.5 star rating.



40

62.A

pr1

1.A

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ORIO0040 297x225_4062.Apr11.ALL.indd 1 4/14/11 3:35 PM317611A_Origin | 1703.indd 1 4/27/11 10:52 AM1703_Facility Perspectives.indd 25 5/30/11 1:51 PM


26 case study: green WorksPaces

The following buildings were the first to be rated with NABERS IE

and achieved good ratings:

3 60 Castlereagh Street (CPA) 4 stars

3 101 George Street (CPA) 3.5 stars

3 367 Collins Street (DPIF) 3.5 stars

These three buildings are managed by CFSGAM, with Jones Lang

LaSalle performing property and facilities management. The NABERS

IE base building rating on each of the properties was conducted

by QED Environmental Services, a long-term air quality provider

to CFSGAM, who were also involved in the development of the

NABERS IE tool prior to its official release.

Obtaining a NABERS IE rating is a simple, cost-effective process

and unlocks long-term savings potential for building owners and

managers. An assessor is engaged to take samples, collect the

data, calculate the results and submit ratings to the Department of

Environment, Climate Change and Water (DECCW) for accreditation.

A list of NABERS-accredited assessors can be found on the

NABERS website. All assessors must meet strict selection criteria

and have undertaken a training session and assessment to obtain

accreditation.

NABerS ie: the foundation for improvementCFSGAM has embedded NABERS IE into its asset management

strategy. It is in the process of benchmarking each of its properties,

and the tool is being built into each asset’s Operational Performance

Strategy.

The benchmarking process involves a review of fitout guidelines

and green lease models across the entire portfolio. Again, NABERS IE

will be embedded into these guidelines as the key measurement tool

and benchmark to drive improvements.

Together with QED Environmental Services, CFSGAM uses

NABERS IE to monitor and improve existing air quality systems with

a view to driving better performance across the portfolio. The group

will continue to roll out NABERS IE ratings for its assets, with the

aim of achieving ratings for the entire portfolio within the next three

years, dependent on market variables and tenant demand.

NABERS IE is also being integrated into CFSGAM’s investment

property management schedule. Recognising the importance tenants

place on sustainable office accommodation, and that NABERS

IE enables tenants to understand the quality of the office indoor

environment for the first time, CFSGAM is using NABERS IE when

analysing the lease expiry profile for each asset. This will ensure all

assets are in optimum condition when available for lease.

CFSGAM is also in the process of engaging a consultant to develop

Indoor Environment Improvement Plans based on the data from the

NABERS IE rating.

‘Obtaining the rating allows CFSGAM to easily identify areas

that could be improved, helping to drive long-term environmental

improvements.

‘We recognise that indoor environment quality is an important

element in a building’s overall environmental performance, and key

to the wellbeing of its occupants, but it’s also crucial in terms of

an asset’s ability to attract and retain tenants. NABERS IE enables

CFSGAM to continue to offer leading sustainable office space to the

market.

‘A proactive approach is essential. NABERS IE ratings reflect the

efforts and measures we’ve taken over a 12-month period. We

need to continually monitor systems and procedures and implement

identified improvement opportunities to match or improve an

existing rating,’ said Mr Griffin.

Obtaining and improving NABERS IE ratings can also assist with

asset disposal, as having systems in place to reduce operational costs

can be reflected in the increased value of the asset.

CFSGAM envisages that NABERS IE could transform the property

market to an extent that surpasses even the widespread introduction

of NABERS Energy (formerly ABGR).

‘By highlighting how a building impacts its tenants, and the way

in which tenants impact that building’s operation, NABERS IE can

put sustainability and performance improvement on the agenda of a

building’s owner, manager, tenant and occupant,’ said Mr Griffin.

Key to the development of an effective NABERS IE tool was

the close collaboration DECCW undertook with the end users

of the tools. Throughout the engagement process, suggestions

were welcomed and potential problems ironed out to ensure the

usefulness of the NABERS IE tool.

ConclusionA building’s indoor environment performance is an increasingly

important consideration for many different reasons, including

occupant health and wellbeing, attraction and retention of tenants,

lease negotiation, asset value and operational costs.

NABERS IE is an effective tool to measure and benchmark indoor

environment factors. From large institutions with expansive portfolios

to individual building owners, NABERS IE enables properties to be

effectively compared with others in the marketplace, providing the

benchmark to drive improvements in environmental performance.

Complementing the Energy and Water tools for office buildings,

NABERS IE represents an important expansion in scope of

operational measurement tools in the industry’s drive to improve

sustainability and unlock financial savings in the process.

‘Indoor environment performance

is an important component of

operational performance and, based

on our strategic use of the existing

NABERS tools, incorporating the

NABERS Indoor Environment tool

into our day-to-day operations was

a logical move.’




27It + soFtWare

Whilst the rest of the world suffered, Australia emerged

relatively unscathed from the recent global recession.

True, there were traces of the recession with the decline

of business investment and increased unemployment, but Australia

kept itself ahead of the global pack.

The recession would have placed corporate finances under

scrutiny, with each and every aspect of the business having to

prove its contribution to the bottom line. The Board would have

turned its attention to department efficiency and resources to save

money; however, the intelligent use of capital asset related data can

help companies to tailor and streamline their facility maintenance

budgets.

Expenditure on facilities and its occupation is generally the second

highest cost in any business, after staff. Surprisingly, though, capital

asset performance normally falls below the radar, primarily because

decision-makers do not have ready access to data that could help

them to streamline their maintenance strategies to far greater

economic effect. Without this information, the maintenance and

management of assets, and the facilities portfolio as a whole, is

very often contracted out to one or more service providers. These

providers are often governed by exacting methods of maintenance

delivery rather than a consultative approach with their clients on how

assets across the organisation can be managed more dynamically.

For these organisations, therefore, the capturing of facilities and

asset performance data, available via a web-enabled Computer Aided Facility Management (CAFM) system, is invaluable for

working maintenance budgets to their maximum. Longer term, it

allows these organisations to secure best value in the marketplace,

as they have detailed management information at hand that allows

service providers to tender accurately and competitively for future

contracts. It is clear, therefore, that in seeking and maintaining a best

value position, facilities related expenditure should be very high on

the agenda for any decision-maker.

FSI (FM Solutions), who develop, maintain and supply the market-

leading Concept Evolution™ fully web-enabled CAFM solution,

believe that to achieve this, board-level decision makers need to

sustain their interest beyond the presentation and procurement stage

of CAFM projects, and not simply pass the investment decision down

the chain where it is more likely to be based on cost than on strategic

vision.

Capturing asset performance data and using this information

intelligently allows organisations to proactively tailor their

maintenance budgets according to the specifics of assets, which

vary greatly depending on their age or importance. A CAFM solution

provides a tailored approach to contract asset management, allowing

decision-makers to allocate their very often decreased maintenance

budgets more efficiently and as they see fit.

As we have determined above, assets come in all shapes and

guises. Take retail establishments as an example: critical assets that

monitor and determine the quality of meat and dairy products must

be available immediately and 24 hours a day. This isn’t the case,

however, for corporate office-based assets.

A good CAFM solution should constantly gather the required asset

data, and can provide the link between the decision-makers and

an understanding of asset performance. The CAFM solution should

allow executives to make the strategic decisions that previously

FACIlITIES MANAGEMENT SOFTWArE – A MANAGEMENT APPrOACHBy hEiNRiCh sERfONTEiN, gENERaL MaNagER, fsi aPaC – CONCEPT EVOLUTiON™ faCiLiTiEs MaNagEMENT sOfTwaRE



28 It + soFtWare

would have been left in the hands of the FM contractors.

Executives can then make informed decisions regarding whether

they continue to invest in the maintenance of capital assets on the

verge of being decommissioned at the same rate as capital assets

with longer shelf-life and with greater strategic importance to the

organisation. Also, why would executives continue to pay for repairs

to a critical asset if the data from their CAFM solution tells them that

it would be more efficient and cost-effective to replace the asset?

Finally, why follow the manufacturer guidelines and maintain a non-

critical asset more frequently than the data in your CAFM solution

deems appropriate for your use of the asset?

Many maintenance contracts will not make allowances for this

level of asset performance analysis, and the end clients may continue

to be charged for the maintenance of an asset, at the same rate, until

the asset breaks down. Access to asset data via a CAFM solution

will not only reveal the disproportionate levels of maintenance to

the value and purpose of the asset, but also that maintenance for an

asset is paid for when it is still within its manufacturer’s warranty.

Whilst contractors strive to provide a top-level maintenance

service to their end clients, several contractors maintaining identical

assets across different states/territories and properties within each

portfolio will result in differing maintenance rates based on site

access, climate, working conditions, building/tenancy occupations

etc. Unless a CAFM solution is in place to monitor and track these

factors, the end clients will be unaware that these assets will cost

dramatically differing amounts to maintain.

A CAFM solution allows users to put in place a structured and

joined-up maintenance strategy, even in a multi-site/multi-tenanted

organisation. Decision-makers and FM professionals can use their

budgets more wisely, spending more on ensuring the performance

of vital capital assets as opposed to wasting money on the redundant

ones, across the organisation’s entire portfolio.

A fully web-enabled CAFM solution dramatically reduces the

investment in IT services, whilst the integration with the Microsoft®

Cloud vision for the future of corporate computing and the delivery

of Software as a Service (SaaS) allows executives to have access to

their CAFM-based asset management wherever they are, via a single

web browser.

CAFM solutions have been available for some 25 years; however,

the once-complicated data access methods have been replaced

by vastly improved interfaces and analytical tools. Furthermore, all

facets of facilities management can now be incorporated, from self-

service helpdesks and facilities bookings, through to projects and

space management.

FSI was one of the first CAFM software vendors to identify the

need to provide easier access to facilities and asset information,

and as executives look for more economical ways to maintain their

capital assets and ensure optimum performance, their ability to make

intelligent use of the data generated by CAFM solutions will become

the driving force in their strategies.

CAFM is the key for decision-makers who want to regain

dynamic control of assets that have been left to the mercy of an

unsophisticated blanket maintenance culture, and work more closely

with their contractors to ensure greater efficiency and the wiser use

of FM budgets.

For more information, visit the website:

www.fsifm.com.au/fsi-australia.html

ABouT FSi APAC:

FSI (FM Solutions) Limited are Microsoft Gold partners and developers of the

Concept Evolution™ fully web-enabled Computer Aided Facility Management

(CAFM) solution. FSI (FM Solutions) APAC Pty Ltd was launched in 2010 to

service FSI’s growing portfolio of clients and prospects in the Australia and Asia

Pacific region, who recognised the need for the Concept Evolution™ solution.

Heinrich Serfontein, General Manager of FSI (FM Solutions) APAC Pty Ltd

said: ‘We are delighted to build upon successful growth by establishing a direct

presence in Australia. FSI will be offering its award-winning solutions locally,

in a move towards a truly global reach.’ With headquarters in the UK, offices in

Australia and Dubai, and an international partner network, FSI is a global leader

in the design and delivery of facilities and maintenance management software.



29clIent Feature

Edith Cowan University, Western Australia’s

second largest university, has selected Service

Works Global’s Computer Aided Facilities

Management software application, QFM, to manage

its estate. With approximately 20,000 students

studying across four campuses totalling 130 hectares,

the Building and Services team has diverse state-of-

the-art facilities to manage; from lecture theatres,

student accommodation and libraries through to

comprehensive sport and fitness centres.

Russell Noble, Manager Buildings and Services

for Edith Cowan University explains, “We conducted

extensive research to find a comprehensive software

application to manage our estates portfolio,” he

said. “With over 150 buildings and an asset value of $650m, it

was important to select a trusted application that provided the

functionality to meet our broad range of requirements. We selected

QFM from Service Works Global because of its rich functionality and

the comprehensive reporting that it provides. We have implemented

it to manage our assets, planned and reactive maintenance and

condition audits. QFM offers excellent reporting capabilities which

the University can utilise to identify trends and patterns upon which

it can base future decisions and strategy. As a University we aim to

achieve best practice in facilities management and QFM has been

implemented to assist with this.”

For further information, please contact (0)3 8676 0380

Or visit: Edith Cowan University at www.ecu.edu.au

Service Works at www.swg.com

client feature

For more information, call 03 8676 0380 or email [email protected]

• ImprovesefficiencyofFMassetsandservices

• Supportssustainabilitystrategies

• Deliverstypicalcostsavings ofupto15%acrossFMoperations

• Transformsdataintomeaningfulinformation tosupportfinancialdecisionmaking

• Identifiesperformancetrendsand flagspotentiallycostlyservicefailures beforetheyoccur

FM Software that won’t cost the earthQFM software from Service Works Global is an award winning, web enabled CAFM solution which:

se

rv

i c e w

or

ks

g l o b a l

Facility Perspectives - Sustainability_Australia - September 2010.indd 1 30/09/2010 16:31:11

Software for Leading UniverSity to achieve BeSt Practice in faciLitieS ManageMent

315578AE_Service Works | 1703.indd 2 4/28/11 2:15 PM1703_Facility Perspectives.indd 29 5/30/11 1:51 PM


30 clIent FeatureX client feature

The nature of the facilities management industry often sees

companies cycle the maintenance of buildings between

professional outsourcers and running a dedicated team

internally.

Like many others, Australia’s largest general insurer IAG has been

through this cycle for its Direct Insurance operations, most recently

bringing the function in-house in September 2010. They have built

a team devoted to improving service delivery to internal customers

and presenting a more professional image to the Group’s customers.

IAG insures over 1.2 million homes and 3 million vehicles through

brands that include NRMA, CGU, SGIO, SGIC, Swann Insurance and

The Buzz.

According to National Facilities Manager at IAG, Catherine

Sullivan, “We formed a view that the outsourced arrangement

wasn’t delivering the results that IAG needed. There was little cost

accountability and a high level of dissatisfaction at the coalface of the

organisation. We were paying for a service and not getting value for

money.”

In order to make this transition, experienced resources had to

be recruited and a stable platform found to manage the volume of

requests from the 4,300 strong IAG workforce. With over 80 sites in

5 states, it was important that the system implemented was robust

and flexible because the portfolio ranges in size from a 28-storey

CBD office tower to single-level retail sites around the country, often

in regional areas.

Sullivan continued, “We do have shopfront locations in shopping

centres but equally these can be stand alone premises, so there is

little uniformity in the needs of our sites. This presents the team with

a unique set of challenges.”

To help them on this journey, IAG chose to licence the WSM suite

of products from software provider FM Innovations in Melbourne.

“A web interface that we could integrate with our intranet was

a vital component in delivering a seamless experience for our staff.

We purchased the WSMplannet module and spent quite some time

integrating it with our corporate intranet.

It was a bonus having the developers based locally because we

had specific requirements that no vendor offered out-of-the-box.”

The project has seen some significant developments made to the

system that have improved functionality and made it more suited

to IAG’s purposes. There is still some work to do to finalise the

installation of the WSMenterprise system but the team is optimistic

that things will continue to improve.

Sullivan notes, “We are already starting to see the pay-off in both

cost savings and improved levels of customer satisfaction across the

Group and we will produce metrics to quantify that over the course

of the next few months.”

For more information on FM Innovations WSMenterprise software

suite for the facilities management industry please call

(03) 9600 1646 or email [email protected]

IAG DISCOVERS SUCCESS IS ON THE INSIDE

WSMplannet screenshots

Catherine Sullivan, IAG

315577E_FM Innovations | 1703.indd 24 4/28/11 1:02 PM1703_Facility Perspectives.indd 30 5/30/11 1:51 PM

Share the intelligence

1300 PRONTOwww.pronto.com.au

Pronto Software provides FM businesses with a broad

portfolio of software and services. Now with IBM Cognos

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A new evolution in Facility ManagementMonitor, manage and control FM anywhere with Concept Evolution™, the web-enabled, complete Facility Management software solution, from FSI APAC.

Concept Evolution™ is:■ a fully web-enabled, functionality rich, complete Facility and Maintenance Management software solution

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Let us help change your world. T: +61 (0) 449234446E: [email protected] W: www.fsifm.com.au

Isn’t it time for your organisation to evolve?

Facilities perspectives oz halfp1 1 29/6/10 15:58:28



32 It + soFtWare

Sixteen years ago when I first came to Australia and became

involved in the FM industry, there were a limited number of

true facilities management software systems available, and

indeed most of them were from European or American suppliers.

They were mostly large, cumbersome and extremely expensive

systems – not very endearing to a facilities manager who always

seemed to have the smallest corporate budget. The reason for so few

choices was simply that there was such a small demand, with most

building superintendents, as they were commonly named, tucked

away in a building basement and undertaking facilities requests

themselves. The facilities department of old was responsible for the

day-to-day maintenance of the building – not just receiving the call

but also physically attending to the maintenance request. They had

tool belts, not IT systems.

Recorded data on maintenance histories or asset values was

scarce, and small basement offices were drowning in hard files of

paper records or rolls of massive coffee-stained CAD plans. To look

anything up could take hours, and to plan a relocation could take

weeks of manual re-drawing. Reports at the touch of a button were

but a dream.

The responsibility of a facilities manager has come a very long

way, and with this growth of responsibility there has been an

increase in the availability of systems and processes to assist. Facility

managers today are responsible not only for maintaining the existing

built environment, but for ensuring that the entire workplace is

productive, while keeping costs for heating, cooling, waste and

energy all as low as possible. Not just the existing stock, but new

buildings at the design stage and carparks and grounds are all under

the FM portfolio. Facility management is performed during the

operational phase of a facility or building’s life cycle, which normally

extends over many decades. It represents a continuous process

of service provision to support the owner’s core business and one

where improvement is sought on a continuous basis.

It is a big job, and comes with large responsibility. According

to the International Facility Management Association (IFMA), it

is ‘a profession that encompasses multiple disciplines to ensure

functionality of the built environment by integrating people, place,

processes and technology.’ And technology has changed the way we

do business. In the past, the facilities department didn’t get wireless

service requests or works orders – everything was manual. Planned

maintenance was a handwritten reminder in a diary, which often

led to dire consequences. Who would remember when an asset

warranty was up, what suppliers had updated accreditations, what

the maintenance was costing, how the actual costs were tracking

against budget, whether the work had ever actually reached the

contractor, let alone been completed? Heaven forbid if a director

wanted a report on outstanding maintenance and the status of

works. Leafing through manuals and phoning contractors in a mad

panic still wouldn’t guarantee an accurate answer, and it definitely

wouldn’t be a quick process.

Technology has made us faster and far more efficient. One cannot

lose sight of the fact that every dollar spent on facilities management

comes off the bottom line because FM doesn’t produce revenue.

As a facilities manager, it is necessary to be both strategic/tactical

and operational. Building owners need to be informed about the

potential impact of their decisions on the provision of space and

services, and it is the role of the facilities manager to ensure proper

operation of all aspects of a building to create an optimal, safe and

cost-effective environment for the occupants to function. Technology

is the life support system to a facilities department. It is what feeds

life into the ongoing seamless functioning of a successfully managed

facility.

To get true value through technology, the company needs to

embrace the big picture. Maintenance management systems may

manage the ad-hoc and planned maintenance of a facility with great

efficiency, but is that enough? When considering technology it is

astute to scope widely. For example: a maintenance system will

help you to plan and to react to maintenance within locations, but

what happens if a receptionist is responsible for booking meeting

rooms and doesn’t realise a particular room is unavailable for

two days due to repairs and maintenance? How do you automate

communication between the facilities group and the receptionist?

Relying on people to inform others works sometimes, but in a busy

office, memory overload is a risk. There are many examples of a

requirement for shared data, and technology today lends itself to

facilitating this, although the business processes need to be scoped

and understood before a system is implemented. It’s a mistake that

many do make – a cost-effective software comes on the market that

seemingly addresses all a company’s immediate FM requirements,

and so the system is installed. However, the company grows and

the requirements change, new corporate IT technology is installed

and the cost-effective system running the FM suddenly becomes

extremely costly as it is adapted and changed to meet the internal

changes. A good facilities manager will do his own due diligence on

FM technology – take up references and visit sites to see the system

in action. It is a widely accepted fact that more than half of FM

systems purchased to make the facilities team more efficient ends

up as shelf-ware – a disturbing fact given that facility management

sorely needs analytical and communication tools.

Let’s look at some examples of how technology has changed FM:

3 All ESM tasks, such as checking fire safety equipment, can be

scheduled within an FM system, and a work order automatically

generated when it’s due, thereby taking the risk out of missing

critical dates and timelines.

3 General tasks such as checking roof and downpipes, checking

machinery, plant and equipment are all entered in an FM system

and automatically initiated via work order when due.

3 Regular contractors can be maintained in the system together

with their accreditation information, including induction

information, rates and contact information. The system will

HOW IT HAS TrANSFOrMED THE FM INDUSTryBy KRisTiaNa gREENwOOd, diRECTOR, fM iNNOVaTiONs



33It + soFtWare

automatically inform when any of the critical accreditations are

due to expire so records are always up-to-date and the user

is proactive in risk management. These contractors can also

be evaluated by clients, and companies can start to rate their

efficiency and professionalism, helping to reduce risk of poor

contract management.

3 OH&S issues can be logged through a good FM system, keeping

track of any incidents, any equipment involved and what the

action was.

3 A document repository is a key part of any good system – all

of the building plans, drawings, videos and documents are

embedded in the system and can be attached to a work order

along with any standard work documents so there is no excuse

for contractors not to abide by company regulations.

3 With a web-based system, clients can enter through a

personalised portal at any time and check on the status of work

in their building. Contractors can log in via the web portal to

check on work coming up for them, and it is also possible to give

them the ability to close work via the portal.

3 A savvy system will also allow users to manage the water, waste

and energy of buildings – obviously a key requirement with the

new legislation.

3 Scheduled reports should be available on any information in the

system, to anybody at any time. For example, users may want

the tenants in the building to know what work is due that week

on their floor. Or a manager may wish to have a report scheduled

to them every Monday morning to show him what work is due

that week on all properties. All of these reports can be set up in

advance and automatically run and emailed to the appropriate

person, thereby saving time and ensuring accurate reporting.

3 All of the building information, including contractor

information, fixed assets, ESM schedules, ad-hoc maintenance

schedules etc. are in one system, enabling the user to report

across buildings at the click of a button.

The daily cost benefit will be in the day-to-day operational cost

reduction:

3 The average cost of the each maintenance task can be reduced

by five per cent;

3 The cost of energy to each building for lighting and heating can

be reduced by five per cent to 20 per cent;

3 The cost of cleaning by service contracts can be reduced by 15

per cent to 25 per cent;

3 The cost of insurance premiums based on better and managed

work practices can be reduced; and

3 The per square metre cost of operating a facility can be reduced

by an average of four per cent per annum.

The major cost reduction, though, is not in direct cost savings but

in reducing risk for the organisation, its executives and its staff:

3 Cost of huge fines for non-compliance;

3 Cost of executives in jail thus reducing productivity;

3 Cost of reputation damage to business;

3 Cost of work cover premiums; and

3 Cost of compliance with multi-layered government agencies.

Intuitive technology has taken a lot of the pain out of managing the

built environment and has certainly changed the way we think. Now

it is possible to make huge savings on every aspect of managing an

asset, whether it’s the physical maintenance, the staff productivity

levels, or the environmental impact of running a building.

315577A_FM Innovations | 1703.indd 1 4/28/11 9:15 AM



34 It + soFtWare

introduction

Following overseas trends, the Australian construction industry

is seeking to use building information modelling (BIM) as the

platform to deliver project design and construction services

more effectively, as well as providing property owners with the

asset database they need to manage buildings in the 21st

century.

Realising in practice the potential that BIM offers

involves overcoming some significant challenges,

though. Investments in new technology, industry

standards and training will be required, as well

as the rethinking of many traditional roles and

responsibilities for those involved at each phase of a

building’s life cycle.

BIM-MEPAUS

is an industry-led initiative by the Air-Conditioning

and Mechanical Contractors’ Association (AMCA) that addresses

many of the current industry challenges in realising this potential,

and will provide long-term significant benefits to property owners

and facility managers.

Building information ModellingWhilst building information models appear similar to 3D CAD

models, which are currently widely used within the construction

sector, they are fundamentally different and significantly more

complex in nature.

To understand the difference, it is important to recognise that, at

its core, a BIM model comprises an object-based database that uses

a combination of data files and parametric 3D objects to represent

the components of a building, whether this be a wall, window,

piece of duct or chiller. It is this database concept that is key to its

potential and long-term value.

BIM objects are also designed with intelligent links, allowing

elements to connect together to form systems and exchange

information.

To illustrate these concepts, Figure 1 (above right) shows a

component of a BIM diffuser model.

The following points are noted:

3 The linear slot diffuser is an object with the model data shown

indicating the diffuser details and performance.

3 The flexible duct is intelligently linked to the diffuser and

therefore now knows the airflow through it. Additionally, should

the diffuser be moved, the flex will move accordingly.

Building information modelling as a process also has some

important attributes that impact on the way projects are designed,

documented and delivered. Key among these are:

3 The use of a single model that is progressively developed

through the project delivery process as information is created,

refined and embedded, providing the basis for whole-of-life

asset and facility management.

3 A collaborative approach to project design and construction

delivery.

The concept of the single model used through every phase of the

building model is illustrated in the form below.

The key requirement for building owners, however, is the delivery

of a well executed BIM model at project handover, because it

provides the basis to transform the way buildings are managed and

maintained over their life cycle. The challenge is to distill from the

‘Hollywood BIM’ hype those BIM strategies and requirements that

deliver sustainable long-term value.

BIM-MEPAUS ENABlING BEST PrACTICE TECHNICAl FMBy waRwiCK sTaNNUs, gROUP ENgiNEERiNg MaNagER fOR ThE a.g. COOMBs gROUP Of COMPaNiEs. BENg (hONs), MBa (TEChNOLOgy MaNagEMENT), RBP, gREEN sTaR PROfEssiONaL, M. aiRah, M.CiBsE

Figure 1 BIM ModelSource: Arup/Holoyoake

Figure 2: BIM Workflow

Figure 2: BIM Workflow

The key requirement for building owners, however, is the delivery of a well executed BIM model at project handover, because it provides the basis to transform the way buildings are managed and maintained over their life cycle. The challenge is to distill from the Ô Hollywood BIMÕ hype those BIM strategies and requirements that deliver sustainable long-term value.

BIM FOR WHOLE-OF-LIFE

Whilst BIM modelling techniques have been used for some time to provide improved design visualisation and analysis, there is now increased focus on its use to more effectively support Integrated Project Delivery and ultimately improved FM practices. This is necessitating a rethink of much of the modelling investment to date, as the databases provided to date have focused primarily on construction and not with integrated project delivery or FM in mind.

BIM strategy now commonly describes the various uses of BIM via references to dimensions. Current uses of a BIM model as a design tool and for graphical representation are generally described as 3D applications with further value-adding dimensions comprising:

• 4D : TIME including programming and scheduling • 5D : COST including estimating and cost control • 6D : SUSTAINABILITY including embodied energy and materials • 7D : FACILITY MANAGEMENT: FM and Maintenance

OVERCOMING BARRIERS TO ADOPTION

As noted, the barriers to adoption are not insignificant and need to be addressed at an industry level rather than on a project-by-project basis, as is now generally the case.

The following outlines these key issues and means of resolution.

Industry leadership and patronage

To introduce the types of transformational change needed to successfully implement whole-of-life BIM and realise its potential requires leadership and patronage.

Design

Construc.on

Commissioning Handover

Facility Management



35It + soFtWare

BiM for whole-of-life Whilst BIM modelling

techniques have been used

for some time to provide

improved design visualisation

and analysis, there is now

increased focus on its use to more effectively support Integrated

Project Delivery and ultimately improved FM practices. This is

necessitating a rethink of much of the modelling investment to

date, as the databases provided to date have focused primarily on

construction and not with integrated project delivery or FM in mind.

BIM strategy now commonly describes the various uses of BIM via

references to dimensions. Current uses of a BIM model as a design

tool and for graphical representation are generally described as 3D

applications with further value-adding dimensions comprising:

3 4D : TIME including programming and scheduling;

3 5D : COST including estimating and cost control;

3 6D : SUSTAINABILITY including embodied energy and materials;

and

3 7D : FACILITY MANAGEMENT: FM and Maintenance.

overcoming barriers to adoptionAs noted, the barriers to adoption are not insignificant and need to

be addressed at an industry level rather than on a project-by-project

basis, as is now generally the case.

The following outlines these key issues and means of resolution:

Industry leadership and patronageTo introduce the types of transformational change needed to

successfully implement whole-of-life BIM and realise its potential

requires leadership and patronage.

In many respects, the introduction of Green Star was led by major

property owners and developers, and the desire for Green Star

certification to meet government and large corporate tenant leasing

requirements. This is likely to be the case for the adoption of industry

standards around BIM, and it is hoped that BIM-MEPAUS

will become

the accepted industry standard for services modelling.

BIM model ownershipBIM model ownership is a key issue that needs to be considered,

if the industry wishes to move from BIM as a design tool to BIM

as a platform for integrated project delivery and FM maintenance

purposes.

There are a number of key issues, however, to be addressed:

3 Consultant IP and effort to date has largely been focused on

the creation of the BIM design model. Embodying this, IP

consultants have been reluctant to release the model for use by

others.

3 Liability for the accuracy of the model is another commonly

stated concern for designers. The focus on legal frameworks

developed around BIM modelling in the United States including

roles, responsibilities and accountabilities is not one that would

ideally be emulated in Australia. Models developed and shared

on the basis of quality assurance and best endeavours are

ultimately more productive and cost-effective for all, and are

generally what the industry accepts.

3 The BIM models are not conceived or prepared for the purposes

of supporting IPD or FM, which requires industry uniform

modelling techniques to enable the applications to mine the

data sets for various purposes, such as estimating, tendering,

programming and facility maintenance.

BIM model standardsWith many consultants now developing effectively proprietary BIM

modelling capabilities, it is becoming evident that there are probably

as many approaches to creating BIM models as there are consultants;

this significantly limits the use of BIM models to support IPD and

FM.

Ultimately, proprietary BIM models cannot fulfill the needs of

the industry or owners, and the use of industry-based modelling

standards will be needed. It is difficult to think of any other industry

that would be prepared to accept such an approach.

BIM equipment modelsThe development of BIM models for building services components

such as chillers, air handling units, fans and pumps and the like is

the key to the effective use of the BIM model to support the project

construction phase, as well as the ongoing management of the

facility.

In order to progress the use of equipment models it is necessary

that the suppliers collaborate with consultants and contractors to

agree on these schedules and data interchange standards, in much

the same way as most other industries now do.

BiM-MePAuS benefitsThe AMCA’s BIM-MEP

AUS is seeking to deliver a range of benefits

related to IPD, supply chain integration and FM.

These benefits are expected to include:

3 Use of one BIM model through the entire building life cycle

from design through construction to long-term operation and

maintenance;

• Use of one BIM model through the entire building life cycle from design through construction to long-term operation and maintenance;

• Consistent standards across all projects and property portfolios providing significant benefits for clients, constructors, building managers through development of new application software; and

• Reduced project construction costs through reduction in construction waste and improved productivity Ð currently a significant cost burden for the industry.

BIM-MEPAUS FM BENEFITS

It is likely that the delivery of high-quality BIM models incorporating BIM-MEPAUS-based standards will provide facility managers with the data needed to:

• Run accurate maintenance management programs using commissioned as built data drawn from the models; and

• Maintain accurate building records through the life of the building, particularly in relation to those areas of the building that are subject to regular churn.

It is envisaged that commercial office buildings will ultimately include both base building and tenancy fitout models with leasing requirements including requirements for the use of BIM models and deliverables.

In order for property portfolio owners and facility managers to effectively manage these models, it is likely that they will need to develop new skills and/or increasingly need to access the expertise of BIM managers in order to maintain and manage the model.

ADOPTION OF BIM-MEPAUS

The BIM-MEPAUS standards and software are currently under development with support being provided from across the construction and property sectors. It is envisaged that the first release of BIM-MEPAUS will be made at the AMCAÕ s industry forum, scheduled for July 2011, seeing early adoption of the standards later in the year.

The development of BIM models for

building services components such

as chillers, air handling units, fans

and pumps and the like is the key to

the effective use of the BIM model

to support the project construction

phase, as well as the ongoing

management of the facility.




36 clIent Featureclient feature

The ability to track visitors, staff and, especially, contractors in

accordance to security and OH&S regulations within buildings

has become more of a focal point for facilities and building

managers.

Mark Moses the Building Services Manager of Flinders University in

South Australia has experienced such problems due to the thousands

of people moving through the campuses every day; whether they

are students, staff, members of the general public and/or numerous

contractors and consultants.

Due to this influx, Flinders must monitor this in some way. The

manual paper based system, which was used for many years, was

simple and easy to use, however it was totally stand-alone. Verifying

visitors, especially contractors, and ensuring that they have proper

business on campus and then tracking their presence was often very

difficult.

“It is often difficult to track whether workers are still on site or

whether their induction or insurance statuses are still valid,” Mark

says. “Contractors usually wouldn’t sign-out either, as they would be

working some distance from the sign-in point, therefore they either

had to return to that point or call up the administration staff and this

proved to be too much work”.

To address such issues, a decision was made to change to an

online, web based visitor sign in and tracking system. A new system

to meet Flinders University’s requirements was developed in a

partnership project between the University and Mercury Computer

Systems (Aust) Pty Ltd1. The result was the very successful BEIMS

Visitor Registration System.

“The BEIMS Visitor Registration System is a web based module

that allows visitors to sign in using an easy to use kiosk-style sign in

process which records the time and purpose of their visit and prints

off a visitor pass, while allowing administrators to check important

details,” Mercury says.

“It is efficient and time saving,” Mark states “… and while it is

primarily used for the maintenance team, the Security team can

utilise the system to allow them to maintain the security via two main

access points throughout the University, however we will eventually

distribute the points more widely across the various Schools and

Faculties”.

The BEIMS Visitor Registration System now allows Flinders

University to have comprehensive record keeping as the system

captures better information on visitors, while performing Auto Checks

to notify visitors if their induction is current or not, as well as recording

if any items were issued to the visitor. Work Cover Compliance was a

major issue for Mark and his team and now with the implementation

of the new System it is also proving much more effective.

The new time saving feature of the system that Mark and his team

are benefiting from is the ability to scan barcodes on visitor passes,

which will automatically store the information into the system. “It

reduces the time for the contractor and administration staff to sign a

person in and out,” Mark states.

“The system assists with the changing nature of numerous

industries and reacts to take advantage of emerging technologies,”

Mercury says “With on-going developments the Visitor Registration

System aims to provide the ideal solution to managing visitors due to

security and OH&S regulations.”

For further information, please phone +61 3 9602 2255.

1 Mercury Computer Systems (Aust) Pty Ltd are the developers and

owners of the very widely used BEIMS® (Buildings and Engineering

Information Management System).

Evolving from PaPEr to WEb basEd visitor managEmEnt

315587E_Mercury Computers | 1703.indd 2 5/3/11 1:46 PM1703_Facility Perspectives.indd 36 5/30/11 1:51 PM


37It + soFtWare

3 Consistent standards across all projects and property portfolios

providing significant benefits for clients, constructors, building

managers through development of new application software; and

3 Reduced project construction costs through reduction in

construction waste and improved productivity – currently a

significant cost burden for the industry.

BiM-MePAuS FM benefitsIt is likely that the delivery of high-quality BIM models incorporating

BIM-MEPAUS

-based standards will provide facility managers with the

data needed to:

3 Run accurate maintenance management programs using

commissioned as built data drawn from the models; and

3 Maintain accurate building records through the life of the

building, particularly in relation to those areas of the building that

are subject to regular churn.

It is envisaged that commercial office buildings will ultimately

include both base building and tenancy fitout models with leasing

requirements including requirements for the use of BIM models and

deliverables.

In order for property portfolio owners and facility managers to

effectively manage these models, it is likely that they will need to

develop new skills and/or increasingly need to access the expertise

of BIM managers in order to maintain and manage the model.

Adoption of BiM-MePAuS The BIM-MEP

AUS standards and software are currently under

development with support being provided from across the

construction and property sectors. It is envisaged that the first

release of BIM-MEPAUS

will be made at the AMCA’s industry forum,

scheduled for July 2011, seeing early adoption of the standards later

in the year.

AcknowledgementsThe author would like to acknowledge the contributions of the

AMCA BIM-MEPAUS

Steering Committee, which is developing a

set of industry-level BIM modelling guidelines to support the use

of integrated project delivery concepts. The Steering Committee

includes representatives from government, head contractors,

consultants and suppliers. Many of the ideas and concepts presented

in this paper are the result of the committee’s discussions of the

benefits of industry-level BIM/IPD and the challenges that must be

addressed for successful implementation.

ABouT THe AuTHor

Warwick is the A.G. Coombs Group of Companies’ Group Engineering Manager

and has had a career focus on central plant upgrades, data centres and

commercial refurbishment projects. In recent years, he has been involved in

the delivery of Independent Commissioning Agent services for a number of

Australia’s leading Green Star projects. In 2010, he joined the AMCA’s BIM-

MEPAUS

Initiative Steering Committee, and is now involved in leading a number

of supply chain engagement work groups.

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Contracts Management

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KPI Reporting

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Work Order ManagementPlanned MaintenanceWork Order ManagementWork Order Management

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Financial ReportingBuilding Condition Assessment

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Contractor ManagementFinancial ReportingContractor ManagementFinancial Reporting

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Workforce ManagementBuilding Condition AssessmentWorkforce ManagementFinancial ReportingWorkforce ManagementBuilding Condition AssessmentWorkforce ManagementWorkforce ManagementWorkforce ManagementWorkforce ManagementBuilding Condition Assessment

Workforce ManagementWorkforce ManagementWorkforce ManagementFinancial ReportingWorkforce ManagementWorkforce ManagementWorkforce ManagementBuilding Condition Assessment


Contracts ManagementVisitor ManagementContracts ManagementVisitor ManagementBuilding Condition AssessmentContracts ManagementBuilding Condition AssessmentVisitor ManagementBuilding Condition AssessmentVisitor ManagementContracts ManagementVisitor ManagementBuilding Condition AssessmentVisitor Management KPI ReportingContracts ManagementKPI ReportingContracts ManagementContracts ManagementContracts ManagementVisitor Management

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Contractor ManagementVisitor ManagementWorkforce ManagementVisitor ManagementBuilding Condition AssessmentVisitor ManagementWorkforce ManagementVisitor Management

Contractor ManagementVisitor ManagementWorkforce ManagementVisitor Management

Visitor ManagementVisitor Management

Visitor ManagementWorkforce ManagementVisitor ManagementVisitor Management

Visitor ManagementContractor ManagementVisitor ManagementVisitor Management


Visitor ManagementBuilding Condition Assessment





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Workforce ManagementVisitor ManagementBuilding Condition AssessmentVisitor Management

Workforce ManagementVisitor Management Visitor Management


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Visitor ManagementContracts Management

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Stores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue Functionality

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Planned MaintenanceStores and Catalogue Functionality


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Stores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue Functionality

Visitor ManagementContracts ManagementFinancial ReportingContracts ManagementWork Order ManagementContracts ManagementWork Order ManagementFinancial ReportingWork Order ManagementContracts ManagementWork Order Management

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Financial ReportingKPI ReportingWeb RequestsKPI Reporting

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Web RequestsKPI ReportingWeb RequestsKPI Reporting

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Contractor ManagementVisitor Management


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Contractor ManagementVisitor ManagementBuilding Condition AssessmentVisitor Management

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Visitor ManagementBuilding Condition AssessmentVisitor ManagementContractor ManagementVisitor ManagementBuilding Condition AssessmentVisitor ManagementBuilding Condition Assessment

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Visitor ManagementBuilding Condition AssessmentVisitor ManagementBuilding Condition AssessmentVisitor ManagementBuilding Condition AssessmentVisitor Management Visitor ManagementBuilding Condition AssessmentVisitor ManagementBuilding Condition AssessmentVisitor ManagementBuilding Condition AssessmentVisitor ManagementContractor Management

Visitor ManagementBuilding Condition AssessmentVisitor ManagementBuilding Condition AssessmentVisitor ManagementBuilding Condition AssessmentVisitor Management

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Web RequestsStores and Catalogue Functionality

Web RequestsStores and Catalogue FunctionalityAsset ManagementWeb RequestsAsset ManagementStores and Catalogue FunctionalityAsset ManagementStores and Catalogue Functionality

Web RequestsStores and Catalogue FunctionalityAsset ManagementStores and Catalogue Functionality

Asset ManagementWeb RequestsAsset ManagementWork Order ManagementAsset ManagementWork Order ManagementWeb RequestsWork Order ManagementAsset ManagementWork Order ManagementAsset ManagementAsset ManagementAsset ManagementWeb RequestsAsset ManagementAsset ManagementAsset Management



Work Order ManagementWeb RequestsWork Order ManagementAsset Management


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Stores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue Functionality

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Stores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityPlanned Maintenance

Stores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityPlanned MaintenanceStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue Functionality


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Smartphone and PDA compatibilityWork Order ManagementStores and Catalogue FunctionalityWork Order ManagementSmartphone and PDA compatibilityWork Order ManagementStores and Catalogue FunctionalityWork Order Management

Smartphone and PDA compatibilityWork Order ManagementStores and Catalogue FunctionalityWork Order ManagementPlanned MaintenanceWork Order ManagementStores and Catalogue FunctionalityWork Order Management


Smartphone and PDA compatibilityWork Order ManagementStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityPlanned MaintenanceStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue Functionality Work Order ManagementStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue Functionality

Work Order ManagementStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue Functionality

Stores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue Functionality


















































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Work Order ManagementKPI ReportingWeb RequestsKPI ReportingWork Order ManagementKPI ReportingWork Order ManagementWeb RequestsWork Order ManagementKPI ReportingWork Order ManagementContracts ManagementWeb RequestsContracts ManagementWork Order ManagementContracts ManagementWork Order ManagementWeb RequestsWork Order ManagementContracts ManagementWork Order ManagementBuilding Condition AssessmentContracts ManagementBuilding Condition Assessment




















































KPI Reporting





Work Order ManagementAsset ManagementWork Order ManagementAsset ManagementWork Order ManagementAsset ManagementWork Order ManagementWork Order ManagementAsset ManagementWork Order ManagementAsset ManagementWork Order ManagementAsset ManagementWork Order ManagementWork Order ManagementWork Order ManagementWork Order ManagementAsset ManagementWork Order ManagementWork Order ManagementWork Order ManagementAsset ManagementWork Order ManagementWork Order ManagementWork Order ManagementAsset ManagementWork Order ManagementWork Order ManagementWork Order Management Work Order ManagementAsset ManagementWork Order ManagementPlanned MaintenanceWork Order ManagementPlanned MaintenanceWork Order ManagementKPI ReportingPlanned MaintenanceKPI ReportingWork Order ManagementKPI ReportingWork Order ManagementPlanned MaintenanceWork Order ManagementKPI ReportingWork Order ManagementWork Order ManagementPlanned MaintenanceWork Order Management




Contracts ManagementWork Order ManagementContracts ManagementWork Order ManagementPlanned MaintenanceWork Order ManagementContracts ManagementWork Order ManagementWork Order ManagementKPI ReportingWork Order ManagementContracts ManagementWork Order ManagementKPI ReportingWork Order ManagementPlanned MaintenanceWork Order ManagementKPI ReportingWork Order ManagementContracts ManagementWork Order ManagementKPI ReportingWork Order ManagementWeb RequestsPlanned MaintenanceWeb RequestsKPI ReportingWeb RequestsKPI ReportingPlanned MaintenanceKPI ReportingWeb RequestsKPI ReportingWork Order ManagementKPI ReportingWork Order ManagementWeb RequestsWork Order ManagementKPI ReportingWork Order ManagementPlanned MaintenanceWork Order ManagementKPI ReportingWork Order ManagementWeb RequestsWork Order ManagementKPI ReportingWork Order ManagementWork Order ManagementAsset ManagementWork Order ManagementPlanned MaintenanceWork Order ManagementAsset ManagementWork Order ManagementPlanned MaintenancePlanned MaintenancePlanned MaintenanceWork Order ManagementPlanned MaintenanceWork Order ManagementPlanned MaintenanceWork Order ManagementPlanned MaintenanceWork Order Management
























































Stores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityWork Order Management

















Stores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityPlanned MaintenanceStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityPlanned MaintenanceStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityWork Order ManagementSmartphone and PDA compatibility





















Contractor ManagementVisitor ManagementBuilding Condition AssessmentVisitor Management Visitor ManagementBuilding Condition AssessmentVisitor Management



































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Workforce ManagementWorkforce ManagementContractor ManagementWorkforce ManagementVisitor ManagementWorkforce ManagementVisitor ManagementContractor ManagementVisitor ManagementWorkforce ManagementVisitor ManagementVisitor ManagementWorkforce ManagementVisitor ManagementWorkforce ManagementVisitor ManagementWorkforce ManagementVisitor ManagementContractor ManagementVisitor ManagementWorkforce ManagementVisitor ManagementWorkforce ManagementVisitor ManagementWorkforce ManagementVisitor Management














KPI Reporting


















































































Stores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityPlanned MaintenanceStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalitySmartphone and PDA compatibilityStores and Catalogue FunctionalityWork Order ManagementStores and Catalogue FunctionalityWork Order ManagementSmartphone and PDA compatibility





















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Explore a

Asset Management

Planned Maintenance

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Visitor Management

Financial Reporting


Contractor Management

Building Condition Assessment

Web Requests

Stores and Catalogue Functionality

Smartphone and PDA compatibility

KPI Reporting


Contact BEIMS

www.beims.com+61 3 9602 [email protected]

Australia’s leading Facilities Management Software

BEIMS FM Software will ensure your facility is maintained to its peak standard.

BEIMS caters for facilities of all sizes ranging from small hospitals and schools to major hospital networks, universities, places of public entertainment, aged care communities and commercial property holdings.

BEIMS provides ideal solutions to fit your FM requirements, coupled with practical FM advice, practical training, consulting and support services, as well as a proven implementation methodology.

holistic approach

315587A_Mercury Computers | 1703.indd 1 4/28/11 2:37 PM




38 It + soFtWare

Communication technology has developed at a very fast pace

over the last couple of decades. Many are satisfied with what

is on offer – the ability to see people talking to them in real

time over long distances – however, there are many facility managers

and IT professionals that are eagerly awaiting future developments to

see how it will evolve and become even more accessible.

I’ve taken a look at how far the technology has come, with input

from Stephen Sokolowski, Corporate Intelligence’s Operations

Manager and video conferencing expert, and provided a snapshot of

where it’s heading, with some advice and tips to consider.

The biggest advancement in the past 10 years with video

conferencing is the industry standards that were developed by the

United Nations agency, International Telecommunications Union

(ITU) and the Internet Engineering Task Force (IETF). Products that

adhere to the standards allow users to participate in a conference,

regardless of their platform. The standards for desktop video

conferencing ensure compatibility on a worldwide basis.

Basically, this includes terminology such as ISDN (Integrated

Services Digital Network), which supports the data transmission

and the bandwidth once the connection is established. H.320 is the

ITU standard for ISDN conferencing, and includes different codes

for audio, visual, data and control, such as H.263, which represents

video.

As the internet has developed with faster broadband speeds now

available, so too has the videoconferencing software that companies

are producing. Whilst in the past a cumbersome codec device was

needed to encode or decode a digital data stream, now web-based

software platforms are available to keep up with the increasing trend

of businesses wanting flexible software that can easily be updated.

Stephen and I correspond with facility managers regarding video

conferencing, and they are very interested in knowing how they can

connect their software to the computer network and fully maintain

it in-house rather than relying on a provider. As consumer products

for web chat are readily available, businesses are expecting video

conferencing to be easily accessible, cheaper and able to deliver for

the long term.

Skype is an example of a company that has engineered its

software for business based on consumer uptake. Skype offers free

chat software with a web camera and a microphone. The company

has progressed to become a leading tool for consumers (and now

business), and is said to have more than 25 million users logged in

at the one time. Recently Logitech launched LifeSize Passport HD

video conferencing, the first video solution on Skype (Skype also has

its own tool for conferencing), which will make it even more lucrative

for business.

Basically, this means that LifeSize Passport users can now conduct

video calls on the free internet calling service. This is said to be the

‘consumerisation of IT’, whereby people are bringing Skype into the

workplace. It enables Skype to be part of the room-based enterprise

video conferencing. Panasonic, LG and Samsung are also building

Skype video conferencing capabilities into their new TVs as phone

communication without the services of a telco grows.

It’s important to understand that whilst there are many options

for video conferencing that vary in cost, the system for each business

will be dependent on the how the company operates, and the overall

purpose.

VIDEO CONFErENCING – CHANGING THE FACE OF BUSINESS COMMUNICATION By LiOR RaUChBERgER, diRECTOR, CORPORaTE iNTELLigENCE



39It + soFtWare

Stephen has provided the following considerations for those

looking at implementing video conferencing in their business:

1. Have a clear budget in mind – Conduct due diligence to get an

understanding of basic costs.

2. Consider information flow and sharing throughout the business

– Is the integration/sharing of real-time data/information a

requirement, i.e. instant messaging/SMS, telephony, video

conferencing, outlook entries, room booking throughout the

business? How many users will need access? Do you want all

systems to interact?

3. Factor in the growth of the business – Will more users need

access in the next year to two years? If so, ensure that the

software can easily be upgraded, or plan ahead.

4. Understand your bandwidth requirements – Video conferencing

can leverage the existing public telephone network, a private IP

network or the internet. Bandwidth, which is necessary for the

transmission of video over IP, can be costly (a 1080p endpoint

with high definition will provide superb quality, however will

cost you somewhere around 6Mbps). This is when compression

becomes a necessity. The video encoder, which is the unit

responsible for compressing the video to fit the bandwidth

requirement, may then have to be an option. Unfortunately,

encoders do have certain limitations in terms of compression,

complexity and visual artefacts.

5. Seek advice from a consultant or integrator to understand

all your options – An integrator can provide you with the best

outcome within your budget rather than you having to spend

hours researching. Generally, as an integrator, we advise you

to let us know your top five objectives/goals that you want to

achieve with video conferencing, in addition to running through

the above checklist. If you’re a large company, then the system

you need will be more complex, and using an IT department

alone to set up could end up costing more in the long run. Also,

an integrator will ensure the best possible experience is achieved

with a focus on quality audio equipment, an optimum colour

scheme, and overall environment needed in the room.

Corporate Intelligence recently completed a project for the

Environment Protection Authority (EPA) that was fairly complex.

The EPA’s requirements were detailed and very precise, so they

engaged us to roll out the project. The brief was to provide software

conferencing and install presentation systems across 13 rooms in

the Melbourne head office and regional satellite offices located in

Victoria.

The project had a number of challenges that we were able to

overcome. This included us setting a benchmark with the Vidyo

(video based conferencing) installation. An installation of this size

with a traditional audio visual front and back end had never been

undertaken in Australia before.

We had to completely design the technology platform, as there

was no documentation to use as a guide. The end result provided

cost savings, scalability, virtual rooms and web hosting for the client

with a Vidyo conferencing solution. In this instance EPA needed to

employ a company to give them the best result.

Video conferencing really is changing the communication

landscape for business, with EPA a real example of what can be

done. As time progresses, the bandwidth will no doubt become

cheaper with the roll out of a new fibre optic network. This will mean

the standard of video conferencing will only increase. According to

IT research company Gartner, video conferencing vendors are right

in the middle of a video conferencing boom, with the market poised

for a compound annual growth rate of 17.8 per cent through 2013,

peaking at total worldwide sales of more than $8.6 billion.

Facility managers should investigate how video conferencing can

benefit their company, as it’s clear that it can cut costs in relation to

office space and travelling, whilst also keeping remote workers in

touch from any corner of the globe. With energy costs going up and

the workforce becoming more mobile, the use of video to keep in

touch makes sense for the business of the future.

ABouT THe AuTHor:

Dr Lior Rauchberger is the Director of Corporate Intelligence, a leading provider

of award-winning building automation systems. Lior has been responsible for

the delivery of many blue-chip corporate projects in Victoria. He has a degree

in Entrepreneurship from Swinburne University and also has a medical degree.

Corporate Intelligence is part of Nuvo Solutions, a company dedicated to

delivering electrical and technology solutions to clients without the technology

jargon. The company is based in Abbotsford, Victoria, with offices also in

Queensland. For further information visit: www.nuvogroup.com.au, contact

[email protected] or call 03 9001 3000.



40 socIal medIa

it’s the era of the iPad. The Kindle, Internet browsing from the

sky, Pandora, YouTube, Evite and Twitter have penetrated each

and every aspect of our lives—and the workplace. If you haven’t

jumped on the digital media bandwagon, you’re simply going to be

left behind.

The question is—how does your company, product or service

remain relevant? How do you stay at the top of your industry?

What tools and resources will help you retain the attention of your

audience?

You’re not the first person who heard about social media and

wondered where to begin. It can be overwhelming and even scary

for those who haven’t yet taken the plunge, jumping in with two feet

first. So here’s your chance—it’s time to start tweeting.

What is Twitter?Twitter is a microblogging site that allows you to update your status

with short messages limited to 140 characters or less. With Twitter,

you are the content provider.

Not sure where to begin? These steps will help you get started.

1. Create an account at twitter.com by choosing a Twitter name

and password.

2. Provide some general profile information under the ‘Settings’

tab, upload a profile picture and customise your background.

3. Post messages in no more than 140 characters.

Terms to remember 3 Handle – The username you choose for your Twitter profile is

your Twitter handle.

3 Avatar – Your avatar is the image you upload to your Twitter

profile.

3 Tweet – A posted message is referred to as a tweet.

3 Follow – When you wish to subscribe to another user’s tweets,

this is called following. Subscribers are the ‘followers’. If you like

the tweets another user posts and would like them to show up

on your Twitter homepage, simply follow them.

3 @ reply – An @ reply is used when you want to talk to or refer to

someone in a tweet. By including the @ symbol before a user’s

handle, it becomes a link to a Twitter profile. For example, if

you want to say hi to IFMA and are okay with others seeing the

message, you could say, ‘Hello @IFMA!’ and others would be

able to click on @IFMA, going to their profile directly.

3 Direct message – A direct message (DM) is a private message

between a sender and recipient.

3 Favourite – See a tweet that you like and want to come back to

later? You can mark any tweets as a favourite by clicking on the

yellow star next to the tweet. This will save the marked tweet as

a favourite and will then appear under your ‘Favourites’ on the

right hand side of your homepage.

3 Hashtag – The # sign can be used to indicate and mark keywords

or topics of interest in a tweet. By placing the # symbol before a

word, it becomes a clickable link. That link with the # sign before

it is referred to as a

hashtag.

3 Lists – Group together

and categorise the users

you follow by creating

lists. Displayed on

the right side of your

homepage, the lists you

create allow you to view

specific groups of those

you follow at one time.

3 Retweet – If you like

what another user

tweeted and want to

tweet it yourself, you

can retweet (RT) their

content. Retweeting

is when you forward

another user’s tweet to all of your followers.

For a more detailed list of Twitter terms, search the glossary at

support.twitter.com.

What’s next?Once you’ve set up your account and are ready to interact on

Twitter, start tweeting. You can post information about your

offerings, industry news and company announcements, and links to

news articles and resources.

Use Twitter as a way to connect with current and potential

customers, buyers, other companies and organisations. Many also

consider it their go-to news outlet, following @CNN, @USATODAY,

@Reuters and the like for updates on local, regional and world

news. You can even find and share special offers and deals on your

favourite products and services, host or participate in contests, and

win prizes via Twitter.

Maintaining transparencyAs with all social media, Twitter is about merging your professional

and personal lives into one and remaining as transparent, real and

honest as possible. Every tweet you post will be publicly visible,

unless you set your updates to private. If your updates are private,

you will receive a request whenever someone wishes to follow your

tweets. This allows you to maintain complete control over who views

your content but can limit transparency—a key component of the

social media sphere.

One way to maintain your privacy while also remaining transparent

is through the use of direct messages. If you want to send a message

to someone without others seeing it, a direct message will only go to

a specific user and will not be seen by anyone else who subscribes

to your content. However, in order to direct message a user, the

relationship must be mutual and both parties must be following one

another.

IT’S TIME TO STArT TWEETINGBy LaURiE sTEiNER, ifMa

Laurie Steiner



41socIal medIa

In addition, keep in mind that it’s okay

not to follow everyone who follows you.

Unlike other social media sites where

you must accept someone’s friendship,

Twitter allows users to follow and

unfollow as they please. You have the

freedom to follow users who post content

you are interested in seeing; don’t feel

obligated to follow someone back when

they follow you. The same is true of those

you follow, as they may not necessarily

follow you back.

Common concernsOf course, with transparency comes

concerns. What if a spammer starts

following you on Twitter? What happens

when a user posts inappropriate content

that you wish to report?

Twitter includes tools that allow you

to block and report users who abuse the

system. For instance, if someone begins

following you and they are posting links to

inappropriate content or sites, you might

wish to a) block them from following you

and b) report them to Twitter as spam.

To block a user, simply go to the profile

page of the user you wish to block and

click the block link under the ‘Actions’

section. Twitter provides more detailed

instructions on blocking at http://support.

twitter.com/articles/117063-how-to-

block-users-on-twitter.

If you wish to report a user to Twitter,

visit the profile page of the user you wish

to report and click on the report for spam

link in the ‘Actions’ section. This will alert

Twitter directly that this user is misusing

or abusing the site. More information on

reporting spam can be found at http://

support.twitter.com/articles/64986-how-

to-report-spam-on-twitter.

Tweet via your mobileWhile users may log on to social media sites via their computer or

laptop, these tools are also available on a variety of mobile devices

including the iPhone, Google Android, Blackberry, iPad and more.

For devices that offer downloadable applications, you can

download a number of Twitter apps from the App Store. Some of

these include Twitterific, Twitter for Blackberry, Tweetdeck, Tweetie

and Echofon. Many mobile devices even come with Twitter already

installed. For those who don’t have an app-ready phone but have

Internet capabilities, simply visit the site from your mobile browser

and log in.

You might be asking yourself, ‘But why do I need Twitter on my

phone?’

By participating in the conversation, making connections and

networking through Twitter, you are entering a whole new realm of

availability and customer service. This mobile capability allows users

to send updates and tweet regularly—even multiple times a day.

While content is of utmost importance on Twitter, it’s also essential

to remain part of the discussion by interacting often. It’s about being

present for your counterparts, stakeholders, current and potential

customers, and maintaining relevancy in the midst of a continuously

changing online conversation.

Jump in Twitter offers an affordable (free) way to interact with the growing

markets you participate in. Since its creation in 2006, Twitter

has grown exponentially and expanded to include Fortune 500

companies, non-profit organisations, national and international news

outlets, and entrepreneurs. There are now more than 100 million

Twitter users worldwide—a true indication of the possibilities and

opportunities it can provide.

So go ahead. Jump in with two feet first and start tweeting. After

all, it is the 21st century. See you online. FMJ

ABouT THe AuTHor

Laurie Steiner is the senior associate editor of the Facility Management Journal

and the social media coordinator at IFMA.

If you would like to continue the Twitter conversation, find Laurie on Twitter,

@LaurieSteiner. She may also be reached via email at [email protected].



42 socIal medIa

There is an increasing number of OH&S prosecutions against

facility managers, property owners and head contractors

for the actions of subcontractors. Today, the exposure to

significant costs and liabilities necessitate some form of active control

over personnel who are allowed on site to work because they put the

building, the owner, the tenants and any visitors at risk.

Across the industry, managing subcontractor compliance has been

done badly, if at all, simply because it is such a time-consuming

and therefore costly, dull task. There are thousands of different

certificates, forms and processes that need to be collected for the

good of the building, the personnel, the tenants and the owners.

Trying to keep track of compliance documents for thousands of

subcontractors and hundreds of facilities is a soul-destroying task. As

a result, leaders in the FM and property industry are using Web 2.0

COINs to share the costs of managing compliance risk across facilities

and subcontractors.

How big is the problem?At an industry level, multiple facility managers are collecting exactly

the same certificates from a common pool of subcontractors. The

duplication of effort is staggering.

If 100 companies distribute five policies to 100 subcontractors

and collect 10 certificates from each subcontractor, there is a total

of 500 policy documents and 1000 certificates. When we add up all

the copies being transmitted across the industry, we get 150,000

separate documents. That means that 99 per cent are unnecessary

duplicates. This many-to-many approach is costing the industry

millions of dollars in wasted time chasing and storing duplicated

certificates. There has to be a better way.

What are Web 2.0 and social media?The primary feature of social media or Web 2.0 is user-generated content. Web 1.0 consists of web pages with a

one-way flow of information. Web 2.0 is about interaction,

collaboration and exchange of user-generated content. Well-

known examples of Web 2.0 include YouTube, Facebook and

Wikipedia. Users create the content, not the owners. In the case

of Wikipedia, users collaborate to create a trusted source of

information. Slightly more business-oriented examples include

LinkedIn and Slideshare; however, these applications don’t

deliver collaboration and measurable business benefits.

Some Web 2.0 applications do deliver measurable business

benefits. Interestingly they have all developed out of industry needs

to manage the messy and costly interface between businesses. Some

examples are:

3 iCiX – for the exchange of compliance information

3 incite and Aconex – for project collaboration

What’s a COIN (Community of Interest)?‘Social media’ and ‘social networking’ imply low security and a

non-professional approach. We need a different label that stands

for security, trust and collaboration, and that term is COIN –

Community of Interest – which implies common purpose, dialogue,

SOCIAl MEDIA AND WEB 2.0 ArE HElPING THE FM INDUSTry CUT COSTS AND INCrEASE COMPlIANCEBy NigEL daLTON-BROwN, MaNagiNg diRECTOR, iPCUBEd

Not only is there confusion around some of the IT buzzwords floating around, some people question

whether ‘IT fads’ can deliver measurable business benefits for an industry. This article clears up some

of the confusion and shows how COINs (Communities of Interest) are delivering clear and measurable

benefits to the FM industry.

Figure 1 - Many-to-many

Trying to keep track of compliance

documents for thousands of

subcontractors and hundreds of

facilities is a soul-destroying task.

As a result, leaders in the FM and

property industry are using Web

2.0 COINs to share the costs of

managing compliance risk across

facilities and subcontractors.



43socIal medIa

professionalism and the exchange of critical business information

between trading partners.

Who would be members of an FM COIN for compliance?A COIN is a community of interest. The various parties that would

have an interest in compliance are:

3 Asset/property owner;

3 Facility management organisation;

3 Subcontractors;

3 Tenants;

3 Auditors; and

3 Even the facilities themselves.

In much the same way a subcontractor has multiple certificates

with expiry dates, each facility has multiple certificates with expiry

dates.

So how does a CoiN work?Much like LinkedIn or Facebook, each member of the COIN has their

own business-grade secure site on the COIN. Each member uploads

all their compliance certificates, policies and documents onto their

secure site, adds key metadata such as expiry dates, and chooses

with whom to share those documents. Being able to decide who

sees which documents is important because one COIN could include

every subcontractor and every facility manager and you don’t want

your competitor to see your information. Finally, collaboration is

critical for COINs, so each member also includes their contact details.

The COIN must provide a communication path between members,

be it by email, fax, SMS or even voice messaging.

What are the measurable benefits of CoiNs?For the industry, the benefits are that:

3 non-compliant organisations can no longer hide;

3 administration and software development costs are shared across

the community;

3 information is stored once and accessed many times; and

3 often, the COIN owners and developers are working with the

industry to define the future development.

For suppliers, it reduces their costs and can increase their revenue.

Documents are loaded once, reducing administration time, and their

organisations can be quickly and easily found by buyers looking for

compliant suppliers.

For facility managers and asset owners:

3 Using COINs, some of Australia’s largest asset owners and facility

managers can report an average compliance of 95 per cent

across all facilities and all contractors. This significantly reduces

liability and risk of prosecution.

3 Compliance administration costs are cut by up to 80 per cent.

Time is no longer spent chasing contractors for out-of-date

documents.

3 Missing documents at less than two per cent.

3 Reports are produced in seconds with a high level of confidence.

Compare this to a 2010 survey in which 56 per cent of

respondents reported that they had never run, or found it too

difficult to run a report to check supplier compliance. Even when

the report was run, 42 per cent of respondents reported having

a low or very low confidence in the accuracy of the data, as most

of the information is out of date.

To paraphrase one of these leading organisations, the COIN has

saved us the task and drudgery of keeping track of subcontractors’

compliance, both with their statutory responsibilities and with our

specifications. It has eliminated the incessant tail-chasing exercise,

enabling us to concentrate on reducing our risk, which is of great

benefit to the owners, our tenants and our directors.

ABouT THe AuTHor

NIGEL DALToN-BRoWN

Nigel Dalton-Brown is Managing Director of IPcubed. He has been working in

the telecommunication industry from 1986, mostly in Europe. In 1996 Nigel

created the role of e-marketing manager at Nortel Networks. Nigel presents

on the business impact of CoINs and is currently a member of the AiGroup’s

Technology Industry Development Council.

www.ipcubed.com.au

Figure 2 - Many-to-one-to-many

... the COIN has saved us the task

and drudgery of keeping track of

subcontractors’ compliance, both

with their statutory responsibilities

and with our specifications. It has

eliminated the incessant tail-chasing

exercise, enabling us to concentrate

on reducing our risk, which is of

great benefit to the owners, our

tenants and our directors.



44 clIent FeatureX client feature

Corporate offices have long been committed to all-embracing

waste management strategies that create a safe and clean

working environment. This commitment is now seeing its

way into the ‘back-of-house’ operations where organisations can

make considerable waste reductions, further reducing their costs and

creating a more environmentally responsible company.

Warehouses and factories offer many opportunities to recycle –

the more traditional including industrial items like tyres, metal scraps,

batteries, oil and chemicals. The Orbis bin, manufactured by Glasdon

and distributed in Australia by RUD, facilitates the effective recycling

of bottles, paper and cans – materials traditionally only recycled in

offices. Now companies can extend their recycling programs out of

the offices and into their adjoining warehouses and factories.

Of course, despite the investment a company makes in their

corporate recycling programs, they will not be effective unless they

stimulate a change in their employees work habits. One effective

strategy is to clearly sign the recycling bins – people will take the

time to separate their rubbish into recycle and waste bins if they

are clearly signed and easy to understand. It is here that the Orbis

recycle bin goes one step further and encourages recycling in a

way other bin solutions can not. The Orbis is essentially a stand

and frame that holds a see-through garbage bag. Being able to see

the contents makes it virtually impossible to throw rubbish into the

wrong bin. And because the Orbis can be installed without a lid,

throwing rubbish away couldn’t be easier.

The Orbis can be free-standing or fixed, and can be mounted as

single or multiple bins. It is constructed from a corrosion resistant

metal post and a durable polymer top, so regardless of the rough

handling it may endure in a warehouse or factory, it will withstand

extremes of temperature, will never rust, chip or break and will

never need repainting. The see-through garbage bags are easily

inserted, will hold up to 55 kg of waste, and can be removed without

having to lift the bag out over the bin top. Where required, a clear

polycarbonate cage option can cover and protect the garbage bag

without impairing its transparency.

Warehouses and factories are busy places – deliveries come in,

goods are unpacked, products are manufactured and assembled,

goods are repacked and finally sent out again. It is a never ending

cycle of complex procedures, and it seems that the simple and

robust design of the Orbis is the perfect recycling solution for this

environment.

Orbis sOlves warehOuse recycling dilemmaRUD’s new no-fuss Orbis recycling bin has proven to be an effective solution for extending corporate

recycling programs into warehouses and factories.

For further information please call our Product Specialist Mark

Williams on (07) 3712 8000 or visit our website at

www.bins4recycling.com.au.

310143E_Rud Chains | 1703.indd 24 5/6/11 10:15 AM1703_Facility Perspectives.indd 44 5/30/11 1:51 PM


46 Fm’s guIde to reducIng buIldIng Waste

The environmental performance of the

building sector is affected by various

building activities. These activities impact

not only economic and social life, but also the

natural and built environment. Commercial

buildings account for the majority of Australian

solid waste production, which stems from their

construction, demolition, refurbishment and

operation. Sustainable commercial buildings

aim to minimise the amount of waste created

throughout their life cycle. This includes both

their building and operational stages. Their

designs are also considered so as to maximise

reuse potential in the deconstruction phase. In

traditional commercial building construction,

demolition and operation waste reduction

and avoidance are not often given ample

consideration. However, this is an area in which

there is much potential for improving environmental, economic and

social outcomes.

Building users and occupiers have a potential impact on the

amount of waste generated from a commercial building. Waste

from the operational phase of a commercial building may include

structural materials and systems, fit-out fixtures, fittings, furniture,

equipment and office consumables. Construction, major renovation

and demolition generate significant, but intermittent, waste volumes.

However, fit-out churn and maintenance produce significant volumes

of waste over the life of the building, much of which currently ends

up in landfill. In a sustainable commercial building, all associated

groups involved in commercial buildings – owners, developers,

builders, designers, users and facility managers – are required to take

responsibility for the waste they generate, with the aim of reducing

this waste and its associated impacts.

This article covers a broad discussion of waste management in

commercial buildings in the Australian context to offer a general

discourse on a largely overlooked aspect of the building and

construction industry.

Policies and regulationsAustralian governments have a long history of collaboration on

waste policy and actions. Under the Australian Constitution, the

management of waste is primarily the responsibility of the state and

territory governments. The Australian Government is responsible for

ensuring that Australia’s international obligations are met, whether

through measures implemented by the Commonwealth or through

measures implemented by the states1.

In the development of the National Waste Policy2, it was identified

that one of the key issues with the coordination and consistency in

resource recovery and waste policies and regulations in Australia is

the differences in jurisdictional approaches to waste management,

recycling and disposal, which have created a complex structure

of regulations and policies. One of the main areas found to have

inconsistencies is the definition and classification of waste across

the state and territory governments. Although the main definitions

of what constitutes waste are similar, it was found that no two

jurisdictions employ the same definition1.

All state and territory governments have enacted comprehensive

legislative and policy instruments to protect the environment and

conserve natural resources. Their waste management and resource

recovery legislation is as follows1:

3 New South Wales – Protection of the Environment Operations

Act 1997 (amended in 2008) and Waste Avoidance and

Resource Recovery Act 2001

3 Victoria – Environment Protection Act 1970 and Environment

Protection (Amendment) Act 2006

3 Queensland – Environmental Protection Act 1994

3 Western Australia – Environmental Protection Act 1986,

Waste Avoidance and Resource Recovery Act 2007 and Waste

Avoidance and Resource Levy Act 2007

3 South Australia – Environment Protection Act 1993, Zero

Waste SA Act 2004 and Plastic Shopping Bags (Waste

Avoidance) Act 2008

3 Tasmania – Environmental Management and Pollution Control

Act 1994

3 Australian Capital Territory – Environment Protection Act

1997 and Waste Minimisation Act 2001

3 Northern Territory – Waste Management and Pollution Control

Act 2007

WASTE MANAGEMENT AND SUSTAINABlE COMMErCIAl BUIlDINGSdR Usha iyER-RaNiga1, 2, dR MaRy MyLa aNdaMON2 aNd dR JaMEs PC wONg2

1 School of Property, Construction and Project Management, RMIT University

2 Centre for Design, RMIT University



47Fm’s guIde to reducIng buIldIng Waste

The National Waste Policy Regulatory Impact Statement 20091

identified that in the absence of a national agreement, state and local

governments have no choice but to develop their own responses

to resource recovery and waste management issues that lead to a

degree of fragmentation across state and territory policy settings

for waste management and resource recovery. The National Waste

Policy2-4

updates and integrates Australia’s policy and regulatory

framework. It builds on the existing settings by providing a nationally

agreed direction so that all jurisdictions can focus their individual and

collective efforts on common goals, strategies and actions over the

coming decade. The strategies identified in the policy are directed at

emerging domestic and international needs and avoiding inefficient

measures.

The OCED report in 20035 indicated that the quantity of

construction and demolition waste might be halved if the average

service life of buildings can be doubled. This is, of course, predicated

on the basis that buildings need to be properly maintained and

buildings are adaptable to changing needs. In October 2006,

the federal Productivity Commission inquiry report, ‘Waste

Management’, was completed. As part of its overall review, the

report looked at construction and demolition waste and municipal

waste within the commercial building sector. The report found,

among other things, that landfill levies are not effective mechanisms

to reduce waste flows, and that waste minimisation and resource

recovery, in themselves, do not enable a life cycle approach to

waste minimisation. In its concluding remarks, the report stated

that ‘waste management policy should assist markets to find the

balance between waste avoidance, resource recovery and disposal

that maximises net benefits to the community’6. It also suggested

that ‘Australian policy-makers have yet to establish the right mix of

policies to let this happen’6.

Waste over the lifecycle of commercial buildingsOn a day-to-day basis, the majority of waste generated in commercial

buildings comes from consumables associated with occupant

business activities (paper, cardboard, food waste etc.). Figure 1

shows the composition of a typical office’s waste7. Management

maintenance activities typically generate a smaller proportion of

operational waste sources, but can include hazardous wastes such

as chemicals, contaminated water or non-recyclable equipment.

Tenants, building management and owners all contribute to tenancy

and building refurbishment-associated churn. Churn results from

changes in fashion, function, quality, regulation, efficiency and

redundancy. Tenant-associated churn relates primarily to furniture

and fittings, internal partitioning, carpet and equipment (IT and

communications, and related consumables etc.). Management and

owner-associated churn relates primarily to fixtures and fittings

(and their consumables), service equipment (lifts, escalators,

HVAC systems and monitoring) and the building fabric (internal

and external). In both cases, factors other than functional wear are

likely to be important reasons for churn (e.g. obsolescence-related

sources of waste occur when a tenancy or building is upgraded,

or when a tenancy is returned to its pre-lease condition). Building

management activities, particularly regular maintenance activities

(such as the replacement of light fixtures), also generate waste. Some

maintenance activities, like replacement of commercial lighting, tend

to be done on a time/cost basis, rather than when replacement is

actually needed. This increases the waste component. The Your

Building website (www.yourbuilding.org) published numerous

articles addressing present and past policies implemented for

achieving sustainability in commercial buildings in Australia.

Waste reduction and minimisation in commercial buildingsTo avoid waste during construction, fit-out and refurbishment,

designers, owners, tenants and facility managers need to ensure the

durability of fixtures and products, both in the physical sense and in

the ‘look’ and ‘feel’ of a fit-out, so that it doesn’t date.

Design elements in commercial buildings include: design for

adaptability; design for disassembly; modular design; limiting

material types and material mixing; provision of adequate storage

and access for waste management during building operation; and

re-use of existing building elements. For example, basing a design

around a raised floor system provides adaptable ventilation and

flexible service provision. It also negates the need for plenum ceilings

(and compatible fittings) and HVAC ductwork. Modular tiles have

the potential to significantly reduce churn due to wear and tear or

tenancy modifications. Specification of recycled-content and recycled

materials and components, product take-back programs, component

prefabrication, and right-sized, energy efficient equipment also

assists in reducing waste. Tender documents and construction

contracts need to include waste minimisation strategies and waste

management plans at both the construction and operational phases.

Establishing major tenant contracts prior to the design phase also

reduces overlap of base building and fit-out specifications.

Waste minimisation strategies include reduction, re-use, repair,

recycling, and disposal. Waste reduction provides the most effective

long-term benefits. It is achieved in the design phase in terms of

space allowance, and energy and materials efficiency. Miller et al8

stated that decisions regarding energy and materials efficiency are

designer- and contractor-driven, while space allowance is a client-

driven decision. However, all decisions are conditioned to some

degree by the client’s brief and their engagement with sustainability.

Figure 1 Composition of a typical office’s waste (source:7)



48 Fm’s guIde to reducIng buIldIng Waste

This either enables or disables the potential to include options for re-

use, repair, recycling and disposal throughout the building life cycle.

Waste management performance in commercial buildings can

be improved at the design phase through design, specification

and contracting pathways. It is the responsibility of the owner,

design team and consultants. During the construction phase, waste

management performance can be improved through planning,

purchasing and equipment pathways, and is the responsibility of

the project management team and contractors. Planning elements

include implementation of an environmental management plan

and waste management plan, in which all employees and sub-

contractors are educated at the beginning of the project. This

includes the provision of on-site recycling and waste sorting and

storage facilities; early consideration of existing buildings and

landscaping; and minimising site disturbance and limiting excavation.

A ‘just-in-time’ purchasing policy discourages over-ordering and

potential waste. Waste reduction is optimised if coordinated with

just-in-time, or staged, delivery and sequencing of tradespeople and

contractors. Equipment elements include re-usable formwork. Waste

management at the demolition phase can be optimised through the

re-use of structural elements in new development on or off site,

or recycled elements on or off site. Fit-out components can be re-

used in refurbishment or sold to second-hand dealers. Furthermore,

contracted take-back programs or extended producer responsibility

options can be taken up with furniture suppliers.

opportunities and strategies for implementing waste mitigation, abatement and management measures in commercial buildingsTwo factors are driving changes to waste regulation: the need

to reduce waste volume and the need to protect human and

environmental health from chemical wastes associated with industrial

activity (particularly synthetic chemicals)6. Regulation, by its nature,

is a ‘stick approach’, and hence tends to be reactive rather than

proactive. For this reason, behaviour change tends to be initiated

via organisational strategies and policies before it is enshrined

in government regulation. This is particularly the case for waste

reduction in commercial buildings, where change is largely driven by

voluntary, market-led actions, aided by government incentives. This

has been demonstrated in the societal and supply chain uptake of

waste reduction strategies like recycling, as well as by the emergence

of waste avoidance, minimisation and management strategies (like

design for environment and industrial ecology etc.), and guidance

and rating tools that aid materials selection for products and

buildings. However, in terms of human and environmental health

and safety, governments and organisations have a duty of care. As

this is better supported by regulatory than voluntary strategies, it is

the more significant driver of regulatory development.

To date, the incidental, synergistic chemical interactions associated

with environmental pollution both within internal and external

spaces have not been adequately understood or profiled. This is

anticipated to be the next frontier of regulation. It is likely that these

regulations will predominantly impact on the manufacturing sector,

rather than the built environment; however, as our understanding

of the impact of use of certain products and materials grows, it may

well impact internal environments. Churn and demolition-associated

waste generated throughout the building life cycle may also come

under scrutiny. For example, PVC and its additives have been under

scrutiny for phthalate and heavy metals leachate, and for vinyl

chloride landfill gas9,10

.

The implications for commercial buildings are likely to be

increasing regulation, and the replacement of landfill levies with taxes

associated with future waste generation. This trend underlines the

business case for sustainable waste management practice, in both

cost savings and reduced risks for commercial buildings.

ConclusionThere is a potential to reduce waste in the design, construction,

operation and deconstruction stages of commercial buildings.

Waste minimisation in the operation phase involves both day-to-day

occupant business activities, and management maintenance where

options for reduction, re-use, repair, recycling and disposal need to

be considered. Facility managers have a critical role to play in waste

reduction. They interact with the building users and contractors;

therefore have the potential to influence waste minimisation in

the operational phase from both technical and behaviour change

perspectives.

1 The Allen Consulting Group. 2009. National Waste Policy: Regulatory Impact Statement (A Report to the

Department of the Environment, Water, Heritage and the Arts). Melbourne.

2 Environment Protection and Heritage Council. 2009. National Waste Policy: Less Waste, More Resources.

3 Environment Protection and Heritage Council. 2010. National Waste Policy: Less Waste, More Resources

(Implementation Plan – July 2010).

4 Environment Protection and Heritage Council. 2010. National Waste Policy: Less Waste, More Resources (Status

Report, amended November 2010).

5 Organisation for Economic Cooperation and Development (OECD). 2003. Environmentally Sustainable Buildings:

Challenges and Policies, OECD Publications Services: Paris.

6 Productivity Commission. 2006. Waste management, report no. 38, Canberra: Productivity Commission.

7 Resource NSW. 2002. Waste reduction in office buildings: A guide for tenants, The University of NSW, Sydney,

Australia.

8 Miller, G., Khan, S. et al. 2005. Guidelines for waste minimisation in office building refurbishments: task 4: waste

minimisation in construction, CRC for Construction Innovation, Brisbane.

9 Mersiowsky, I. 2001. Long-term behaviour of PVC products and the additives under landfill conditions: integrative

review and evaluation of the research programme, Hamburg: TUHH Technology GmbH (Tu Tech) Integrated

Management.

10 Steingraber, S. 2004. Update on the environmental health impacts of polyvinyl chloride (PVC) as a building

material: evidence from 2000-2004, New York: US Green Building Council, on behalf of the Healthy Building

Network.



49oFFIce suPPlIes, FurnIshIngs + equIPment

The term ‘ergonomics’ tends to conjure in many people’s minds

images of seats, stick figures and dotted lines that instruct

people how they should sit.

The reality is that ergonomics offers a rich and wide-ranging source

of essential information and guidance that can help facilities managers,

architects and planners to enhance the safety, comfort and utility of

premises. Ergonomics principles are readily applied to the selection

of furniture, space planning, layout, lighting, noise management and

amenity. The ergonomic approach enhances safety, convenience and

wellbeing.

Derived from a Greek phrase that means ‘the study of work’,

modern ergonomics is a multi-disciplined activity that uses current

data about human beings – body size, strength and its variations,

social behaviour, learning skills, physiology, and human responses to

the physical environment (like noise, light, air movement, vibration).

Most professional ergonomists obtain their professional qualification

by building on a primary area of competence, such as engineering,

health science, design, medicine or a therapy.

Ergonomics data can be complex. It encompasses a wide range

of information needed to ensure that premises meet the reasonable

human requirements of people who visit, work or just pass through.

The needs of occupants, visitors, the aged, children (and emergencies)

all need to be planned for.

Take seeing, for example. Ergonomics knowledge of visual capability

and perception, set against data about light levels and lighting quality,

helps ensure that lighting is appropriate to human abilities to see and

detect important information, and that there are suitably well-lit and

restful spaces for those who work, wait or converse.

Human factors can assist the design of spaces, aisleways, and

distancing. The position of signs – especially those that matter –

can draw usefully on ergonomics research that has determined

those locations and colour combinations that are most sensitive to

perception (and equally importantly, those where they are less likely to

be noticed).

There are also numerous elements of public and occupational safety

that can benefit from the application of ergonomics knowledge and

skills. One of these is floor friction, especially on stairs. Gait is studied

by ergonomists, who translate this into specifications for slip resistance

at the right places – for example, at the noses of the stairs, more than

just on the treads themselves.

In some jurisdictions, persons responsible for fit-outs (and initial

design) are required by law to take into account the abilities and limits

of the people who are expected to use the designed space, such that if

accidents subsequently occur, liability traced back to defects in design

might prove costly.

It is far better to consult the experts at the design or fit-out stage, to

ensure that the entire project has taken account of the critical human

factors that should infuse any built area.

ErGONOMICS: THE HUMAN TOUCHBy MaRK dOhRMaNN, ERgONOMisT




50 clIent Feature

SCA, globally recognised for its leadership in sustainable and

ethical business practices, has announced the achievement

of Forest Stewardship Council® (FSC®) Chain of Custody

certification for its Tork® tissue manufacturing site in Kawerau, New

Zealand. Tork is the first in Australia and New Zealand to offer a

comprehensive range of FSC certified washroom products.

FSC certification is an independent global standard for tracing a

product back along the supply chain to the origin of its fibre, and

represents global best practice in responsible forestry.

Mark Stevens, SCA Hygiene Australasia’s Head of Sales New

Zealand, says the FSC certification applies to a wide range of Tork

toilet tissue, hand towel and wiper products, and adds further

strength to its existing environmentally responsible range.

“The rigorous ‘chain of custody’ approach taken by FSC analyses

every processing step – from harvesting and pulping to paper and

tissue production.

“This means buyers of Tork products bearing the FSC mark have

the security of knowing that our wood raw materials are not logged

illegally, and don’t come from forests with a high conservation value,

or from areas where human rights or indigenous peoples’ rights are

violated.

“This level of accreditation goes right to the heart of the

sustainability and environmental issues that many businesses like

ourselves - and many consumers - are seeking to address.”

Mr Stevens says that as well as being a global company with more

than 45,000 staff and operating in some 100 countries, the Sweden-

based SCA Group earlier this year was rated one of the world’s most

ethical companies by the New York-based Ethisphere Institute, for

the fourth year running.

“As a company SCA has had a long commitment to sustainable

business practices. We are currently working to reduce our emissions

from fossil fuels by 20% between 2005 and 2020. Locally, SCA

Hygiene Australasia reduced its water use by 25% between 2005

and 2010.”

SCA is the largest private owner of forestland in Europe, where it

has had FSC certification since 1999.

This latest development for the Kawerau mill comes on the back

of the implementation of geothermal (steam) energy at the site late

last year. This geothermal project was the result of a partnership with

local Maoris and will reduce the site’s CO2 emissions by up to 39%.*

Choosing from the Tork environmentally responsible range not

only makes a difference to the environment but also demonstrates to

staff and customers that you too are serious about the impact your

business is making.

* BaSed on Corporate GreenhouSe GaS reportinG – data and MethodS, 2008. new

Zealand MiniStry of environMent, SCope 1 and 2 eMiSSionS.

client feature

SCA tiSSue plAnt getS greener with FSC CertiFiCAtion

315647E_SCA | 1703.indd 2 5/3/11 10:11 AM1703_Facility Perspectives.indd 50 5/30/11 1:51 PM

looking for sustainable washroom solutions?

Look for our FSC certifi ed products – a responsible choice for your business

Tork® now offers a range of FSC® certifi ed products. Another step towards being forever sustainable.

© March 2011 SCA Hygiene Australasia Pty Limited Tork® is a Registered Trademark of SCA iezziF081FP

We are proud to announce that a range of Tork products manufactured at our New Zealand plant have achieved the Forest Stewardship Council® (FSC) certifi cation. Which means we can now offer you an even wider choice of environmentally responsible washroom products. The FSC certifi cation guarantees that Tork products bearing the FSC label are a responsible choice for your business.

Choosing from this Tork range not only makes a difference to the environment but also demonstrates to your staff and customers that you too are serious about the impact your business is making. Look for Tork environmentally responsible products and look after tomorrow.

For a kit outlining our environmental credentials and complete certifi ed range, visit www.tork.com.au/fsc or www.tork.co.nz/fsc

F081 TK FSC_FPC_FP.indd 1 19/04/11 12:17 PM1703_Facility Perspectives.indd 51 5/30/11 1:51 PM


52 oFFIce suPPlIes, FurnIshIngs + equIPment

‘Ergonomics’ has developed numerous synonyms over the

years – ‘user friendly’; ‘idiot proof’; ‘human-machine interface’,

‘human factors’ and others. Ergonomists in Australia are working

in interesting settings like the design of consoles for air traffic

controllers and emergency services personnel, matching displays

and information systems to human abilities to see, comprehend

and respond to communications. They assist chair designers in

providing adjustment ranges that actually fit the people who will use

the furniture, and for product designers, they are useful sources of

information about sizes of hands, feet and heads.

One area where facilities managers should find an immediate

use for ergonomics is in the selection of furniture. Desks may need

to be height adjustable for some; there is also a growing call for

workstations that allow people to sit or stand. Hot-desking demands

adjustability in chair or desk height, possibly a footrest, maybe a

laptop docking station. Don’t forget visitors’ chairs in foyers or

waiting areas – they should fit the people who sit there. Often these

chairs are oversized, uncomfortable – more about matching the

décor than the sitters.

Beware of the label ‘ergonomic’ – it is often just an advertising tag.

A truly ergonomic chair will fit the people who use it, and be easy

to adjust. So multi-adjustments are not always a good idea. Chairs

should have an AFRDI (Australian Standards) rating for strength,

function and fit.

You can learn about ergonomics and seating by checking your own

chair. Here are some pointers1.

3 Does the seat pan feel comfortable and fit your shape?

The seat pan should be at least two centimetres wider than

your hips and thighs on either side. The seat pan should not be

too long for your legs, otherwise it will either catch you behind

the knees or it will prevent you from leaning fully back against

the lumbar support. Most ergonomic chairs have a seat pan

with a comfortable waterfall front. The seat pan should also be

contoured to allow even weight distribution, and it should be

immediately comfortable.

3 Is the seat chair height adjustable?

Leaving aside visitors’ chairs, the chair should preferably be

adjustable so that you can adjust the height while sitting.

3 Does the height adjustment range suit all users?

With your shoulders relaxed, you should be able to adjust the

seat to a height where there is no pressure under your thighs

when your feet are firmly on the ground, otherwise you need

a footrest. Height adjustment should be easy to operate when

seated.

3 Does the chair have a comfortable lumbar (lower back) back rest?

Many chairs have cushioned lumbar supports that can be

adjusted up and down and forwards and backwards to best fit

your shape. If the chair will be used by multiple users, then this

level of adjustment may be required. If the chair has a fixed

height lumbar support and it feels comfortable when you sit back

against this, and you will be the primary user of the chair, then a

fixed lumbar support may be acceptable.

3 Is the chair backrest large enough to provide good back support?

Many chairs have back supports that are large enough to provide

mid-back and upper-back support, in addition to good lumbar

support.

3 Does the seat pan still feel comfortable after you’ve been sitting in it for two hours?

If the seat pan is made from low-density foam, then continuous

use can cause it to become permanently deformed and it will

not provide adequate support. Insufficient cushioning and

inappropriate contouring can cause discomfort, imbalance, and

hip and back fatigue.

3 Does the chair backrest recline and support your back in different positions?

Movement of the back while you are sitting helps to maintain a

healthy spine. Look for working chairs that allow you to easily

recline, that provide you with good back support in different

recline postures,

3 Does the chair have a five pedestal base?

If chair mobility is important to help you to do your work then

the chair should have at least a five pedestal base with castors

(use fixed feet where movement is not critical – and be careful! A

chair moving silently away behind you can cause a nasty fall).

3 Do you need armrests?

Often, they’re unnecessary. If needed, are the armrests broad,

contoured, cushioned and comfortable? They should not prevent

the chair from being moved close to the desk.

3 Do you need a footrest?

You will if there is pressure under the thighs when your seated

height is comfortable for your shoulders and arms.

3 What chair covering is best?

Vinyl and vinyl-like coverings are easy to clean and spill resistant,

but they don’t breathe, and if the chair begins to heat up under

the thighs, uncomfortable amounts of moisture can accumulate.

Cloth upholstery is the most common covering, but this is less

resistant to spills and more difficult to clean. Wool mixes are

best. When selecting your chair covering, think about cleaning

and maintenance issues.

3 Do you need an adjustable tilt seat pan ?

In most situations this is not an essential feature. It’s hard to

adjust this feature correctly, so do without it.

Australia is one of the most challenging countries in which to apply

ergonomics, because of our ethnic variability.

There is plenty of ergonomics data available that applies to

children and their play equipment and activities, as well as to

the needs of the aged. Compliance with DDA (the Disability

Discrimination Act 1992) is assisted to some extent by its published

Guidelines, but there are still many areas where appropriately

qualified ergonomics advice is necessary to get the details right. DDA

compliance is a legal obligation for many buildings.

There is no legal protection for the term ‘ergonomist’, and if you

are looking to engage one, it is wise to consult the professional

body at www.ergonomics.org.au. You should seek out a Certified

Professional Ergonomist (CPE): you can safely assume that a CPE is

properly trained, experienced, and able to provide answers within

their sphere of expertise.

In summary, modern ergonomics covers a fascinating range of

applications, all focused on securing safety, comfort and a productive

‘fit’ between built environments and the real people who use them.

Mark Dohrmann, engineer, ergonomist.

www.ergonomics.com.au

[email protected]

1 Some of these guidelines borrow a little from the excellent Cornell University Ergonomics Unit material. More at

www.ergonomics.com.au




53sPotlIght on FloorIng

The building industry is one of the driving forces in the

Australian economy. Clearly then, driving the sustainability

agenda through building materials is key to achieving

environmentally preferable outcomes for Australia.

Facilities managers play an important role in this system, and can

wield significant purchasing power in the procurement of products

and services.

On the path to sustainability, your choice of flooring, for example,

can literally help pave the way towards a greener future and better

business.

Every built environment needs flooring. Abundant opportunities

for creative solutions exist within commercial, government, sporting,

community, health, home and scientific spaces. Sustainable flooring

solutions can be found that satisfy the essential needs of cost

efficiency and functionality as well as hitting the trifecta of durability,

beauty and sustainability.

The role of ecolabels – A simple solution for your choice of flooringToday, more and more people are interested in the environmental

impact of their purchases.

Sustainable and ethical purchasing in the consumer market has

gained popularity through ecolabels such as Fair Trade and Certified

Organic, which are now well-recognised labels. The business-to-

business world has also begun adopting sustainable and ethical

procurement practices as more evidence that sustainable supply

chains are pivotal to transitioning to a healthier, happier, greener

world.

As they are so extensively used, flooring products have the

potential to make a considerable contribution to the reduction of

environmental harm in built environments, not only in how they are

manufactured, but in how they perform once installed and at the end

of their useful life. But how do you know which flooring products are

environmentally preferable and why?

Good Environmental Choice Australia (GECA) promotes

sustainable production and consumption through its national,

independent, not-for-profit ecolabelling program. The Environmental

Choice Australia Ecolabel program provides to the community and

commercial markets an environmental mark of recognition for a wide

range of products and services.

GECA certified products and services are readily identifiable, as

they carry the Environmental Choice Australia ecolabel. GECA and

its licensees use this mark to assist product specifiers and purchasers

looking to make good environmental choices in product selection.

It gives a clear signal and is readily recognisable and assures that,

through a process of independent assessment and verification,

the product can genuinely claim to deliver better environmental

outcomes.

The Ecolabel is awarded to products that meet GECA’s clear

voluntary environmental performance standards. They are developed

in accordance with ISO 14024 and are based on international best

practice. GECA also draws on the standards developed by its many

Global Ecolabelling Network (GEN) partners. GEN members establish

minimum environmental performance criteria for a product or

service across different phases of a product’s life cycle (for example

sourcing, manufacture, use and disposal). GECA standards aim

to encourage and recognise environmental benefits in avoiding

hazardous chemicals, conserving resources, minimising waste for

landfill, and encouraging the use of environmentally preferable

materials. Where possible, data from life cycle assessments is used to

inform standard criteria.

Regupol Australia says, ‘With a heritage of over 50 years of

environmental consciousness through recycling waste products

into attractive yet functional, and durable yet comfortable flooring

products that are now provided to various markets in 70 countries,

Regupol was conceived on the basis of removing tyres from landfill.

On a local level, our association with GECA and the certification of

our products has helped to take this unique product to the market.

GECA has provided guidance for our architectural clientele and has

led to the selection of Regupol flooring products in major Green Star

Projects such as Energex in QLD and BHP in WA.’

WAlk THE TAlk WITH ECOlABEllED FlOOrING



54 sPotlIght on FloorIng

impacts and considerationsThe environmental impact of floor covering products primarily

arises from the different types of raw materials used, products for

installation and surface treatment, and from the energy used during

manufacturing. In addition, environmental impacts can occur during

use and maintenance and when the floor covering reaches the end of

its useful life and becomes waste to be recycled, reused, reprocessed

or otherwise disposed of.

The GECA 25-2011 v2 Floor Coverings standard identifies the key

environmental loads of floor coverings. The standard is applicable

to a range of floor coverings and carpet underlays that are applied

to a foundation of concrete or wooden beams, and are not part of

the building structure. This includes floor covering such as: parquet,

wooden planks, engineered wood products, linoleum, bamboo, cork,

rubber and vinyl. The specific requirements of the standard address

product performance, material content, emissions during production

and post-installation, resource efficiency and responsible disposal.

GECA currently has the choice of 10 licensees certified under

their rigorous Floor Coverings Standard which include products such

as carpet underlays and rubber flooring that utilise post-industrial

recycled content, preventing it from ending up in landfill.

The new geCA standards for flooring optionsThe GECA standard on floor coverings recently underwent a major

review process. In March 2011, GECA released the final version

of GECA 25-2011 v2 Floor Coverings. This is the fourth in a series

of five standards that GECA has revised and finalised following

recognition in 2010 by the GBCA (Green Building Council of

Australia) under its program of Green Star product certification

schemes. Now ready for auditing, GECA 25-2011 v2 Floor

Coverings replaces the GECA 25-2010 draft and its predecessor,

GECA 25-2005 Floor Coverings. Changes have been made to

the criteria for material efficiency and the scope of the standard

broadened to reflect new market needs.

The primary purpose of this standard is still to define

environmental product criteria for the most harmful environmental

and human hazards of flooring and to use these criteria as indicators

of general environmental performance of the product.

For a complete environmental solution, customers are able to

combine a GECA certified flooring solution with a GECA certified

adhesive to ensure that environmental gains made by choosing an

environmentally preferable flooring product are not lost by using a

highly toxic adhesive, which is a scenario that often occurs. Similarly,

an environmentally preferable carpet can be matched to an underlay

with similar environmental performance. GECA’s wide range of

standards allows for a ‘one-stop-shop’ for choosing environmentally

responsible flooring.

It is important to note that floor coverings addressed by this

standard do not include carpets. All carpets are covered by the

new GECA 50-2010 Carpets standard (previously there were three

separate carpet standards, which have been amalgamated into

one) as the environmental impacts of carpets and opportunities for

reducing environmental impact vary from floor coverings in the way

in which they are made and used. Carpeting generally means fibres,

which requires land clearing, water consumption and pesticide use

for raising sheep or growing fibre crops. Production processes for

synthetic fibres and backing can generate air and water emissions,

and may use harmful chemicals. These activities have their own

environmental impacts as well as a whole host of flow-on issues. Of

course, other flooring surfaces can have their own environmental

impacts, so choosing your product carefully can mean mitigating and

minimising your impact.

Sustainable futuresHard surface flooring is often more durable and longer lasting,

and can therefore lead to less churn, one of the biggest causes of

construction waste in this country. Facilities managers are likely to

prefer flooring that employs sustainable materials and processes in

manufacture, and throughout the useful life of the product, to gain

benefits like easier cleaning, lower general maintenance and ultimate

removal.

Whether you want carpet or a non-fibrous or other long-lasting

material for your floors, choosing an alternative that is demonstrably

environmentally preferable is becoming easier and much more

popular among procurement officers and consumers. And with

the help of ecolabels like GECA, sourcing a product that you can

trust to be environmentally preferable is even easier: the ecolabel

relieves you of time-consuming assessments and comparisons of

the specifications of alternative products and assures you and your

clients that you have made the right choice for the project and the

environment.



55leasIng + Fleet management

Ask the question of where vehicles and the management

of the fleet fit into an organisation, and you will get

an enormous variation in the responses. Today, many

organisations still see the management of their fleet as a minor

activity; after all, they’re only vehicles, and what could be difficult

about that?

All too often the fleet is not even given a dedicated manager, but

instead this responsibility is tacked onto another middle-management

position – anyone from the HR manager to purchasing, accounting,

or even a senior manager’s personal assistant who just happened

to have some time on their hands. It’s a strange approach when

you consider that fleet budgets are often the third-largest outgoing,

potentially greater than those of any other single department.

The practice of managing fleets has been undervalued for a

long time. This is due, in part, to a lack of appreciation of the

factors involved in managing fleets. It might surprise many senior

management groups that fleet management now goes beyond simple

administrative functions such as vehicle re-registering, organising

maintenance and managing fuel bills.

Fleet management has developed into a strategic management

role, especially in today’s business world where legislative

responsibilities have increased dramatically. Occupational health and

safety (OH&S), ‘duty of care’ responsibility and legislation such as

‘Chain of Responsibility’ and ‘Fatigue Management’ have exposed

organisations to substantially greater risk. This is equally true of the

private sector and public sectors.

This strategic aspect to fleet management is very often

underestimated and misunderstood. It’s probably only the fleet

manager who sees the organisation’s transport activity in its true

perspective. In fact, most organisations use three or four distinct

vehicle groupings (fleets), each of which requires a somewhat

different management approach and set of policies and procedures

to manage them effectively.

The first grouping involves ‘tool of trade’ vehicles, which are

those required by the organisation to perform its intended business

function. Then there are those vehicles that are provided as part of

the employment package or as an employee benefit as novated or

salary packaged vehicles.

The second two are more problematic for the organisation, as

often they do not see these transport modes as being part of their

WHEN A SIMPlE JOUrNEy TUrNS INTO A rOllErCOASTEr rIDEBy KEN ThOMPsON, diRECTOR REsEaRCh aNd COMMUNiCaTiONs aUsTRaLasiaN fLEET MaNagERs assOCiaTiON (afMa)



56 leasIng + Fleet management

responsibility. It may come as a surprise to many organisations

that outsourcing the organisation’s transport activities to another

organisation, or allowing the use of privately owned vehicles does

not remove the organisation’s ‘duty of care’ responsibility to provide

‘a safe workplace’. In fact, taking this road introduces another slightly

more complex layer of fleet management activity.

Just how much may the organisation be at risk? It is worth

looking at three recent cases that demonstrate the ease with which

organisations can get into difficulty.

The High Court of Australia appeal in the Kirk v The Industrial

Relations Commission of New South Wales case is particularly useful

for the fleet manager, as it clearly outlines how the courts view the

extent of an organisation’s ‘duty of care’ liability and its responsibility

to provide a ‘safe workplace’.

In this judgement, the court clearly identified the organisation’s

obligation to ‘identify risk’ in its operations under the OH&S

legislation. These requirements are clearly articulated in paragraphs

seven through 19 of the judgement; a copy of the judgement is

available on the Australasian Fleet Managers Association (AfMA)

website at www.afma.net.au.

To identify risk, the organisation needs to conduct a risk

assessment of its transport activities. From this assessment the

organisation must then develop and put in place processes to actively

manage that risk.

Two other cases involve transport activities where the organisation

fell foul of the law.

One of these cases originated from a double fatality at the

organisation’s facilities. While the company was found not to have

contributed to the fatalities, it was nevertheless fined $200,000 for,

in the court’s opinion, it had failed to maintain an actively managed

safe system and a proper risk register.

On top of the OH&S legislation, organisations have to contend

with both the ‘fatigue management’ and ‘chain of responsibility’

legislations. The nature of the judgement in the second case shows

how easy it is to be tripped up by not complying with legislation.

In this case, the organisation was in the bulk storage business.

Product that the company didn’t grow was transported on vehicles it

didn’t own by drivers it didn’t hire, but the organisation was pulled

into the ‘chain of responsibility’ nonetheless because it accepted

delivery from vehicles that were overloaded. As the receiver of

goods, it was deemed to have had a responsibility in ‘the transport

chain’.

This approach to ‘duty of care’ changes the nature of the

understanding of processes needed to manage safety in the

organisation’s transport activities. Now organisations need to address

safety through a management of risk process; the method has now

effectively become a process of managing risk, which in turn leads to

a better safety outcome.

Internationally, the World Health Organization (WHO) estimates

that nearly one-third of all road deaths occur when people are

engaged in work-related activity. The economic price tag for traffic

accidents alone is estimated to be some US$500 billion per year

globally.

The rising importance of fleet management as a distinct

profession is demonstrated by its elevation internationally,

where the International Organization for Standardization (ISO), a

worldwide federation of national standards bodies, is developing an

international standard in the form of ISO/CD 3 39001 Road Traffic

Safety (RTS) management systems. Currently under review, it is

scheduled for publication in December 2012.

Still on the subject of road safety, UN General Assembly Resolution

A/64/L.44/Rev.1 has declared 2011-2020 the Decade of Action for

Road Safety. Co-sponsored by 100 countries, the purpose of the

resolution is to reverse the growing trend in road-traffic deaths and

injuries worldwide.

The level of skill, and the skill sets a fleet manager needs,

incorporate components of almost every management function

within an organisation, including, but not limited to:

3 Financial management;

3 Change management;

3 People management;

3 Contract negotiation;

3 Contract management;

3 Conflict resolution;

3 Verbal and written communication;

3 Training; and

3 Risk assessment and management.

A good knowledge of OH&S duty of care as it relates to the

organisation’s transport activities is critical.

Managing what is normally the third-highest corporate asset and

associated expenses in a cost-effective way; analysing and reducing

transport-associated risks; providing data analyses; recommending

and implementing changes to optimise fleet operations; and ensuring

legal obligations are met is the task of the modern fleet manager.

This holds true even if fleet functions are outsourced. What is

often overlooked is the strategic management of the organisation’s

transport tasks. This is, and will always be, a function internal to the

organisation.

It is interesting to note that fleet management is essentially

the only middle management role for which there is no formal

qualification in Australasia. AfMA is working towards rectifying

this situation by developing a formal qualification program for fleet

managers. The Association is expected to make an announcement on

a program by mid-year 2011.

In 2008, The Australian Safety and Compensation Council reported

that, at 34 per cent, the most common cause of workplace fatalities

involved vehicle accidents.

1 January 2012 is the anticipated date for the introduction of

nationally consistent Occupational Health and Safety (OH&S)

legislation. It is envisaged that this legislation will for the first time

set out steps that directors personally must take to meet their

obligations under ‘duty of care’ in providing a ‘safe workplace’.

The consequences of not meeting these obligations could be

significant, as the new legislation provides for a maximum penalty of

imprisonment for a period of up to five years and a $600,000 fine.

When such cases arise, it is most likely that lack of knowledge will

not be a successful defence. The precedent has already been set

and officers would be judged not on what they know but on what

someone in a particular position should know to ensure that the

activity is undertaken with minimum risk.

Fleet management is at the front of the big-ticket items of today:

safety and emissions. Fleets also play a significant role at both a

federal and state economic activity level with fleet sales accounting

for more than 50 per cent of all new vehicle registrations.

With more and more attention being given to effective

management of the fleet, many organisations are wisely returning

to using the services of the in-house professional fleet manager; an

individual who can ensure that in an increasingly complex world,

their organisation is not disadvantaged because of its transport

activities.


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58 maIntenance + essentIal servIces

The evolving ‘new breed’ of hospital is

welcoming, less threatening to patients,

integrates sympathetically with the local

community, and embraces evidence-based design

principles. These new hospitals are now more

integrated into their local communities than ever

before, and with this attitudinal change comes new

pressures for our ‘new-look’ hospitals to become

exemplary neighbours. Taking a lead in implementing

sustainability initiatives is fundamental to this new

image, and correlates strongly with the principles

of evidence-based design that focus on stakeholder

wellbeing.

By nature of their function, hospitals are major

users of power and water, not to mention historically

major environmental polluters. Melbourne’s

new Royal Children’s Hospital (RCH) is not only

regarded as a world-class facility by virtue of its

design and cutting-edge medical technology, but it

also incorporates the very latest building services

technology and sustainability initiatives. The new

RCH site is located in parkland and directly across the

road from Parkville residences, which provided even

greater incentive to ensure that the new world-class

complex qualified as being as ‘green’ a neighbour as

possible.

Significant ESD targets were defined at the outset

for the new RCH by the Victorian Government in

relation to the reduction of energy, carbon dioxide, and potable

water use. This strategy has ensured that this new world-class

healthcare facility significantly raises the sustainability bar for other

planned major healthcare facilities. The two key RCH initiatives

implemented include a blackwater treatment plant (a hospital first)

and trigeneration, with both systems playing a significant role in

meeting and exceeding ESD targets.

The trigeneration plant and technology engineered by Norman

Disney & Young (NDY) is undoubtedly one of the cornerstone ESD

initiatives implemented for the new RCH. Apart from the carbon

reduction benefits provided, it will also produce electricity and heat

energy with a system efficiency of around 78 per cent. This higher

efficiency level is far in excess of the 35 to 40 per cent system

efficiency associated with grid power. The poor efficiency of grid

power is largely due to the traditional coal-fired generation plant

currently employed, as well as transmission and distribution losses,

which account for around eight per cent.

RCH has a heat-led trigeneration system comprising of two

1160kW gas reciprocating engines and two 1267 kWr 2-stage

absorption chillers. The system generates 25 per cent of the RCH

base building electrical demand, plus a contribution to chilled water

and heating hot water for air-conditioning, and a heating contribution

to domestic hot water. Carbon reduction from the trigeneration

system is around 37 per cent, with a further 10 per cent reduction in

carbon emissions from the use of a renewable technology biomass

boiler (burning compressed timber pellets from forestry waste) and

solar pre-heating of domestic hot water serving the inpatient unit.

The two trigeneration engines also contribute to the 100 per cent

overall standby capacity, which operates in the event of a grid power

failure.

There are significant environmental gains from the on-site

generated electrical contribution, which offsets the need for the

equivalent capacity in much less efficient grid power and effectively

reduces the electrical demand by 25 per cent. Further benefits

accrue from the recovery of otherwise wasted heat for use in space

heating and cooling, which mean that the equivalent capacity of

TrIGENErATION AT THE NEW rOyAl CHIlDrEN’S HOSPITAlBy KEiTh daVisRapid developments in medical technology, the paradigm shift to patient- and family-centred care, and

the inability of ageing hospitals to accommodate the latest models of care, have all contributed to the

current worldwide boom in hospital redevelopment.

Diagram 1




59clIent Feature

Patients and visitors at the Mater Private Hospital in Brisbane

could be forgiven for thinking they have entered a new

hotel following a major refurbishment by specialist interiors

contractor, Formula Interiors.

The work focused on improvements to the reception and waiting

area on level six, and all wards on levels eight to ten including nurse’s

stations, corridors and patient lounges.

Mater Private Hospital Brisbane Executive Director Don

Murray said the desired outcome was to create an environment

where patients could go through the healing process in hotel-like

surroundings.

“The intent for the refurbishment was for a more hotel-like feel

and for patients and visitors to enjoy being in a light, bright, modern

building,” Mr Murray said.

“Over the years the Mater has rebuilt all the hospitals on its

campus and has adopted a more contemporary design rationale.

“As part of the planned upgrade of the Mater Private Hospital, it

was felt it was time for this hospital to also adopt a more modern

aesthetic.

“This has led to the replacement of some of the timber panelling

used in the original building to create the lighter, brighter feel we

were after.

“We are thrilled to have all our wards open again and to be

offering patients luxurious surrounds in which they can rest and

recuperate on their road to recovery.

“Our staff are thrilled with their upgraded environment and with

their new staff stations.”

Formula Interiors Chief Executive Officer, Gary McDonell, said

his project team was delighted with the outcome and extremely

proud to have reached practical completion ahead of time while still

delivering the company’s usual high standard of construction.

“Mater Health Services has trusted Formula Interiors with a major

hospital refurbishment and I must say it’s a great feeling to have once

again successfully delivered positive outcomes for a valued client,”

he said.

client feature

Formula InterIors completes major reFurbIshment at mater prIvate hospItal

315624E_Interior Co | 1703.indd 2 4/28/11 2:10 PM1703_Facility Perspectives.indd 59 5/30/11 1:52 PM



heating and cooling is saved from needing to be generated via gas-

fired boilers and electrically powered chillers. While trigeneration

is not a ‘replace all’ solution, it does mean that the overall capacity

of the conventional electric chillers and gas boiler plant can be

somewhat reduced in capacity.

So what exactly is trigeneration?

Essentially, trigeneration is a three-way complex central plant

system employed to generate electricity, heating and cooling. The

system generally comprises multiple units of natural gas-fired

engines or gas turbines, the latter being more suited for larger

installations. These prime movers are close-coupled to alternators

that generate the electrical component. The heat generated from the

prime-mover combustion – which ordinarily would be discharged

to the atmosphere via the exhaust system – is captured and used

to generate heating hot water and chilled water for air-conditioning

(refer diagram 1).

The RCH chilled water requirements produced in part from the

trigeneration waste heat are generated by absorption chiller plant,

the operation of which is not dissimilar to that of a gas-fired camping

fridge. The cooling cycle involves compression and evaporation

phases and a chemical process, plus an exchange of heat. Steam or

hot water enters the absorption chiller and produces chilled water

plus a quantum of waste heat, which is then rejected to atmosphere

via a water-cooled heat rejection plant at roof level. This heat

rejection plant requires a significant quantity of potable water for

cooling and it is in this context that a major saving in potable water

is achieved by using recycled Grade A water from the blackwater

treatment plant, which ordinarily would be lost to the sewer.

Logically, there is little need to run a trigeneration system when

the requirement for space heating or cooling is significantly reduced.

For this reason it is essential to ensure that the plant is appropriately

sized. If a heat-led system is oversized, at low electrical and/or

thermal demand the trigeneration will shut down and any benefits

of having the system are effectively lost. Parameters used to assess

the economic feasibility of a potential trigeneration system address:

hours of operation, lifecycle assessments and carbon reduction

potential.

The New RCH is unique in nature and comprises a category

1 hospital and large medical research facility in the form of the

Murdoch Children’s Research Institute, plus retail and significant

undercover parking. This uniqueness complicated benchmarking

of the new RCH against past hospital developments. To address

this issue, NDY were able to develop individual load and operating

profiles for each functional space – such as offices, IPUs, ambulatory

care, clinical and laboratories – taken from previous project

experience and international benchmarking. These were then applied

on a pro-rata area basis to establish the overall building model.

This effectively meant that the load characteristics for the building

were developed from scratch and modelled by constructing the

predictive load profiles for the building’s electrical demand, cooling

demand and heating demand over a year in order to take account

of the seasonal effects. The modelling also took into account the

operational diversity across the various departments.

In electrical terms, the trigeneration system operates in parallel

with the grid. The RCH system is designed to prevent the on-site

generated power being fed back into the grid during periods of low

site electrical demand. This aspect is strictly monitored by the supply

authority because it can potentially compromise the effectiveness of

their system switchgear. The fault capacity of the supply authority

network is designed to accommodate a potential fault current

calculated on the basis of a remote power station and significant

lengths of distribution cables.

Connection of trigeneration plant at the consumer end of the

supply chain serves to boost supply authority network fault currents.

Thus, if the supply authority network experiences a network fault, the

consumer trigeneration plant will contribute to the level of the fault

current and potentially rise above the capacity of the grid protection

switchgear with potentially disastrous results.

But what if this restriction can be removed? Options are to either

force the consumer to closely manage their fault contribution to

disconnect their plant when a system fault occurs, or alternatively

for the supply authority to upgrade their distribution network to

the extent that they are able to buy back power from the consumer

trigeneration plant.

I understand that this network fault capacity restriction is being

addressed by the supply authorities via progressive upgrade works to

their networks.

An acceleration of the supply authority network upgrades,

combined with an increase in the buy-back tariff to a more

commercial rate, would inevitably see a significant growth in the

size and coverage of privately owned and managed trigeneration

plants. Such growth would in turn significantly reduce consumer

dependence on our traditional coal-fired power stations and would

produce a significant positive step toward carbon reduction across

the nation.

For further information: www.ndy.com/health

ABouT THe AuTHor

As Director of Health Services at leading engineering consultancy Norman

Disney & Young, Keith Davis is responsible for the strategic direction of NDY’s

Healthcare Group in Australia and New Zealand. Keith brings to NDY extensive

hospital and laboratory experience over the past 35 years, as a consultant in

South Africa, London and Australia.

Absorption chiller at RCH



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AUSTRALIA WIDE




The second CleanScene Cleaning & Hygiene Expo, held in

Melbourne during the first week of April, was a resounding

success from every point of view.

History was made. No cleaning show has ever attracted over

100 exhibitors or even come close to that. With almost 110 stands,

CleanScene presented an enormous cross-section of every aspect of

cleaning and hygiene.

In addition, while the previous CleanScene Show in Sydney 18

months ago broke all records at that time, this 2011 show attracted

more than twice as many visits as in Sydney, and exhibitors were

at times overwhelmed by the demands on their time generated

by the large number of visitors. Exhibitors expressed their delight

at the results, and many have already booked stands for the next

CleanScene in Sydney in October 2012.

The National Cleaning Suppliers Association (NCSA), as sponsors

of the show, organised a seminar to run on all three days of the

Expo. Again, record numbers with approximately twice as many

attending as did in Sydney. This certainly suggests that there is a

great thirst for knowledge among the cleaning community, and the

nine sessions of the CleanScene seminar obviously appealed to that

thirst.

The award for best stand (up to 18 square metres) went to first-

time exhibitor All Tissue Australasia, who have already reserved an

even larger stand for the next CleanScene show, so delighted were

they with the results.

According to Piera Amadei, partner in All Tissues Australasia,

they are extremely happy with the organisation and the results of

the show. In fact, Ms Amadei is also involved in tissue distribution

in Europe, and as such has exhibited at the major European shows

such as Interclean and Pulire. ‘They may be bigger in numbers than

CleanScene because of the larger population in Europe, but the

organisation of CleanScene was easily as good as, if not better than,

those shows. It was truly excellent.’

Kimberley Clark, who were awarded an honourable mention

for their stand, were also happy with the outcome, and have also

expressed the intention of exhibiting at the next CleanScene.

‘Definitely worthwhile,’ commented Marketing Manager Anne

Maree Bustos. ‘Overall it went very well.’

In the larger stand category (over 18 square metres), machine

specialist company Hako were awarded the best stand on show,

with an honourable mention to Central Cleaning Supplies, who also

exhibited their range of machines and equipment.

CEO of Hako, Frank Cupido, commented, ‘This was a major

investment from our perspective and we needed it to succeed. The

result of the show was a series of good enquiries and all went very

well. Everybody in our team felt good about the three days’.

The award for most innovative product on show went to Edgar

Edmonson for their Dammit Dam Wall and Spill Control System.

Runner-up was PowerClean for their Sapphire Upholstery PPU.

When it came to the CleanScene Cup, the floating trophy for the

overall best stand on show, Edgar Edmondson were the winners and

took home the beautiful cup. This award is based on all aspects of

exhibiting; the booth, the products, the spirit, the support to NCSA,

and overall personnel presentation.

The Gala Dinner, held at the Melbourne Aquarium – an excellent

choice of venue, with fish floating serenely by as diners enjoyed

drinks and an excellent dinner – was a sellout. It capped off a superb

show, one that organisers, Australian Exhibitions, and sponsors,

NCSA, can be justly proud of.

ClEANSCENE – A STIMUlATING SUCCESS



63clIent Featureclient feature

At Service West, we work day in and day out on the front

lines of change in the facility world. That’s why people

who are responsible for initiating, planning and designing

workplace change rely on Service West. They know we will

implement their vision correctly, document the progress, keep all

the right people informed, finish on time, stay within budget, and

minimise the disruption to normal business operations.

Service West has the expertise, tools, equipment, materials and

trucks required to help meet the challenges of facility change. We

install, reconfigure and relocate workspace; store, manage and

transport product; restore product to usable condition and like-new

condition; and provide logistical support for special events.

Your Service West account manager will be happy to develop the

project quote, service order or ongoing service contract you need.

And he or she will coordinate your requests with any of our branches

that may be involved in providing the desired solution.

Service West offersCommercial Moving, Storage & Asset Management, Office Furniture

Installation & Reconfiguration, Architectural Wall Installation

& Reconfiguration, Warranty Service, Refurbishing, Repair &

Maintenance, Receiving, Delivery & Shipping Management,

Hospitality & Healthcare FF&E Installation, Interstate and Intrastate

Transport, Trade Show Logistics.

For additional information on Service West and how to contact us,

please visit www.servicewest.com

Service WeSt

316169AE_Service West | 1703.indd 2 4/14/11 3:01 PM1703_Facility Perspectives.indd 63 5/30/11 1:52 PM


64 educatIon + traInIng

Facilities management as a profession is at a crossroads. Whilst

its skill set has long been in use – servicing the needs of large

property owning organisations – worldwide, the name has only

been used since the 1980s. There is very limited public recognition

of this term and this, combined with poor communication of the

strategic value of the services offered to clients, is holding back

development of FM into a recognised profession1. This impacts on its

potential for attracting the brightest and best recruits to the industry

and ensuring that facilities practitioners are appreciated for their skill-

set and the value that they provide.

This article looks at some elements of successful professions and

makes recommendations about what the future needs to hold for

FM.

How could FM lay clearer claim to professional status? FM

is still largely associated with the ‘facilities’ and less with the

‘management’ of its name. Many feel that to be credited with better

status there should be more emphasis on the management aspects,

since these have more obvious strategic value and relegate the

idea of FM being purely a cost centre. Some of these associations

come from its technical background – engineering services and

maintenance – unsurprisingly, since much of the day-to-day work

of facility personnel is concerned with the physical functioning and

maintenance of the fabric and infrastructure that requires supervision

of trades.

But historical precedence exists for professions developing from

trades. The original guilds were associations of craftsmen, interested

in maintaining standards and creating exclusivity for their skill-set.

Interestingly, quantity surveying as a profession developed from the

trade of ‘measurer’. Nevertheless, its parent organisation, the Royal

Institution of Chartered Surveyors (RICS) became chartered in 1881,

acquiring royal patronage. There need not be any prejudice against

the more technical aspects of facilities management – the skills

needed to manage complex services are of a high intellectual order.

In the public’s mind, however, professions have developed

around a privileged class of occupations that historically laid claim

to specialist expertise acquired through training and study – doctors

and lawyers being typical examples. These professions were often

elitist, and accorded high status by their grateful public. Members,

who worked typically in private practice, enjoyed protection from

competition by their establishing admission criteria, and achieved

high rewards and social status.

This changed with the impact of mass education in universities

following World War II, turning what were previously working/

lower-middle class crafts into recognisable middle-class professions.

Now, the current ‘information age’ is transforming many jobs from

craft or trade to knowledge work. This is creating another generation

of increasingly specialist work areas. Specialist knowledge is the

key criterion for the mark of a professional, thus the range of

‘professional’ careers is increasing. The public need educating about

these newer professions.

So what does professionalism mean? In addition to the key

requirement for specialist knowledge, the other main ingredients that

lEGITIMISING FACIlITIES MANAGEMENT AS A PrOFESSIONBy dR hiLaRy daViEs



Sustainable FM Practitioners Program

Sustainability is an issue of increasing and long-term importance to society. Whilst it is a growing issue in the facilities management sector, building users generally take a very immediate view of operations, and still tend to view facilities as a cost.

Participants will gain the skills to set and implement sustainable performance targets and management strategies to operate buildings in the most sustainable way possible.

• Understand the concept of sustainability and its importance in the facilities management sector.

• Learn about mandatory reporting and its impact on your role as a facility manager.

• Develop the skills to identify, measure, analyse and report on key factors affecting sustainability in your building.

• Benchmark building performance and identify areas for improvement.

• Network with other FMs and learn from case studies where management initiatives have made real difference to building performance.

• Develop a market advantage for your business as a provider of excellence in FM services.

• Gain commitment from building users.

Ask about a Sustainable FM Practitioners Program

UNE Par tnersh ips P ty L td – The Educat ion & Tra in ing Company of the Un ive rs i ty o f New Eng land

for your facility managers, facility supervisors and property managers, with training tailored to suit the needs of your organisation.

Meg Michell – Director, Program ManagementT: (02) 6773 0002 • E: [email protected] • ABN: 74 003 099 125

flexible delivery

You can make a difference!Improve the performance of your building in key areas without costly

structural improvements or re-fits

Energy • Water • Waste

Is your building performing as well as it could be?

This program is currently only available to corporate groups. To discuss your organisations needs please contact:




seem to achieve some degree of consensus include the notions of

ethics, public service and community good, i.e.:

‘A profession is a disciplined group of individuals who adhere

to ethical standards and who hold themselves out to, and are

accepted by the public as possessing special knowledge and skills

in a widely recognised body of learning derived from research,

education and training at a high level, and who are prepared to apply

this knowledge and exercise these skills in the interest of others’

(Professions Australia 20052).

Facilities management may well be able to lay claim to specialist

knowledge and skills, and there is a growing body of research

supporting the knowledge base, but there are some questions

over the uptake of education and training ‘at a high level’ and

the acceptance by the public of the profession of FM. Mature

professions3 have undergone a metamorphosis that:

3 requires practitioners to undertake academic training (usually

hosted in vocational institutions or universities);

3 establishes a series of professional standards and control systems

that include the assessment of qualifications and competence,

often through examination and interview; and

3 is ultimately recognised by government, with protection in law

that provides them with occupational monopoly and public

recognition.

Facilities management has only recently established assessment

of qualifications (IFMA being the most advanced association in this

regard); few FM associations are linked to academic institutions or

have the capacity to accredit degree programs, (indeed there are few

undergraduate or vocational courses in FM in Australia). There is no

assessment of competence through candidate interviews, and FM is

not recognised by government with an occupational monopoly.

The more established ‘mature’ professions also have a series of

entry points and pathways towards qualification as a member of the

institution. These typically include student (enrolled in a registered

accredited degree), technician (open to vocationally qualified plus

relevant experience), graduate (accredited degree, plus experience,

plus assessment of professional competence and logbook), or senior

professional (direct entry if extensive experience plus academic or

professional qualifications plus interview). There is also usually a

range of grades of membership from technician, associate, member

to fellow, with higher grades of membership accorded chartered or

certified status. Whilst IFMA offers certified grades of membership,

only the RICS offers chartered membership levels.

Research evidence4 suggests that these pathways and structured

approaches to qualification are among the essential features of a

successful professional body, including that it has a high proportion

of its members with degree level educational qualifications.

We are living in a world with a constantly expanding knowledge

base. We need people who are increasingly specialised and

competent, keeping up-to-date with developments, and being able

to deliver quality service. There will continue to be an increase in

the number of new professions. For example, we could probably

expect to see specialists in energy management or sustainability, just

as there is now a new subsection of engineering – fire-engineering.

As these groupings of specialists come together to share knowledge

and experience, they will start to form professional bodies. We

need these professional bodies to set and maintain standards of

professional practice and to require their members to undertake

continuing education. Facilities management is a relatively new

profession claiming a body of specialist knowledge. If it is to achieve

growth and recognition by the public, it needs to attract bright

school leavers willing to graduate from accredited degree programs,

and it needs to have pathways to help non-graduate practitioners

get qualifications. Facilities management as a potential career

choice amongst students is poorly recognised in Australia. Facilities

management needs to raise its profile and attractiveness as a

profession. It needs to show employers the advantages of employing

someone who is credentialled and professionally qualified.

It takes time for any new profession to build public awareness,

acceptance and demand for their expert services. The future of

facilities management as a profession needs to be in partnership

with universities and other training organisations if it is to transform

into a mature organisation. The facilities management profession

in Australia needs to be educating employers about the value of

qualified professionals. There needs to be clarity over the routes

to membership – an RICS survey1 found that few practitioners

were aware of opportunities. Current work at FMA Australia is

looking to create membership tiers that recognise different levels of

competence and reward the most expert – such as the certification

or chartered status of other professions. They have also created a

new diploma accredited by FMA Australia. It’s a good start.

Dr Hilary Davies is a Senior Lecturer in Facilities Management at

Deakin University, School of Architecture and the Built Environment.

She is a Fellow of the Royal Institution of Chartered Surveyors,

member of FMA Australia and program leader of the off-campus

Masters degree in Facilities Management.

www.deakin.edu.au/scitech/

1 RICS (2010) Professionalising FM: A snapshot survey of industry attitudes conducted by RICS. December 2010.

The Royal Institution of Chartered Surveyors, UK. www.rics.org

2 Professions Australia (2005), About Professions Australia: Definition of a Profession,

http://professions.com.au/body.cfm?subID=41;

3 Valverde, F C (2004) Barriers that hinder the maturation of Project Management as a Profession in Australia,

University of South Australia

4 Zillante G (2008) The Future of Building Surveying in Australia, Unpublished PhD thesis, Deakin University




67educatIon

The role of a facility manager has become increasingly diverse,

particularly in recent years with changes to legislation,

building codes and practice, compliance, sustainability and

environmental issues making it necessary for the facility manager to

become proficient in a huge range of building related issues.

With this in mind, it has become obvious that the industry has

been lacking a formal qualification that meets the needs of today’s

facility manager. FMA Australia believes that education and training

are key components of developing current and future facility

managers to meet the needs of the industry. To ensure that this

happens, FMA Australia has been working with its members, the

broader industry and key stakeholders to further research education

and training needs and identify appropriate solutions for the FM

industry.

developing an industry recognised qualificationFMA Australia initiated a project to consult with industry to develop

an educational qualification that would be a benchmark to which FM

practitioners could aspire. A range of industry consultation processes

were put in place, which included establishing a steering committee

with subject matter experts from within the industry. National

workshops were run with senior managers representing a cross-

section of the industry, and face-to-face and phone interviews were

undertaken with specialists from select industry segments.

From these consultations it was identified that the average age

of facility management practitioners is in the late 40s, and that the

majority of these had entered the industry from trade backgrounds

with minimal education qualifications. These practitioners had

developed their skills on the job, and supplemented their experience

with some internal or external short course training.

Further findings indicated that the talent pool of facility managers

is shrinking as people retire. It also became evident that there was

a lack of FM specific education providers, in particular the VET

sector. Those aspiring to enter the profession, further develop their

skills or advance their career opportunities had limited resources for

professional development.

The diploma of Facilities ManagementThe Diploma of Facilities Management was created through

consultation with industry in order to fill the gap in the education

sector and allow FMs to increase their knowledge, as well as

positioning them to progress to more senior positions within the

industry.

The Diploma was designed and developed to have the right mix

of technical knowledge, people skills development, and currency

within the industry and the economic and social climate. It provides

DEVElOPING THE CUrrENT AND FUTUrE FACIlITy MANAGEMENT PrACTITIONEr

Discover how joining our Facilities Management program, with professionally-oriented teaching, an unrivalled range of units and motivated fellow students can facilitate your next career move. July commencement now open for enrolments.

sydney.edu.au/architecture

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I’M BUILDING ON MY CAREERI’ve always been a very ‘hands on’ kind of person but this degree has allowed me to

practise.Kevin Hammond, Master of Facilities Management student

ARCHITECTURE, DESIGN & PLANNING

315574A_Sydney Uni | 1703 HIGHRES.pdf 1 4/15/11 2:30 PM



68 educatIon

a significant learning opportunity for those already working in

the industry, irrespective of background, to complete a nationally

accredited qualification that sets a benchmark for education

professionalism in facility management. Prospective employers will

come to recognise holders of the Diploma as experienced, skilled

and educated FM professionals. It is envisaged that employers will

eventually favour potential employees with this qualification.

units of competencyThe course has been customised for the FM industry and includes

units of competency that cover the latest in legislation and

compliance. Units include managing environmental sustainability, life

cycle service management, fostering innovative work practices and

developing facility maintenance plans. These units were specifically

designed to ensure the individual receives the latest information

affecting the industry.

Access and enrolmentThe course was developed with the knowledge that people today

require a flexible approach to learning. The Diploma is therefore

available as a self-paced, online learning program that can be

completed remotely and by groups of people within an organisation,

thus providing peer support and encouragement. In many cases it

will become a real-time delivery, as those undertaking the course will

be able to relate the content to situations occurring in their working

lives.

The Diploma comprises eighteen units of competency and

takes approximately 18 to 24 months to complete. Enrolment and

registration is completely online, using electronic media.

Trish Ferrier, Property Manager for Royal Freemasons Ltd and

one of the industry professionals instrumental in the development

of the Diploma, believes that the course is a very welcome initiative

for the industry and will eventually become a must-have for young

FMs. ‘People still come into facility management positions from

many different backgrounds, with varying levels of expertise. This

Diploma will not only provide new information and/or enhance

existing knowledge, but will certainly provide students with a firm

overview of what facility management is in its entirety. Students

have the opportunity to draw on the knowledge of other students

as well as practising FMs who are acting as tutors and mentors in the

program.’

Sarah Cutler, Assistant Manager – Defence for Brookfield

Multiplex Services, is a student of the new Diploma and feels that

it is a comprehensive course that will help her a great deal, both in

her current role and in any later study that she chooses to undertake.

‘The fact that I get a recognised qualification at the end is a big plus.

I also like that it’s self-paced and by correspondence, which means

I can pick my own hours. It’s been great learning from my work

colleagues, who have all been so willing to help out.’

Although Sarah has only completed one unit so far, she has already

been able to put this knowledge to good use within her role, and

states that following completion of the unit she has changed the way

she now approaches OH&S. ‘I think it’s a really great opportunity to

turn everything that you do every day in your role into a recognised

qualification. Even if you think you know everything about a subject,

there is bound to be new information that might change the way you

work for the better. Working in an FM environment is a big help in

completing this course as well – your work colleagues are a great

resource.’

To find out more about the Diploma of Facilities Management, or

to enrol, visit evolvetech.com.au/fma/.

Career pathwaysThe direction you take in your career is based on choice, judgement

and the ability to pursue the goals you set yourself. Your experience,

knowledge and, ultimately, your desire to achieve sets you on a

pathway of learning. Increasing your learning develops your ability to

progress your career prospects.

The Diploma of Facilities Management is one qualification making

up a learning road map for facility management practitioners. The

above Career Pathway and Learning Roadmap is a representation of

education options that FMs can aspire to, based on their roles and

learning and development goals.

Career Pathway and Learning Road Map for Facility Management PractitionersGreen FM Programsfrom FMA Australia

Vo

catio

nal G

radu

ate

Cer

tifica

te in

Ene

rgy

Effi

cien

cy fo

r Fac

ility

Man

ager

s

Entry Points

Experienced Allied Professionals/ Managers

Higher Education Graduates

TradespeopleOffice AdministratorsYear 12 Graduates

Year 11 & 12 students

Role Levels Foundation Education andPD from FMA Australia

University Programs

IndustryCredentials

Executive: Facility Director

Master of

Facility Management

Middle

Management: Facility Manager

Diploma of Facility Management

Bachelor of

Facility Management

Operational:

Facility Administrator

Certificate IV in Facility

Management

Certificate III in

Facility Management - VET in Schools

Entry Level:Facility Officer

Vocational Graduate Certificate in Facility

Management

CFM Training and Exam

CPD

- ideaction - Short Courses

ExecutiveManagementThink Tanks

FMPOnline Courses

Career Pathway and Learning Road1 1 2/05/2011 12:49:35 PM



69educatIon + traInIng

HIGHEr EDUCATION – lISTINGS

Holmesglen institute, Victoria Holmesglen Institute offers a Bachelor of Facilities Management.

The Bachelor of Facilities Management is a four-year degree.

Those with significant relevant industry experience and the

equivalent of a degree may be granted credit and be accepted

directly into the course.

www.holmesglen.edu.au

Bond university, gold Coast, QueenslandBond University’s Faculty of Business, Technology and Sustainable

Development offers a Bachelor of Property and Sustainable

Development with a 16-subject specialisation in Event and Facilities

Management at its Gold Coast campus.

It is one of only several undergraduate FM degrees available at an

Australian university.

The degree comprises 24 subjects (six semesters) and can be

completed in two calendar years full-time or part-time equivalent. Up

to two semesters advanced standing is available to eligible applicants.

The program is fully accredited by the Royal Institution of Chartered

Surveyors (RICS) and the Australian Property Institute (API).

The Faculty also offers a Graduate Certificate in Asset and Facilities

Management designed for busy practitioners looking to up-skill, and

is delivered via intensive block attendance sessions.

Graduates of either program can articulate to a masters by

coursework in a range of discipline areas relevant to the constructed

environment. Further enquiries can be directed to Dr Craig Langston,

Professor of Construction and Facilities Management.

www.bond.edu.au

The facility management industry as a whole is embracing education as a means of increasing its

knowledge base and gaining new skills. There are more choices than ever before, and a new outlook

for education in the sector promises further advancement in the near future. We take a look at the

tertiary education options on offer for facility managers in 2011.

A 2011 UPDATE ON FACIlITy MANAGEMENT EDUCATION




university of the Sunshine Coast, Maroochydore The University of the Sunshine Coast in Maroochydore offers a

Bachelor of Business (Property and Asset Management).

Property and Asset management underpins areas such as

residential and commercial developments, construction, and tourism

and facilities management. The program includes the core business

courses such as marketing, accounting, economics and human

resource management to ensure graduates understand key business

imperatives.

This is supported by specialist units that provide detailed

knowledge on key industry areas such as property economics,

property management, investment decision-making, property law,

valuation issues, and asset and facilities management. Students can

also apply to undertake first-year courses in this program at the USC

Noosa Centre.

www.usc.edu.au

university of Southern Queensland The University of Southern Queensland offers a Master of Project

Management, which aims to produce graduates who have

appropriate skills and knowledge to be capable of managing small,

medium and large-sized projects as a senior team leader, a project

manager or project director.

The Masters can be completed on campus, through distance

education or online. Duration is one year full-time or up to four years

part-time.

www.usq.edu.au

Central Queensland university Central Queensland University offers three different distance

education programs in maintenance management, leading to the

qualifications of Graduate Certificate in Maintenance Management,

Graduate Diploma of Maintenance Management and Master of

Maintenance Management program.

The program is suited to those currently employed in the areas of

maintenance engineering or maintenance management, who would

like to advance their careers through professional upgrading of their

knowledge, skills and qualifications.

The aim of the Master of Maintenance Management program

is for the student to apply the knowledge and skills gained from

experience and studies in maintenance management towards

creation of opportunities to improve maintenance practices thereby

providing leadership in the industrial maintenance organisation.

www.cqu.edu.au

Queensland university of Technology While QUT do not offer specific facility management courses, they

do run the Bachelor of Urban Development (Property Economics). A

number of graduates from this QUT program do venture into the FM

industry.

QUT is also the headquarters of the Cooperative Research Centre

for Integrated Engineering Asset Management – a major initiative

funded by the federal government that conducts innovative research

and development, education and commercialisation in an integrated

approach to life cycle physical asset management. The CRC for

Construction Innovation is also headquartered at QUT and it has an

emerging focus on the FM Field.

www.qut.edu.au

university of South Australia The University of South Australia offers a nested Graduate

Certificate/Graduate Diploma/Master in Project Management

(Asset and Facilities) through their School of Natural and Built

Environments.

The full Masters is an equivalent full-time program of one and a

half years covering the efficient project management of assets and

facilities such as complex buildings and infrastructure. It also involves

a research study on a topic relevant to the students’ professional

interests. Students may wish to commence with the Graduate

Certificate or Graduate Diploma and progress into the Masters

program on demonstrating credit level performance.

The programs are aimed at providing high-level strategic decision-

making skills as well as operational management knowledge of assets

and facilities incorporating the latest concepts in both project and

asset management.

www.unisa.edu.au

university of Adelaide The University of Adelaide offers a Masters in Project Management,

a Masters in Applied Project Management and a Graduate Certificate

in Project Management.

www.adelaide.edu.au

Curtin university of Technology, Western Australia Curtin University offers a one-year Graduate Certificate in Facilities

Management. Also covered in the course are project management

and procurement management.

www.curtin.edu.au

Victoria university, Melbourne Victoria University of Melbourne offers a Graduate Certificate in

Project Management, a Graduate Diploma of Project Management

and a Master of Contracting and Project Management.

www.vu.edu.au

university of MelbourneFacilities Management is offered at undergraduate level as part of

the property major in the University of Melbourne’s Bachelor of

Environments program. It is also offered as part of the Master of

Property. Property lecturer Chris Heywood says it is possible with

the Masters, and to some extent the undergraduate program, to

construct an FM focused qualification by undertaking other subjects

such as services, sustainability and building regulations.

www.unimelb.edu.au

rMiT university RMIT University offers a generic Master of Project Management as

well as specialisations in Engineering, Facilities Management and

Information Technology.

The duration of the Masters (one and a half years full-time or three

years part-time) incorporates the Graduate Diploma (one year full-

time or two years part-time) and the Graduate Certificate (six months

full-time or one year part-time).

www.rmit.edu.au

Swinburne university of Technology, Victoria Swinburne University of Technology in Hawthorn, Victoria, offers a

Graduate Certificate in Business Management (Project Management)

part-time, in the evening and/or on weekends. In the area of

Construction Management, also offered is a Graduate Certificate




of Technology (Construction Management), Graduate Diploma of

Technology (Construction Management) and a Master of Technology

Management (Construction Management).

www.swinburne.edu.au/courses

deakin university, VictoriaAt Deakin University, students can enrol in a Master of Facilities

Management, Graduate Diploma of Facilities Management or

Graduate Certificate of Facilities Management.

If you have a related undergraduate degree or significant

professional experience in facilities management and are looking

to up-skill, enhance or broaden your qualifications, this could be

the course for you. It could also be what you are looking for if you

are thinking of changing to a career in facilities management and

have successfully completed an undergraduate degree in another

discipline.

Graduates will be able to work across traditional professional

boundaries, from property investment and development through

to space management and workplace logistics, using key project-

management skills to ensure optimum value for money is attained at

all stages of the property life cycle.

The Master of Facilities Management is provided in off-campus

mode through the School of Architecture and Building, providing

you with greater flexibility to fit your studies in with workplace and

personal commitments.

www.deakin.edu.au/scitech/ab/

university of SydneyThe School of Architecture runs a Graduate Certificate, Graduate

Diploma, and Masters Degree in Facilities Management. The

Faculty of Economics and Business in conjunction with the School of

Architecture also offers a doubles degree – the Master of Commerce

and Master of Facilities Management.

The program is designed for those currently working as facility

managers and allows for interstate students to participate.

Candidates with industry experience but without formal qualifications

may enter the Graduate Certificate course, and subject to their

performance can then upgrade to Diploma or Masters.

www.usyd.edu.au

The university of Newcastle The University of Newcastle offers a Bachelor of Construction

Management (Building) over four years full-time or the equivalent

part-time. The qualification is accredited by the Australian Institute of

Building, the Australian Institute of Quantity Surveying, the Chartered

Institute of Building, and the Singapore Institute of Surveyors and

Valuers.

The program is offered in mixed-mode, allowing students the

flexibility to either attend classes at our Callaghan campus, or to learn

in a virtual environment wherever they are located. The program is

also offered offshore in Singapore (TMC).

www.newcastle.edu.au

university of New South Wales The Faculty of the Built Environment (FBE) at the University of New

South Wales offers the Bachelor of Construction Management and

Property, which focuses on people and process management within

the specific contexts of building construction, property development,

quantity surveying and facilities management industry sectors.

The four-year full-time program of study offers students

management skills in the areas of planning, risk assessment,

occupational health and safety, property management and

organisational behaviour. The FBE also offers a Graduate Certificate

in Construction Project Management, Master of Construction Project

Management and a Master of Construction Project Management (in

Professional Practice).

Another postgraduate offering from FBE is the Master of Property

and Development, which allows students to specialise in Investment

and Development or Asset and Facilities Management.

In the area of sustainable development, FBE offers a Graduate

Certificate in Built Environment (Sustainable Development), Graduate

Diploma of Built Environment (Sustainable Development) and a

Master of Built Environment (Sustainable Development).

www.unsw.edu.au

university of Technology, Sydney UTS offers a Bachelor of Construction, which provides students

with a comprehensive building education. The degree is concerned

with all aspects of the construction process, including business

management, construction technology, project management,

quantity surveying, applied economics, contract administration and

property development. The degree is offered over four years full-time

or six years part-time.

There are also opportunities for further study after completing

the course through an Honours program, the Master’s programs

in Project Management and Facility Management or a Master of

Business Administration (MBA).

www.uts.edu.au

university of Western Sydney The University of Western Sydney offers students a Bachelor of

Construction Management at its Penrith campus. Students will

develop specialised skills in construction management taught through

theoretical, practical, and hands-on experience. Among topics

covered in the program are project management, building law,

accounting and design science.

www.uws.edu.au

Charles Sturt university Charles Sturt University offers a Graduate Certificate in Project

Management by distance education. The Graduate Certificate can

lead to accreditation as a Certified Associate Project Manager

(CAPM) from the Project Management Institute.

www.csu.edu.au

The university of Western Australia The University of Western Australia offers a Master of Business and

Engineering Asset Management.

It can be undertaken two years full-time or four years part-time.

The emphasis of Engineering Asset Management is on achieving

sustainable business outcomes and competitive advantage by

applying systematic and risk-based processes to decisions concerning

the engineering assets of an organisation.

The postgraduate degree includes units from the Faculty of

Engineering, Computing and Mathematics and the Business

School. Students will engage in a balanced inter-disciplinary

program of asset management, engineering and business units

with a focus on practical applications and the challenges faced by

today’s organisations. A Graduate Diploma in Business and Asset

Management is also available.

www.uwa.edu.au




university of Wollongong The University of Wollongong offers a Master of Engineering

Asset Management one-year full-time or part-time equivalent. The

objective of the program is to ensure continuous improvement in the

strategic and tactical response of organisations and their managers,

to the management of infrastructure assets.

This is achieved through a balance program of subjects in asset

management, science and engineering, business administration and

management. Other topics covered include: Project Implementation

and Outsourcing, Life-Cycle and Risk Management, Maintenance

Requirements Analysis and Managing People in Organisations.

www.uow.edu.au

Facilities Management and other practices related to the industry

may also feature as a component of courses offered at the following

tertiary providers:

3 University of Tasmania www.utas.edu.au

3 Monash University www.monash.edu.au

3 Murdoch University (Perth) www.murdoch.edu.au

3 Southern Cross University (Coffs Harbour) www.scu.edu.au

3 University of Canberra www.canberra.edu.au

3 Australian Catholic University www.acu.edu.au

3 Flinders University, Adelaide www.flinders.edu.au

3 Griffith University, Gold Coast www.griffith.edu.au

3 James Cook University, Townsville www.jcu.edu.au

3 La Trobe University www.latrobe.edu.au

3 Macquarie University www.mq.edu.au

VOCATIONAl EDUCATION & TrAINING SECTOr – lISTINGS

rMiT The School of Engineering (TAFE) has developed a Certificate IV

in Property Services (Operations) in consultation with industry

stakeholders, including FMA Australia. The pilot program

commenced March 2009. It is currently delivered part-time over one

and a half years. Areas of study include asset performance, property

inspection, property risk management, environmental sustainability,

property life cycle maintenance, OH&S requirements and contracts

and financial management.

This Certificate can lead to credit in a number of Diploma and

Advanced Diploma courses and ultimately into a Bachelor of Applied

Science (Project Management) and Master of Applied Science

(Project Management).

www.rmit.edu.au/propertyconstruction

uNe PartnershipsUNE partnerships offers two competency based courses for facility

managers wanting to broaden their skills and knowledge:

Facilities Management Certificate – for supervisors within the

Facility Management Unit whose responsibility is to lead a team/

teams in operation of the facility and prepare them to manage parts

of that facility.

Facilities Management Diploma – for managers whose

responsibility is to lead individual work areas and to carry out

operations of the Facilities Management Unit effectively and

efficiently.

The courses are available through flexible distance delivery,

allowing you to start at any time, and complete at your own pace.

Also available through workshop delivery for corporate groups.

Course material is designed with a real world focus ensuring learning

is relevant and up-to-date, encouraging immediate application of

new skills and knowledge in the workplace.

Assessment is based on your work within a facility. Through

your assessment activities, you will plan ahead and manage the

maintenance work for which you are responsible. The course, and

assessment, encourages you to reflect on and refine your current

practice.

www.unep.edu.au/facilitiesmanagement UNE Partnerships also has a range of accredited qualifications that

can be customised to suit the specific needs of each organisation

through workshops or in-house training in Business, Executive

Leadership, Frontline Management, Government/Public Sector,

Human Resources, Practice Management, Project Management and

Training and Assessment.

Creating business solutions to improve individual performance

and organisational capability.

www.unep.edu.au




fmedgefmedge first offered the Diploma of Property Services (Asset and

Facility Management) in 2004. The Diploma covers eight common

units and eight specialist units in facility management.

It is now available online as well as in traditional mode. It is

anticipated that most students should complete the course in 18-20

months though it is possible to take three years to complete the

Diploma.

The competency based Diploma articulates into Deakin

University’s Bachelor of Facilities Management. Similar arrangements

have been made with Bond University and the University of Sydney.

fmedge also offers the Diploma of Project Management as a fully

online program. This follows a sequential series of nine modules

set in the context of a simulated project. Candidates can progress

through this nationally recognised qualification at their own pace;

however, it is expected that it can be completed in less than 12

months.

www.fmedge.com.au

international College of Management, SydneyICMS has a strategic relationship with Macquarie University. The

college offers two short-term (ten week) intensive courses aiming to

improve property services management abilities through professional

training and further education in global best practice.

The first course provides a basic strategic facility management

framework in property services management, while the second

course develops a basic understanding of facilities and property

management concepts.

These courses commenced in September 2009 and are offered

consecutively on the same day. Successful completion of these short

courses can lead to credit in the ICMS Bachelor of Property Services

Management, which is conferred by Macquarie University.

www.icms.edu.au

TAFe NSWTAFE NSW offers two Property Operations qualifications from the

Property Services Training Package (CPP07) and two Building and

Construction (Management) qualifications from the Construction,

Plumbing and Services Integrated Framework Training Package

(CPC08).

Course 18365 - Certificate III in Property Services (Operations)

The Certificate III in Property Services (Operations) is for new

entrants into the broad property operations sector of the industry,

for example facilities management, strata and community title

management, (Commercial) Property Managers, (Property)

Development Managers and (Real Estate) Asset Management.

Participants learn about the property industry and relevant property

information, building facilities, risks and opportunities in the property

industry. They also learn about workplace safety, communication

and customer service, as well as participating in environmentally

sustainable work practices.

Components of this course are also recognised in NSW by the

Office of Fair Trading for Strata and Community Title Management

registration under the Property Stock and Business agents Act 2002.

See also course 17679 Statement of Attainment in Strata/Community

Title, Registered Manager in NSW.

To achieve recognition at the Certificate III level, participants must

demonstrate competency in 11 units: eight compulsory plus three

electives

Course 18366 - Certificate IV in Property Services (Operations)

The Certificate IV in Property Services (Operations) is for people

who want to work at the practitioner / supervisory / manager

level in broad property operations and management sector of the

industry. Participants learn about operational aspects of property

maintenance, resource management, contract development,

procurement business networking, monitoring and utilising facilities,

property investment strategies and processes.

To achieve recognition at the Certificate IV level, participants must

demonstrate competency in 18 units: eight compulsory plus 10

electives.

These courses provide the knowledge and skills to be able to

articulate into other Property Services qualifications at an equivalent

or higher AQF level. This course is also recognised in NSW by the

Office of Fair Trading for Strata and Community Title Management

licensing under the Property Stock and Business agents Act 2002.

Course 18738 – Diploma of Building and Construction

(Management)

This qualification is designed to meet the needs of senior

managers within building and construction firms. Occupational titles

may include: project manager, construction manager, estimating

manager, sales manager.

To achieve recognition at the Diploma level, participants must

demonstrate competency in twelve units: five compulsory plus seven

electives.

Course 18737 – Advanced Diploma of Building and Construction

(Management)

This qualification is designed to meet the needs of builders,

including selecting contractors, overseeing the work and its quality,

and liaising with the client. The builder may also be the appropriately

licensed person with responsibility under the relevant building

licensing authority in the state or territory.

The qualification also meets the needs of senior managers within

building, construction and services.

To achieve recognition at the Advanced Diploma level, participants

must demonstrate competency in 10 units: four compulsory plus six

electives.

TAFE NSW Course information: https://www.tafensw.edu.au

Charles darwin university, Northern Territory Charles Darwin University offers a Diploma of Project Management,

which can be completed at full-time study in half a year, or

undertaken in a part-time capacity over the duration of one year.

www.cdu.edu.au

Swinburne university of Technology, Victoria Swinburne University of Technology in Hawthorn, Victoria, offers

a Diploma of Project Management. It caters for students in the

workforce through part-time, evening and/or weekend study.

This qualification can lead to a credit in the University’s Graduate

Certificate of Business in Project Management.

www.swinburne.edu.au/courses

university of Ballarat The University of Ballarat currently offers a Diploma of Project

Management. The course is offered on a fee-for-service basis, and

monthly workshops are scheduled over a period of nine months. The

program is available in Ballarat, Bendigo and Geelong.

www.ballarat.edu.au



74 clIent Featureclient feature

In recent years most western countries have seen the costs of

refurbishment and retrofit outweigh those of new construction.

In part this is a result of the rising cost of labour compared with

materials, coupled with the labour-intensive nature of adaptation

work on existing facilities. It probably also has something to do with

finite land resources in strategic locations in our urban environment.

But more so, it is the result of concern over sustainable development

and climate change impacts, which dictate a focus on the

performance of existing assets. New facilities account for a one to

two per cent addition per annum to our total built stock, so even if

they are consistently of the highest environmental standard, it would

take the best part of a century before they dominate the existing

landscape.

Sustainability is the single most important issue facing the Facility

Management (FM) profession, and its significance is intensifying.

A review of this magazine since its inception shows that nearly half

of the articles published concern sustainability and ‘green’ FM.

A similar result can be seen in the Facilities Management Journal

produced by the IFMA. Arguably if we already knew a lot about

the topic, despite its importance, this level of exposure would not

be warranted. But it is suggested here that most facilities managers

need to learn more and respond quicker to the challenges that

face us in this ‘era of climate change’. There is an opportunity

for educators to help up-skill FM professionals in dealing with

improvements to the environmental performance of existing

built assets, in much the same way that there is an imperative for

architects to elevate their skills concerning green design. Indeed, it is

often said that the greenest buildings are the ones we already have.

As a response to this challenge, the Institute of Sustainable

Development and Architecture at Bond University has launched

its Master of Asset and Facilities Management (MAFM) degree

aimed squarely at senior FM professionals in our region. The course

itself is delivered intensively, where participants attend classes in

a series of 3-day residential sessions spread out over one calendar

year (full-time) or ideally two calendar years (part-time). One third

of the degree specifically addresses the core competencies for

the new-age FM professional, including the study of green FM,

corporate real estate decisions, advanced asset management, and

strategic facilities space planning. Another third of the course,

undertaken collaboratively with building surveyors and construction

lawyers, deals with sustainable refurbishment and retrofit, forensic

engineering, dispute resolution, and an integrated project based

on a real world case study. The final third of the degree comprises

free electives, which can be selected from postgraduate subjects

in architecture, construction, property development, planning and

sustainability science programs.

The intensive nature of MAFM is suitable for busy practitioners

to engage and formalise their knowledge in the context of an

internationally accredited and research-led curriculum. The part-time

pattern is very flexible and involves on-campus study in short (fly

in and out) sessions on the Gold Coast that minimise disruption to

busy work schedules. All classes are taught by highly qualified and

experienced academics using a blend of face-to-face seminars, case

studies and online learning resources. Subjects are also available as

stand-alone professional development programs both on-campus

and in various corporate settings.

FM is definitely intensifying. How will you respond?

Dr Craig Langston is Professor of Construction and Facilities

Management at Bond University, and course designer/leader of

MAFM. In 2010 he won the Vice Chancellor’s Quality Award for

Research Excellence. He is Associate Dean (Research) in the Institute

of Sustainable Development and Architecture and has over 20 years

experience in the education of facilities managers. He is one of

Australia’s leading FM academics.

FACILITIES MANAGEMENT IS GETTING INTENSIVE

315581E_Bond Uni | 1703.indd 2 4/18/11 2:05 PM1703_Facility Perspectives.indd 74 5/30/11 1:52 PM


76 securIty

one of the most important Australian Standards, AS3745, re-

titled ‘Planning for Emergencies in Facilities’, was released

in December 2010. AS3745 is applicable to every facility

in Australia unless it is a single dwelling and even then, if work is

conducted from the dwelling. Therefore there is an obvious role

for the facility manager in the prevention, management and post-

incident recovery of emergencies. This article highlights some of the

topics the facility manager, in conjunction with the security manager,

may wish to raise with the site’s emergency planning committee

(EPC).

There are a number of significant changes between the new and

previous (2002) version. AS3745-2010 seeks to provide high-level

guidance and underlying principles. As a result, the standard is silent

or lacking in detail on a range of issues relating to both the facility

manager and the security manager.

The standard refers to ‘Emergency Prevention’ (AS 3745

paragraph 1.4.12) and ‘pre-emergency considerations’ (5.7.2).

As suggested in the foreword to the standard, the prevention of

incidents falls to the facility manager, security manager and others.

The security manager is responsible for protection from deliberate

human acts, and the facility manager for protection from mechanical

failures, structural collapse, dangerous goods, and similar hazards.

The facility manager has detailed knowledge of the site, including

emergency management factors such as: the building management

systems; the current condition of egress routes; the number of

facility-related contractors on site; the status of the EWIS and other

systems, including which ones are down for maintenance; the

availability of water and other fire fighting systems; and the location

of hazardous material.

The following are offered as specific considerations for facility managers:

3 There is a stated need to ensure that the emergency procedures

reflect the particular operating environment of the site (2.1 and

4.2.1) and are not just templated procedures. The specific assets

of the site need to be considered, including how they are to be

protected during emergencies. Examples include:

3 if there is a child-minding centre – evacuation of infants;

3 if it is a production facility – consideration of how long it

takes to safely close down processes;

3 if it is a court – separation of jury members and of

prisoners during an evacuation;

3 if classified or sensitive material is held – how the specific

material and the site as a whole will be secured during the

evacuation.

FACIlITy MANAGErS, EMErGENCIES AND SECUrITyBy dON wiLLiaMs CPP, OUR REgULaR sECURiTy CONTRiBUTOR



77securIty

3 How the site is secured during the evacuation is a joint facility

and security issue. Particularly if the external doors have ‘failed

safe’ and everyone is safely out of the building and it is now wide

open. Do the doors need to remain unlocked once everyone is

out?

3 The standard states that security systems, procedures and

processes shall be taken into account (3.3(c)) but the intent

of this broad statement is not clear. Consideration should be

given as to how facilities as well as security systems can assist

in managing emergencies. Access control systems can provide

guidance as to who is on site. Surveillance systems can record

incidents for later evaluation but can also be used to monitor

evacuations, assist wardens, scan areas and, if remote access to

images is available, assist the responding emergency services.

Building management systems can show which lifts are being

used, indicating that people are still on site. Facility systems can

also assist with initiating and maintaining emergency lockdown,

limiting entry, and in providing alternate communication systems

to the EWIS. Managers need to decide if the facility and security

staff will be amongst the last to leave given their ability to assist

the Emergency Control Organisation (ECO).

3 ‘The roles of security guards … shall be considered’ (4.2.16).

While it may be tempting to use security staff as wardens, it

must be balanced against ‘availability’ (5.6.3(e) and 5.6.4(c)).

Which is the security staff’s primary function, managing the

emergency or securing the assets and functions of the site?

The same question should be asked of the facility manager and

staff: are they best employed, as is often the case, as wardens

or are they better utilised conducting facility functions during an

emergency?

3 There is a need for an ECO structure for hours of occupation (3.3

(e)) and after hours (4.2.2). In some sites, such as theatres, the

busiest times may be after normal working hours and an ECO

will be on site. In other cases, the only people on site may be

facility and security staff, and the managers must determine how

they will manage an incident, possibly through self-evacuation

and reporting.

3 The standard refers, almost in passing, to ‘Shelter in Place’

(4.2.6.3(c) and Note 4). This is a key protective measure to

be used when the hazard is external and people can be held

inside until the nature of the hazard is known and a safe egress

planned. This is where the facility manager’s knowledge and

guidance comes to the fore. Considerations include: the amount

of time people can stay on the site, which is dependent on

availability of food, water, power, HVAC and, most importantly,

sewerage systems; where people can be kept to shelter them

from the external hazard; and communications both internal

and external. Given the scarcity of guidance in the standard, the

responsibility falls to managers to consider both generic and site-

specific factors.

3 Alternate assembly areas, which are mentioned at 4.2.6.5

Notes 3 and 4, are important in protecting people. There may

be times when the nominated assembly area is not available,

possibly because it is close to the hazard, the smoke from a fire

may be making it untenable, or it may be full of those who have

evacuated from other sites. Alternate evacuation routes and

assembly areas not only provide options but, should a villain be

watching the response procedures, use of alternate sites will

make planning an attack more difficult.

3 The location of hazardous material on site should also be a factor

when planning egress routes and assembly areas – information

that the facility manager can provide.

3 Facility managers can provide advice on how to reduce hazards

on the site by safely closing down gas lines, high pressure steam

lines, high voltage electricity, chemical delivery systems, etc. The

EPC needs to be advised of the time taken to close such services

and the implications of doing so.

3 Vehicle entry is mentioned (4.2.19), and how access to the site is

controlled. Managers may need to consider how vehicle egress

will be managed. If staff can not access their cars when they

need to go home, how will transport be provided and how will

the people and reputation of the organisation be protected? If

there is a public car park on the site, how will denying access to

the public be managed, particularly if the evacuation was an ECO

decision rather than one required by the emergency services?

3 The standard outlines meeting the responding emergency

services ‘at the entry points’ (4.2.19 Note 2). It would appear

sensible that the ‘entry point’ be at a pre-planned ‘Emergency

Rendezvous Point (ERP)’ rather than at an entrance to the facility

that has been evacuated. An ERP can be designated near each

of the assembly areas and those with knowledge of the site and

the incident can be there, with floor plans, CCTV links, photos

etc., to assist the emergency services in resolving the incident as

quickly as possible. Establishing an ERP is not mentioned in the

standard.

3 Facility management input is required when planning how

the site will be reoccupied (5.7.4(a)(i) and (d)(ii) Note). Who

will be allowed in, when and how? How will the assets be

protected during reoccupation, particularly if there is a large

public population on site, i.e. a shopping centre? Should security

staff be amongst the first to enter to provide guidance and

surveillance as others move back in? Should facility staff re-enter

first to check the status of services?

3 The new standard requires training to be conducted by a

competent person defined at paragraph 1.4.5. Managers

should ensure that anyone who offers training or consultancy

clearly meets this standard – they should be willing to challenge

providers to produce evidence to support claims of relevant

experience and qualifications.

The standard requires security operating procedures to reflect and

be consistent with the emergency plan (3.1 Note 2). It is possible

that the emergency plan should also include recognition of facility

management considerations. Other than the foreword, there is no

guidance on how facility management practices and procedures

should align with emergency procedures, although there are obvious

interdependencies.

There appears to be a need for a standards handbook to provide

the additional issues to be considered during an evacuation. Until

then, facility, security and other managers will be required to identify

and implement the key factors in protecting all of the assets and

operations of the site during an emergency.

ABouT THe AuTHor

Don Williams CPP holds qualifications in Security Management and Security

Risk Management as well as Project and Resource Management and is a

Certified Protection Professional (CPP). Don has provided professional

consulting services and strategic security analysis for over 25 years. He has

a particular specialty in bomb safety and security. He is a member of: ASIS

International, the Institute of Security Executives, the Institute of Explosives

Engineers, the International Association of Bomb Technicians and Investigators,

and the Venue Managers’ Association. He is the secretary of the Australasian

Council of Security Professionals. Don can be contacted at

[email protected].



78 securIty

Security: it’s a comforting word.

The dictionary defines security as being free from danger

or threat. But, sadly, when it comes to the security of your

property and your clients, security can mean anything but.

For an unsuspecting property manager, the wrong kind of security

can translate into rip-offs, disruptions, injuries, accidents and even

extortion or violence.

But, like most facility managers, you probably feel protected

from harm because you employ a security company to guard your

property.

Sadly, sometimes the company you’re hiring could be at the very

heart of the problem.

Because as the demand for professional security has grown

exponentially over recent years – especially since September 11 – so

too has the number of companies catering to this booming demand.

And the more crowded the market has become, the more cut-throat

the business.

Whether intent on carving out a segment of the market for

themselves, or desperate to remain in the hunt for your business,

many security companies have decided on a dubious strategy to win

and keep your business.

The strategy depends on cutting prices by cutting corners.

Training? It’s a luxury. Experienced and reliable security guards? They

cost too much. Safe staffing levels? Clients won’t notice.

In the end, for many security contractors, providing professional

security has itself become dispensable. In fact, it’s a sure-fire way to

kill their profits. So why bother providing it?

‘The security industry is a snake pit, full of rogue contractors, large

and small, who flout government rules and regulations, rip off their

clients and undermine professional standards,’ warns Jess Walsh,

Victorian Secretary of United Voice, the Security Union.

So if your security contractor won your business with the lowest

bid, it’s time to start asking questions.

The first question you might want to put to them is this: Is your

company a Safeguard-endorsed contractor?

Safeguard is a code of conduct for companies willing to spend

money on training, on adequate staffing levels and on experienced

staff.

rOGUE SECUrITyBy adaM CaThRO

Security facts 3 More than three-quarters of guards surveyed recently said

new officers are not properly trained

3 Nearly a third said they had been required to do new duties

or postings without appropriate training

3 Nearly one in three knew of contractors breaching

government rules and regulations

3 More than half had worked more than seven days straight

3 More than three quarters of tenants worry about violent and

poorly trained guards



79securIty

‘Safeguard companies offer peace of mind to clients. And, unlike

the rogue contractors, they will not vanish overnight, leaving clients

caught short on security or badly out of pocket,’ said Walsh.

Quite simply, the Safeguard stamp of approval – enjoyed by major

contractors Wilson, ISS Security, MSS Security, Glad Security and

G4S – is a guarantee of reliable service and value for money.

After all, you’re not on site in the wee hours of the night – that’s

not your job.

And that’s how cowboy security companies flourish, knowing full

well that it’s easier and more profitable to provide the appearance of

real security on site and then hope for the best.

Your contractor might not provide as many guards as it claims, or

the guards it is employing are inexperienced with little or no training

and no knowledge of your facility. Some guards find themselves

looking after another property at the same time as yours, and are

unable to be at both facilities at the same time.

Few know better the cons and tricks employed by cowboy security

companies than the guards who have actually worked for them.

Take Warren Hill, for example. Warren now works for a quality

contractor, but he’s seen just what these security firms can get up to.

One company he used to work for made their guards patrol no

fewer than 50 schools alongside the premises of its business clients –

all in a single 12-hour shift.

‘Many sites were missed because the workload was impossible,’

Warren says.

‘The contractor did not provide the services they promised to

clients. Clients didn’t even know they were being ripped off.’

Other guards reported seeing security literally sleeping on the job,

stealing from the premises they were supposed to be guarding, and

even allowing the very criminals they were supposed to be holding at

bay into the building.

Of course, in most cases, the guards are honest – they just aren’t

trained well enough to do a good job nor paid well enough to keep

turning up for a company that treats them poorly.

The CTWEC website has been developed by AIRAH as part of a collaboration between industry groups, water corporations and the Victorian government.

You can do the maths! We did and the result is a one of a kind cooling tower water efficiency calculator available online.

www.mycoolingtower.com.au

n There are an estimated 30,000 cooling towers operating in Australia.

n Cooling towers can use between 5,000 and 10,000 litres per day.

FACTS



80 securIty

And many of these companies think nothing of breaking all

manner of workplace health and safety laws.

In fact, an extraordinary number of security officers have suffered

injuries from preventable accidents or assaults, and many more have

suffered long-term health problems from working intolerably long

hours or back-to-back shifts.

While such shocking work practices are going to have an obvious

effect on the quality of the security you’re paying for, at least that’s

the extent of your liability, right?

Wrong.

Clients can find themselves liable for the health and safety of

anyone working on their premises, and that includes security guards

working for your contractors. The penalty can reach up to $1 million

– or even five years in prison for an individual deemed responsible.

So a few dollars saved in security can end up costing a whole lot

more than you bargained for.

And all because you’re being hoodwinked by the very company

that is supposed to be looking after you.

A little extra money on security can reap enormous rewards:

reliability, professionalism and peace of mind.

Mark Bassett, a fund manager for ISPT, one of Australia’s largest

property investors, said professional standards are one of the most

important aspects it looks for in a security company.

‘We can’t afford for those that deal with our valued tenants to

operate at a lower standard,’ he says.

Says his ISPT colleague, Portfolio Facilities Manager Christopher

Chuah: ‘Professional security is important in retaining tenants.’

So security is about more than just keeping your property safe at

night. It’s about the bottom line. Choosing a cowboy security firm

can cost you more than just the occasional security headache, it can

actually cost you cold, hard cash.

Find out more at: www.safeguard.org.au

Australian mines have advanced

somewhat since the days of

simply having a guard stationed

at the entrance gate manually recording

visitor’s names and vehicle registrations.

Today, staff, contractors and visitor

management are commonly controlled

by an electronic access control system

consisting of Smart Cards and card

readers which are placed in strategic

positions.

In Mt. Isa, Xstrata Copper’s Emergency

and Protective Services Superintendent,

Darren Bracey, uses the Cardax FT system as a tool that provides a

very high standard of access control, removes regulatory compliance

issues, ensuring that qualified staff are working in the assigned areas

thus ensuring a safer working environment.

“We must allow for movement of authorised personnel, while

ensuring all the necessary training, induction and other entry

requirements are current,” he said. “We must also be able to

ensure that personnel who are not authorised to access certain areas

are prevented from doing so. Another challenge for us is having

the ability to account for personnel in the event of an incident,

particularly in our underground environment.”

Sjef Klaassen, from Xstrata Copper’s security partner ADT

Security said ongoing security reviews and upgrades had become an

integral part of the business planning process with a range of safety

management and improvement systems being implemented in line

with Xstrata Copper’s Safety and Health policies.

The Cardax FT system has many different types of hardware that

can be adapted to suit different applications and industries, while the

powerful software can be integrated with other third party software

to allow better management of security, health, safety, access control

and contractor management. It is available nationwide from ADT

Security.

For more information contact ADT Security on 131 238 or visit

www.adtsecurity.com.au

AUSTRALIA LEADS THE WAY IN SECURITY AND ACCESS CoNTRoL IN THE mININg INDUSTRY

315617E_ADT Secutiry | 1703.indd 2 5/3/11 1:42 PM


Manage your facility more effectively with ADT Security

INTRUDER ALARMS MONITORING | LOSS PREVENTION | ELECTRONIC ARTICLE SURVEILANCE | CCTV | ACCESS CONTROL | MONITORED SMOKE ALARM |INTRUDER ALARMS MONITORING | LOSS PREVENTION | ELECTRONIC ARTICLE SURVEILANCE | CCTV | ACCESS CONTROL | MONITORED SMOKE ALARM |INTRUDER ALARMS MONITORING | LOSS PREVENTION | ELECTRONIC ARTICLE SURVEILANCE | CCTV | ACCESS CONTROL | MONITORED SMOKE ALARM | SECURED WIRELESS NETWORK TOTAL SECURITY SOLUTIONS

Master Licences: VIC No. 65201491P | WA No. SA37852 | SA No. ISL152299 | NSW No. 405187443 | ACT No. 17501009 | QLD No. 3258669

ADT Security’s facilities management solutions are designed to detect unauthorised entry and help maintain your business’ integrity, providing intrusion alarms and monitoring, CCTV, visual surveillance and access control. Swipe cards, key-pad access and badging enable you to keep track of visitor and employee movements.

With rapid advances in technology, ADT Security is constantly working with the very latest technology, drawing from a wide range of products and services, to provide the best protection for every environment.

ADT Security’s team will help address your needs, providing a uniquely designed solution that complies with industry standards. ADT Security will plan, install, integrate and maintain your security system to help protect your key assets.

When it comes to security, we know that one size does not fit all.

For more information or enquiries, please contact 131 ADT or visit www.adtsecurity.com.au


I&D

137

64

“Formula Interiors have been delivering projects in the healthcare sector for over 20 years. We have the experience and capabilities to construct the very best facilities for healthcare organisations and accredited professionals. Our highly skilled project managers will work closely with key stakeholders to diligently stage construction and ensure that patient care remains the � rst priority. At Formula Interiors we are experts when it comes to regulatory requirements in the health sector and will help our clients approach the construction process with real con� dence. We have delivered many large and small scale projects for a number of hospitals and medical providers both public and private, all of whom acknowledge our quality contribution. So if you’re searching for an organisation to deliver you a winning work environment, look no further than Formula Interiors.”

Gary McDonell, CEO - Formula Interiors

AdelaideBrisbaneCanberraMelbournePerthSydney

P 1300 004 004 | F 1300 404 404 | E [email protected] | W www.formulainteriors.com.au

Mater Private Hospital


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