Facility Perspectives Dec 2012

Volume 6 Number 4December 2012–February 2013

Careers in facilities

management

The leading resource for facilities management in Australasia

Official magazine of the Facility Management Association of Australia

Print Post Approved 340742 00155 $9.95 inc GST

FM’s 2012 Awards for Excellence

1777_Facility Perspectives Dec 2012.indd 24 11/8/12 4:42 PM

FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 1

02 Chairman’s message

03 CEO’s message

04 Industry news

BEST PRACTICE

06 Work on the Move a winner

RESIDENTIAL

10 Residential facilities management

FMA AUSTRALIA INDUSTRY AWARDS FOR EXCELLENCE 2012

12 Shining a spotlight on FM’s high achievers

GREEN BUILDINGS

18 Healthy buildings, healthy people

22 Meeting the energy management challenge

25 You don’t need to move to get good NABERS

GREEN BUILDINGS – WASTE

28 Don’t waste what you can use

FLOORING

34 Profitable and green: a carpet- maker’s tale

THE MODERN WORKPLACE

38 Breaking away from assigned desking: …the only chance at a flexible and sustainable workplace

TECHNOLOGY AND INNOVATION

40 Hosted software versus in-house. What will suit your business?

MINING AND REMOTE LOCATIONS

45 Significant opportunities for facilities management in remote mining camps

SECURITY

49 Combining physical and logical access control on NFC- enabled BYOD smartphones

HIGHER EDUCATION

51 Higher education in the FM sector

CAREERS

55 Facilities management careers

ESSENTIAL SERVICES – CLEANING

65 Green cleaning is coming of age

MAINTENANCE & ESSENTIAL SERVICES

68 Building maintenance and effective management

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Greenwood, Nelly Applehanz, Jordan

Cullis, Brian Purdey, Bridget Gardner,

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COMPANY PROFILES5 Magnetite

8 Smart Building Services

15 Amalgamated Pest Control

16 Rinnai Commercial

20 Rheem

24 High Performance Window

Films

27 Exergy Australia

29 Encycle Consulting

30 Source Separation Systems

32 Gerflor

36 Floor Covering

Technologies Group

42 Advanced Spatial

technologies

44 Energy Power Systems

Australia

48 ADT Security

60 Atlantis

64 Perpetual PropertyCare

67 Hays Recruitment

72 Programmed Property

Services

03 40 68


2 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4

from the Chairman

As I come to the end of my term as Chairman of the Facility

Management Association of Australia, I have the opportunity

to reflect on some of the great work undertaken by the

association during my tenure. The past three years have been

exciting, challenging and, most of all, thought-provoking.

During this period I have been honoured to lead the organisation

through a range of extraordinary legislative and economic events and

an overall complex time. With the assistance of my fellow directors,

the Board has tackled substantial external operating environmental

challenges, including the introduction of the carbon price, the global

financial crisis and a contraction of government funding.

Despite this, on both a local and global level much has been

achieved. FMA Australia has been an active partner in the

rejuvenation of Global FM: the worldwide alliance of member-

based FM organisations. Primarily, Australia has driven some of the

fundamental reforms that have seen Global FM grow in strength and

relevance, including the implementation of focused action plans and

a restructured operating model that is now delivering real benefits to

Australia.

At a local level, we recognised the need for the industry to be

better informed on a range of technical and operational areas

within FM, and, as such, have undertaken a range of new and

interesting research projects, often in partnership with either private

or government organisations. This has resulted in the launch of a

number of hallmark publications including The FM Good Practice

Guide for Multi-Unit Residential, the 2012 Salary Survey, and the

Operational Guide to Sustainable Facilities Management. These

publications have set clear industry benchmarks and guidelines and

are defining the information parameters from which the industry can

continue to build.

The pleasingly steady uptake of FMA Australia’s Diploma of

Facilities Management also reflects a strong trend within the industry

for a more cohesive and professional structure to underpin what

is fundamentally a highly diverse industry. Developing skilled and

qualified facilities managers with strong and well-defined career

paths, who have significant opportunities, will continue to raise

people’s awareness of – and help define – facilities management as

a recognised profession that also attracts other professionals to the

industry.

It is with a renewed sense of direction and commitment that FMA

Australia has set a strong foundation for the development of the

industry moving forward, and it is clearly demonstrating its value to

members. There are numerous challenges and opportunities ahead

for FM, which the association is ready to address, and I anticipate

great things for the industry in 2013.

One significant measure of this is the FM Industry Awards for

Excellence. My congratulations go to all of this year’s winners, and

those who were highly commended, who in their quest for innovation

and improvement help push all of us to greater things. In looking to

the future of the industry, I was particularly delighted to see such

strong nominations for Young Achiever of the Year. It is truly inspiring

to have such capable, enthusiastic and creative people driving the

industry forward and challenging us to constantly do better.

I would like to thank our members, strategic partners, as well

as our sponsors and industry stakeholders for helping to develop

facilities management in Australia, and the association as the peak

industry body.

Best wishes for the festive season and I wish you all a safe and

happy 2013.

Steve Taylor Chairman, FMA Australia

Chairman’s message



from the CEO

Welcome to the December edition of Facility Perspectives.

As the year comes to a close, there is no better time to

reflect on recent achievements.

An annual highlight is always the FM Industry Awards for

Excellence Gala Dinner, where we have the chance to celebrate and

recognise those who strive for excellence in innovation and practice

in FM. The evening is a landmark that clearly demonstrates how

the industry is growing in strength and maturity, and I would like to

congratulate all of this year’s finalists and winners, who have shown

such commitment and dedication within their areas of expertise.

The Hon. Mark Dreyfus QC MP, Cabinet Secretary and

Parliamentary Secretary for Climate Change and Energy Efficiency,

presented the prestigious Facilities Manager of the Year award to

Brad Collins from the Cromwell Property Group. Brad’s longstanding

commitment to facilities management made him an ideal candidate

for this prestigious award.

Thanks also go to our sponsors whose support was vital in making

the 2012 FM Industry Awards for Excellence such a success:

3 Atlantis

3 Programmed Facility Management

3 DTZ, a UGL company

3 Dyson Airblade

3 Express Glass

3 GJK Facility Services

3 Jones Lang LaSalle.

I would also like to thank Neil Wood, 2011 Facilities Manager of

Year, for his generous recognition of the Young Achiever of the Year.

On behalf of our Corporate Charity Partner Whitelion/Open Family,

congratulations to the winner of the return trip to Europe prize

draw, courtesy of Singapore Airlines. For more information about

Whitelion/Open Family, visit www.whitelion.asn.au.

A full list of Award finalists and winners can be found on page

12. You’ll get a great feel for the colour and vibrancy of the evening

from the array of photos on the flysheet of this edition of Facility

Perspectives.

The Good Practice Guide on Residential Facilities Management,

designed to support facilities managers in the operational

management of residential facilities, was released in September

and has since attracted substantial positive feedback and been well

received by those within the FM space. A limited number of hard

copies are available to members, while non-members are invited to

purchase this excellent reference material.

Similarly, the 2012 Facilities Management Salary Survey Summary

Report, undertaken in partnership with Judd Farris, was launched last

month. It is the first industry-specific salary survey in six years, and is

by far the most comprehensive undertaken in relation to FM. Using

some 30,000 pieces of data, it has allowed FMA Australia and Judd

Farris to bring a comprehensive set of metrics to the industry, and

has provided significant insight into remuneration, qualifications and

other key demographics within the industry. It is an important tool for

understanding the landscape of employment-related issues in FM.

The call for papers for ideaction2013 – the Facilities Management

National Conference and Exhibition – has now been launched. For

information, visit www.ideaction13.com.au. To be held in Hobart

from 26-29 May 2013, the theme for the conference is ‘building

information for the future’; a vastly important topic given the

landscape of digital building information modelling and the significant

changes to mobile information technology.

I have also recently completed the branch annual general

meetings. For those of you who were able to join me throughout late

September and October at those meetings, you would have heard

the latest on the activities undertaken by national office, while the

presentation is now available at www.fma.com.au. An important

function of these meetings is for the newly nominated members to

commence their service on the committee. I would like to thank both

new and current committee members for their commitment to the

development of the industry, and I look forward to working closely

with the branch committees and Chairs over the coming 12 months.

The Diploma of Facilities Management continues to grow in

participation, with an increasing number of professionals of all ages

engaging in this educational pursuit. I am expecting that the first

of our graduates will complete the course prior to the end of the

year, and I am eager to seek their feedback in ensuring that the

course continues to fulfil the needs of the industry and individuals in

developing highly skilled and qualified facilities managers.

Finally, I would like to thank all members, sponsors and supporters

for their commitment to FM, and I look forward to a very full and

exciting program as we move into the New Year. I trust you will all

have an enjoyable and fulfilling festive season. Best wishes for 2013.

Nicholas Burt Chief Executive Officer, FMA Australia

CEO’s Message



news

International facilities management standards As part of its participation in the development of international

standards for facilities management, Australia has established a

formal mirror committee, with FMA Australia CEO, Nicholas Burt,

elected as the committee chair. Coordinated by Standards Australia,

the mirror committee is responsible for establishing the Australian

position in the deliberations, and for electing delegates to attend

the discussions (the most recent of which was held in November in

Berlin).

Industry partnership for energy efficient lightingJones Lang LaSalle and Royal Philips Electronics have entered into a

partnership agreement to deliver energy-efficient lighting and energy

management solutions to all Jones Lang LaSalle clients. The global

agreement starts in Asia Pacific, and will be scaled up to cover the

Americas, Europe, the Middle East and Africa.

Phase 1 of My Skills now availableStudents and employers will be able to use the Australian

Government’s new My Skills website to find information on around

5000 training organisations, including many relating to facilities

management. For more information, please visit www.myskills.gov.au

New staff at FMA Australia National OfficeOver the last two months, FMA Australia has welcomed two

new staff members to join the growing team at National Office

in Melbourne. Dulcinea Fox comes onboard as an organisational

executive assistant. Cathy Hosking joins the team as National Events

Advisor, with Tracey Savage now on maternity leave.

UGL rebrands its property services business UGL’s property services business, comprising UGL Services and DTZ,

is now united under a single global brand: DTZ, a UGL company. The

acquisition of global real estate services company DTZ in December

2011 has ensured that UGL’s property services business is now one

of the world’s largest integrated end-to-end providers of property

services, with annual revenue of $2 billion.

Global FM in San Antonio, TexasIn furthering the international links of FMA Australia, FMA Life

Member Duncan Waddell, with the support of CEO Nicholas Burt,

attended the Annual General meeting of Global FM, the worldwide

alliance of member-centred facilities management organisations,

providing leadership in the advancement of the FM profession.

Involvement with Global FM helps FMA Australia build

and maintain its various multilateral partnerships with similar

organisations from around the world.

Tenant’s Guide to Green Leases and the Green Lease HandbookDeveloped as part of the National Strategy on Energy Efficiency,

the key objective of the Tenant’s Guide to Green Leases is to raise

awareness of the importance and benefits of using green leases from

a tenant’s perspective. The Green Lease Handbook is a practice guide

for lawyers acting for landlords or tenants seeking to incorporate

green provisions into commercial leases. For more information visit

www.climatechange.gov.au.

New ISO standard for designing ultra-efficient homes A new ISO International Standard gives a framework for taking

into consideration the design process in buildings that will lead to

greater energy efficiency and lower energy bills. ISO 13153:2012,

‘Framework of the design process for energy-saving single-family

residential and small commercial buildings’, will help designers to

evaluate the energy-saving effectiveness of the elemental technology

options at different stages of the design process.

New standards for ventilation and air conditioningIn association with various industry partner organisations, Standards

Australia has developed a new suite of standards within AS1668 –

‘The use of ventilation and air conditioning in buildings’. The new

standards relate to mechanical and natural ventilation respectively,

and have been prepared for consideration by the Australian Building

Codes Board for adoption to the National Construction Code 2013.

FMA Australia has been an active participant in these standards,

represented by Graham Howe from Penrith City Council; one of

many such representatives working to further the interests of the

Association, its members and the wider facilities management

industry.

Tackling indoor climate change University of Sydney researchers will be looking for ways to slash

one of the world’s biggest single sources of energy consumption

– the heating and cooling of buildings – at a new state-of-the-art

laboratory. The unique Indoor Environment Quality (IEQ) Laboratory

will allow architectural and engineering researchers, as well as the

construction and development industries, to test the relationships

between design, internal comfort and energy efficiency.

Free TV and computer recycling scheme for VictoriaSenator Don Farrell, Parliamentary Secretary for Sustainability

and Urban Water, has launched a free television and computer

recycling service in Melbourne, as part of the National Television

and Computer Recycling Scheme. The Scheme helps to prevent

hazardous materials – including lead, mercury and zinc – from

entering the environment, and to increase the recovery and reuse of

valuable non-renewable resources, including gold and other precious

metals.

New Disaster Research CentreDisaster affects lives, social cohesion and business, while its ripple

effects can carry a huge impact across continents, especially

financially. With the growing rate of disasters around the globe, the

new Disaster Research Centre at Flinders University is at the forefront

of researching disaster and how to minimise its impact.

FMA Australia becomes a Sector Partner for Green Cities 2013FMA Australia will again be a Sector Partner for the Green

Cities conference and expo – Australia’s largest sustainable built

environment event. Green Cities returns to Sydney, bringing

together the nation’s top sustainability professionals for three days

of inspirational dialogue, innovative thinking and paradigm-shifting

collaboration. Green Cities 2013 will be held from 6–7 March 2013

in Sydney.

Industry news



company profile

X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4

company profile

Noise reduced by up to14dB, improving work conditions for

staff. For old buildings, these are impressive results, creating a more

efficient work environment. 10dB (A) equates to around 50 per cent

noise reduction.

Independent tests at the National Acoustic Laboratory show

Magnetite achieves up to 70 per cent noise reduction through

existing windows.

Hear the NOISE in heritage windows?Perth’s CBD heritage refurbishments called for ‘fully-restored heritage buildings with the latest in

commercial green design’.

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ISIS, workplace transformation specialists, managed the project fit

out, working closely with leading interior architects IA Group.

Challenge Retaining the windows was a priority and a quandary, given the

assessment by Gabriel Acoustics:

‘Existing windows are poorly sealed... significant acoustic

leakage... AS/NZS will require secondary glazing inside the existing

glazing’.

Works Magnetite’s Graham Gaunt ‘... installed optical-grade acrylic glazing,

creating an air cavity up to 100mm, in 134 windows. The windows

are all magnetically sealed, so they are removable’. Thermal

performance also improved. ‘It’s a buzz creating building efficiency.’

Dollars and Sense ISIS’ project manager Michael Foreman commented:

‘Magnetite was approached for an acoustic glazing solution.

Advice and service has been excellent. After-hours work was cleanly,

safely and efficiently performed. The result blends with the existing

building fabric seamlessly’.

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best practice

W

ork on the Move was conceived and edited by Diane

Coles Levine, IFMA Foundation Trustee and Director

of Workplace Solutions for SCAN Health Plan, along

with Nancy Johnson Sanquist, IFMA Fellow, and VP of Manhattan

Software. Both are based in Los Angeles. According to Jeff Tafel,

IFMA Foundation Executive Director, ‘this award honours an

amazing team of volunteers who have raised the bar through their

contributions to the advancement of the facilities management (FM)

profession across the globe.’

Work on the Move was the collaborative effort of 22 authors

from six countries, including Laurie Aznavoorian from Geyer, and

myself from Australia. Our team of authors included leading experts

in strategies for both the virtual and physical workplace. The book

examines the forces driving workplace change and its effects on

facility professionals, providing tools that will allow them to become

more strategic leaders in the ongoing workplace revolution to enable

their organisations to be more competitive.

‘The world of work is changing, and so too is the nature of the

office. The function, design, and the location of the workplace have

undergone a major transformation in recent years, and the process is

continuing,’ said chapter four author Pat Turnbull, IFMA Fellow and

President of Kayhan International in Chicago.

‘The fantastic reception and recognition of this book underscores

the market readiness for all organisations globally to start thinking

differently about the workplace and creating workplace strategies

that align fully with the business and, most importantly, their people!’

added chapter 10 author Kate North, VP of e-work.com in Austin,

Texas.

Business leaders are constantly challenged with delivering greater

value more efficiently. Right-sizing the workplace, technology

empowerment, increasing productivity and employee engagement

are pressing issues. FM is focused on the integration of people and

processes of an organisation within its physical spaces, technology

and budget, along with the allocation and interrelationship of these

resources over time.

Work on the Move was created to assist facilities managers to

better understand and optimise the future of the workplace for large,

mid-size and small organisations alike. This book examines the forces

driving workplace change and its strategic impact on FM. It provides

practical tools to show you how to take the driver’s seat, become

more strategic, and lead change in the workplace.

Work on the Move includes forward-looking case studies

from around the world, and provides practical tools that facilities

professionals can use to take workplace strategies from an idea

stage, to implementation, to measuring their success. This book

draws on experience from across the FM world, broadening the

Work on the Move a winner!BY STEPHEN BALLESTY, CFM, IMMEDIATE PAST CHAIR, IFMA FOUNDATIONRIDER LEVETT BUCKNALL, SYDNEY

The IFMA Foundation’s 2011 book Work on the Move: driving strategy and

change in workplaces has been awarded the International Facility Management

Association’s 2012 Distinguished Author Award. This was presented at the

IFMA Awards of Excellence on 2 November 2012 at the World Workplace

Conference and Expo in San Antonio, United States.



best practice

323960A_Adams Pest | 1777.indd 1 10/21/12 3:04 PM

body of knowledge and seeking answers to questions like: why are

some countries more advanced in workplace strategy than others?

What can we learn from them? How do we prepare for workplace

trends? What are the best practices in workplace strategy? How is

FM technology changing to meet new workplace demands? How do

we design space for mobility and flexibility? What will the office of

the future look like? How does culture play a role in the office? What

is the future role of FM?

Getting the attention of senior management and making your case

for the allocation-critical resources is a challenge. This book provides

guidance on how to promote your ideas to management. There are

examples throughout the book to take with you to meetings and

drive ideas. Global best practices are showcased, with some award-

winning case studies in workplace strategy that demonstrate that FM

is the foremost contributor to a more cost-effective, productive and

sustainable workplace.

This book is not intended to be read in sequential chapter order;

rather, you can start wherever suits your next workplace project

and the issues facing your organisation. To help you manoeuvre

through the book, there is a Roadmap, which is intended as a quick

reference guide for you to follow to pinpoint exactly where you need

to be in the first instance for help on specific issues. If this does not

work, then try the following Chapter Tweets – brief descriptions of

what you will find in each chapter. If you are still lost, then try the

next section – the Troubleshooters’ Guide, allowing you to navigate

through, regardless of whether you:

3 are new to workplace strategy

3 are in the formative stages of workplace strategy

3 are having issues with an existing workplace strategy

3 already have a good workplace strategy, and are just interested

in future trends.

The information provided in each chapter, including insights,

charts, graphs, pictures and case studies, can be used for

management presentations to HR, IT, CRE, finance and others to

explain workplace strategy, team roles, ideas and more.

‘Like the changing nature of work in and out of the office, Work on

the Move was created in a collaborative, virtual work environment

over a nine-month period,’ said Diane Coles Levine. ‘The global team

of authors from six different countries never actually met face-to-face,

proving that this new way of working can really be effective. We

paired authors from different continents who were literally strangers

meeting for the first time, collaborating using technology like Skype,

Wiggio, et cetera. The initial in-person meeting was at the launch of

the book at IFMA’s World Workplace conference in Phoenix in 2011.

Nance and I still haven’t physically met several of the authors, but we

continue the dialogue about the future of work through our LinkedIn

group, called “Work on the Move”.’

The most popular and widely distributed publication by the IFMA

Foundation, Work on the Move also led to the creation of a multi-

day ‘Workplace Strategy Summit’, held in September 2012 on the

campus of Cornell University in Ithaca, New York. The Summit

united facilities management professionals with the leading academic

researchers and thought-leaders on workplace strategy. Together

they explored workplace effectiveness, the nature of collaborative

work, and the organisational, lifestyle and infrastructure changes that

will impact the workplace of the future.

Work on the Move is available in a number of formats: printed

and electronic from the IFMA Bookstore at www.ifma.org, for

the Kindle e-reader at www.amazon.com, and for the Nook

e-reader at www.bn.com.

Stephen Ballesty, CFM, Immediate Past Chair, IFMA

Foundation, Rider Levett Bucknall, Sydney

[email protected]



company profile


company profile

Expert energy management solutions

Since 2005, SBS has developed and commercialised innovative

technology solutions to cater for the dynamic needs of the

utility services, including:

3 Advanced industrial and commercial metering solutions for multi

utility services

3 Green Star, NABERS and NGERS information visualisation

3 Real-time Smart Grid Energy visualisation including in-home

displays

3 Online energy, water, air-conditioning, heat, liquid fuels and gas

management

Our most recent projects involve provision of systems to Westfield,

Rio Tinto and City of Sydney.

NMI pattern approved metersAs of 1 January 2013, any electricity meter used for billing of

electricity must be National Measurements Institute (NMI) pattern

approved. From this date, it will be a criminal offence to use a non-

pattern approved electricity meter for billing.

SBS stock a full range of EDMI NMI Pattern Approved Electronic

Meters and are the official Australian Agent for EDMI Electricity

Meters and also Kamstrup Ultrasonic Water Meters, Heat Meters

and Gas Compensator Calculators. It is important to note that our

systems are likely to be one of the few legal solutions for metering

via Modbus on a BMS as the vast majority of panel meters in the

market are not NMI Pattern Approved.

EDMI metersSBS uses EDMI Electronic Meters as its measurement platform for its

utility services. All meters are individually calibrated against traceable

standards and come complete with individual NATA endorsed

calibration certificates. In regards to data collection, the following

characteristics (although not limited to) set these meters apart from

the rest of the market:

3 Holds up to 24 years of 30 minute data (load profile)

3 Holds up to eight (8) rates of tariff data

3 Displays total for current period (kWhrs, VARhrs, power factor)

3 Maximum demand

3 No back-end PC or other device needed to log data

3 Electronic Flag Alarms (EFAs) designed for meter integrity

3 Voltage sage/swell logs

3 Power quality parameters

3 Communication logs.

Multi-utility end-to-end metering solutions Being one of the very few sub-metering providers that provide multi-

utility solutions, our end-to-end solutions unify all utility services

(electricity, water and gas) into the one system. We also look at the

whole picture in our design and implementation of our customised

solutions and offer the following services as part of our customised

solutions:

3 Meter system design and consultancy

3 Provision of utility grade meters

3 Commissioning (hardware and software)

3 Integration of meter reading system to existing BMS if required

3 Remote data retrieval

3 Data validation and export

3 Export of data

3 Customised client software solutions

3 Billing services

Specialised AMR systemWe specialise in the provision of systems that are timely, accurate

and cost-effective. Our Automatic Meter Reading (AMR) systems

allow remote data retrieval via:

3 Ethernet

3 GSM/GPRS/3G

3 Push GPRS

Data guaranteeWe are so confident that our data collection systems will work first

time every time, we guarantee the integrity of the data if we have

designed, installed and commissioned the metering system. This is

our data guarantee to all of our clients.

Smart Building Services Pty Ltd (SBS) is an expert energy management solutions provider that offers

metering network design, data collection and unique online software solutions and utility-grade

hardware.

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Multi-Unit Residential

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Facilities Management

Good Practice Guide Out now!

Electronic

Download from www.fma.com.au

Hard copy

Hard copies of the Guide can be purchased for $49.95 (inc GST) by contacting FMA Australia on 03 8641 6666, via email on [email protected] or download the purchase form from www.fma.com.au.

Free member copy

A limited number of printed copies are available free of charge to General Members, courtesy of Facility Management Victoria Pty Ltd. To obtain your free copy contact FMA Australia on 03 8641 6666, via email on [email protected] or download the purchase form from www.fma.com.au

FACILITY MANAGEMENT VICTORIA PTY LTD

Facilities Management Strata Legislation Stakeholders Sustainability Energy Water Waste Maintenance Planning Essential Services Record Keeping Dangerous Goods Hazardous Materials Health & Amenity Indoor Air Quality Noise and Acoustics Security Access Management Traffic Management Emergency Management Contract Management Procurement and much more!

Facility Perspective Promotion NEW.indd 1 11/2/12 2:17 PM1777_Facility Perspectives Dec 2012.indd 10 11/8/12 4:42 PM


residential

Over the next five years, multi-unit residential apartment

construction is forecast to surge. The growing trend for

Australians to seek higher-density living instead of traditional

single-unit housing stems from a range of factors, including a

preference for inner-city living, escalation in residential land values,

and declining average household sizes.

Multi-unit residential facilities cover a range of property types and

construction styles, from high-rise apartments with units stacked

horizontally and vertically, to low-rise villa-style complexes with units

clustered around central features.

Each type has its own unique features, challenges and

opportunities, not least for the facilities manager.

A common theme is that they all involve a number of individual

property owners sharing in the decision-making regarding

management, maintenance and operation of common property and

shared services, which introduces a different element of complexity

to the management of each facility.

A number of factors make multi-unit residential different from

other types of buildings, such as commercial office facilities:

3 it is someone’s home (every hour of every day)

3 different types of emotions are involved

3 different priorities (for example, the need for continuous hot

water).

Owners’ corporations, or bodies corporate, are created to

manage and maintain the common or shared property created when

properties are strata-titled or subdivided. All lot owners automatically

become a member of the owners’ corporation or body corporate,

and it is this body that engages the facilities manager.

As with other types of facilities, a residential facilities manager

may be employed directly as an employee, or they may be engaged

as a contracted service provider to deliver one or more, or all, facility

services.

The residential facilities manager works closely with the strata

manager and property manager and, in some circumstances

(particularly with smaller properties), may in fact be one person with

multiple roles.

In its role as the peak national industry body for facilities

management, FMA Australia is now developing a series of good

practice guides, with the first of these recently launched in

Melbourne.

The FM Good Practice Guide for Multi-Unit Residential provides an

overview of facilities management in multi-unit residential buildings,

focusing on common areas and shared services.

Developed with funding from the Hi-RES program coordinated

by the City of Melbourne, the purpose of this national guide is

to provide a common understanding of issues and good practice

requirements, helping to bridge knowledge gaps between the various

stakeholders involved in the development, construction, operations,

maintenance, management and administration of multi-unit

residential buildings.

Forming part of a series of good practice guides, this publication

covers all key areas relevant to those involved with facilities

management activities within multi-unit residential facilities,

regardless of size, complexity or location.

Residential facilities managementWith a growing number of Australians living in apartments, townhouses and other types of multi-unit

residential facilities, the role of the facilities manager is becoming increasingly important. The recently

released FM Good Practice Guide for Multi-Unit Residential is helping to drive progress in this area.

For more information visit www.fma.com.au.



FM Industry Awards for Excellence 2012

The 2012 FM Industry Awards for Excellence were held

at a stunning gala event at the Grand Hyatt Melbourne

on 22 November 2012. In what has become the industry

night of nights, nominees and guests were able to celebrate a

year of outstanding achievement, while enjoying great food and

entertainment.

With a record number of entries the following are the winners and

highly commended for 2012:

Facilities Manager of the Year

Brad Collins, Cromwell Property GroupBrad is a facilities management professional who has 17 years’

experience with a diverse range of assets. In his role as National

Facilities Manager for Cromwell, Brad oversees a portfolio of 28

assets worth $2.4 billion, and a team of 14. His building services

technical expertise and knowledge of sustainability management have

resulted in several accolades for his employer. Brad is also Branch

Chairman of the FMA Australia Queensland Branch, and is closely

involved with other member associations.

Finalists: 3 Kelli Jansz, Jones Lang LaSalle

3 Michael Barlow, Five D Holdings Pty Ltd (Highly Commended)

Young Achiever of the Year

Glen Cooper, Leighton Contractors – Services DivisionGlenn Cooper is responsible for facilities management of CitiPower’s

and Powercor’s sites in Western Victoria. Glenn works closely

with the client’s Asset Manager at each site, and ensures the

delivery of efficient facility maintenance, essential services, lifecycle

management, project management and minor works. A key focus of

this work is delivering the works scope in line with both the client’s

and Leighton Contractors’ safety policies and procedures. Glenn’s

work enables the client to deliver reliable electricity distribution

services.

Finalists: 3 Jack Gardner, Knight Frank Australia Pty Ltd

3 Matthew Brancato, Jones Lang LaSalle Telstra Account (Highly

Commended)

With thanks to Neil Wood, 2011 Facilities Manager of the Year, for

his generous $500 prize donation for the 2012 Young Achiever of the

Year.

Consultant of the Year

Kingfisher RecruitmentEstablished in 2005, Kingfisher Recruitment is a professional

recruitment organisation specialising in the built environment. Driven

by their customers and a progressive approach to doing business,

Kingfisher Recruitment provides leading organisations with access to

high-level recruitment advice and quality candidates.

With a dynamic, enthusiastic and motivated team of recruitment

consultants, Kingfisher Recruitment staff members consider

themselves not as sales people, but as being committed long-term to

recruitment in the built environment.

Finalist: 3 Telstra 2012 Corporate Environment Reporting (Jones Lang

LaSalle)

Contribution to Energy Efficiency

275 Kent Street (Mirvac)The Mirvac Engineering and Operations Team at 275 Kent Street,

Westpac Place, led by Senior Engineering and Operations Manager

Peter O’Reilly, achieved a 15 per cent overall energy reduction

between April 2011 and March 2012.

Delivered as part of a collaborative project that involved the

engagement of contractors and tenants, the team members have

been key contributors to leading innovations in the industry, including

developing and trialling of new control strategies, which have been

filtered through the Mirvac portfolio.

Finalists: 3 Mirvac Portfolio

3 Westfield – Building Service Energy Integration Project

(Controlworks)

Impact on Organisation and Workplace

Spotless Managed Services – Housing NSW ContractSpotless Managed Services – Housing New South Wales Contract

has been conceptualised and based on a collaborative/partnership

approach that specifically supports the employment of local, small

to medium-sized enterprises. The Works Management IT Software

System that has been developed for the contract continues to be the

nucleus of their success, as it processes approximately 800–1000

works orders per day for Housing New South Wales, distributing

them to more than 250 different sub-contractors across multiple

geographic regions.

Finalist: 3 Worksmart@420 George (Jones Lang LaSalle)

Shining a spotlight on FM’s high achievers

Proudly supported by




In-House Client Team of the Year

Commonwealth Bank of AustraliaThe Commonwealth Bank Group is Australia’s leading provider of

integrated financial services. The Property team’s service offering

is aligned to our Group’s vision and continues to positively impact

the Group, its culture and its customers. Since Property was first

insourced, its delivery of service excellence and innovation has seen

their internal service offering continue to grow. This year, their strong

internal brand is seeing the team expand to commence supporting

the group’s international operations.

Finalists: 3 Cromwell Property Group

3 Glen Eira City Council’s Building Asset Management Sub

Committee

Industry Innovation

1200 Buildings Program – Environmental Upgrade Finance (EUA)

The 1200 Buildings Program was launched by the Lord Mayor Robert

Doyle in March 2010 and aims to catalyse and support the retrofit

of 1200 commercial buildings in the municipality of Melbourne.

The program is innovative, as it is the largest program of its kind in

Australia and offers building owners access to finance through a new

finance mechanism: environmental upgrade agreements, designed to

encourage retrofit activity in a financially constrained environment.

Finalists: 3 Innovation in Technology (FM Innovations) (Special

Commendation)

3 JLL FM Service Delivery Model (Jones Lang LaSalle)

Let us help change your world. T:+61 (0) 2 6241 7853 [email protected] www.fsifm.com.au

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Service Provider of the Year

Department of Customs and Border Protection Account Team (Jones Lang LaSalle)In the first year of taking over the Customs and Border Protection

account, the Jones Lang LaSalle team has added significant value.

Following a smooth transition, the team has implemented a rigorous

supplier qualification process to better leverage vendor relationships

for the Department.

The facilities management team is aligned with the Department’s

overall objectives and has delivered $1.5 million in cost avoidance or

savings during the first 12 months, and achieved an average customer

satisfaction score of 4.5 out of a possible 5.0.

Finalists: 3 Provision of Property Services to the City of Sydney (Brookfield

Multiplex Services)

3 Western Power (Leighton Contractors – Services Division)

Sustainability and Environmental Impact

Water Efficiency – Perth District Court (Brookfield Multiplex Services)

Brookfield Multiplex Services has worked in collaboration with the

Western Liberty Group, the Department of the Attorney General,

the Water Corporation and other relevant stakeholders to revisit all

aspects of water usage at the Perth District Courts. This is in order to

identify a range of initiatives to deliver the most efficient, sustainable

water usage strategy. Since 2009, water consumption for the Court

has fallen by 26 per cent, from 23,313kL per annum to 17,169kL per

annum.

Finalists: 3 Environmental Reporting System/Emma Buick (DTZ, a UGL

Company)

3 Telstra 2012 Corporate Environment Reporting (Jones Lang

LaSalle)

Thanks to all our Partners for their valuable support:

Principal Partner

Major Partner

Corporate Charity Partner

Prize Draw with thanks to

Event images

Images from the awards gala can be viewed on the official

FMA Australia Flickr account by visiting:

www.flickr.com/people/fmaaustralia





company profile

FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 X

company profile

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managing your business systems to ensure

you have an effective pest control strategy

in place, and how to implement these and

protect your brand.

With an Australia-wide network of over

500 trained professionals, Amalgamated Pest

Control is fully certified and a quality assured

company to ISO9001*.

Our pest control technicians are fully licensed to Australian

standards and qualified in accordance with AS4349.3 and AS3660

series and other relevant codes of practice.

Amalgamated Pest Control can also provide specialist support for

compliance systems including AQIS, HACCP, SQF2000 and BRC.

We provide an online reporting system so you can manage all of

your sites via one easy-to-use portal, allowing you to gain visibility

against your pre-defined goals and KPIs. We can also accommodate

centralised billing and accounts for easy accounting.

Amalgamated Pest Control provides 100 per cent Australian-

owned all year round protection for your business with local

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company profile


company profile

Quality and innovation in hot waterRinnai Australia expands the range of commercial water heating solutions with the development of a

new product – the HEX250, reflecting Rinnai Australia’s global commitment to quality and innovation.

This is a great addition to the already expansive range of hot

water, warm water and solar pre-heat products that Rinnai

currently offers. A key feature of the HEX250 is the use of

stainless steel throughout the parts in contact with the consumable

water.

The concept of the HEX250 is straightforward. The water in the

tank is heated by an external heat source, usually the HD200. Heated

water is stored within the tank and this energy is transferred through

the heat exchange coils, heating the consumable hot water to deliver

the desired outlet temperature. This separates the consumable hot

water from the heat source, helping to manage water quality issues

and prolong the unit’s service life. The heavily insulated, 250-litre

tank is manufactured in 444-grade stainless steel, while 316 grade

stainless steel is used to manufacture the coil and the 32-millimetre

headers. An industrial float valve is used to control the level of

the water within the tank as it is a non-pressurised system, as

demonstrated in the image below.

HEX250 systems are built in modules, using the dedicated Heavy

Duty Continuous Flow water heater as the standard heat source.

Rinnai Heavy Duty Water Heaters are very reliable, with a thermal

efficiency over 81 per cent. The heat source is available in modules

of one, two or three water heaters with the option of internal or

external models.

The HEX250 system will deliver a constant output temperature of

60 degrees Celsius. To further enhance the efficiency of the HEX250

system, Rinnai has utilised an innovative control system that adjusts

the temperature of the heated water to reflect the consumable water

demand. It does this with an accurate temperature sensor, therefore

reducing the amount of start ups each Continuous Flow unit has to

complete. The water heaters have modulating burners, which match

the output of the heater to the hot water demand. The reduction in

start-ups prolongs the life of the heat source and reduces the start-up

gas consumption.

Rinnai has adopted a modular approach: HEX250 tanks, pump kits

and manifolded Heavy Duty Water Heaters are packaged separately

for easy handling and positioning on site. Rinnai’s commercial team

can design a solution utilising the HEX250 to meet your needs,

whatever the criteria. Complete systems can be assembled and

skid mounted in Rinnai’s state-of-the-art South Australian factory

using the same modular approach offering easy transportation and

installation into position. Skid mounted systems require minor fit-off

of electrical, cold, hot, return and gas connections before operation.

Supplied by Stuart Lawrence. Contact Rinnai commercial for further information on 1300 555 545.

322758E LHP_Rinnai Aus | 1777.indd 24 11/1/12 8:40 AM1777_Facility Perspectives Dec 2012.indd 16 11/8/12 4:42 PM

State of the Art Technology >> Commercial Hot Water Solutions

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green buildings

This raises the question: why haven’t ‘healthy’ buildings

received the same recognition as ‘green’ buildings? When this

question was posed recently at the Healthy Buildings 2012

conference in Brisbane, lively debate ensued.

‘It’s true that the original genesis of Green Star was about “saving

the planet”,’ says the Green Building Council of Australia’s Executive

Director of Green Star, Andrew Aitken. ‘While this has shifted in

recent years, and we are now more focused on the “people” aspect

of buildings and communities, we tend to see reports about energy

and water savings in green buildings, but less information about the

benefits for people.’

A number of environmental assessment tools exist for green

buildings, including Green Star, which rates buildings and

communities at the design and construction phase, and NABERS,

which assesses buildings at the operational phase. Both assess indoor

environment quality, while a Green Star rating tool to assess the

operational performance of existing buildings is also in development.

‘Around 30 per cent of the Green Star points available concern

people issues, which is striking when you consider that 25 per cent

of the Green Star points are available in the Energy category, and

around 15 per cent in the Water category,’ Aitken says.

‘However, we find that companies are more comfortable reporting

on easy-to-measure factors such as energy savings, water reductions

and dollars in the bank. When it comes to the impact that buildings

have on people, such as office productivity, worker sick days or

teacher and nurse turnover rates, they are less inclined to want to

report on those.’

Nicholas Burt, Chief Executive Officer of the Facility Management

Association of Australia (FMA) agrees. ‘It is much easier to

understand – and in turn measure – a cost saving associated with

energy reduction than it is one concerning human behaviour. Without

a clear, evidence-based measure against which you can benchmark

the changes in productivity, it’s hard for organisations to put a dollar

figure on the benefits,’ he says.

Vyt Garnys, Managing Director of CETEC, is an expert in indoor

environment quality (IEQ). He thinks the phrase ‘healthy building’

is limiting in itself. ‘A ‘healthy building’ implies that the building is

healthy, rather than that it facilitates better health among the people

who live and work in the building. What we’re really talking about are

“occupant optimised buildings”,’ Garnys says.

People and planetIEQ – which encompasses not only air quality and ventilation, but

also issues such as thermal comfort, noise, visual environment and

space – has both physiological and psychological impacts. Poor

IEQ contributes to increased sick leave, increased staff turnover,

reduced productivity and negative employee attitude. The CSIRO

has estimated that it costs the Australian economy $12 billion a year.

The OECD suggests that illnesses – such as asthma, headaches and

allergies – associated with indoor air pollution are now one of the

most acute problems related to building activities around the world.

Numerous studies over the years, both in Australia and

internationally, have found that better IEQ in buildings reduces sick

leave and improves worker productivity and health. Typically, these

gains vary between two and 10 per cent per worker.

Healthy buildings, healthy peopleBY MARK THOMSON, CORPORATE SUSTAINABILITY PRINCIPAL OF THE SCHIAVELLO GROUP OF COMPANIESFrom the plague houses of the 16th century to the ‘sick’ buildings of the 1980s,

where we live and work has always had an impact on human health. While

the way that buildings are designed, and the materials and methods used to

construct and operate them, have been high on the green agenda for some time,

the consequences for human health have been less prominent.



green buildings

Most of these studies examine the impact of good IEQ on

individual buildings. A post-refurbishment study of the Green Star-

rated 500 Collins Street in Melbourne, which underwent a green

upgrade in 2005, revealed a 39 per cent reduction in average sick

leave days per employee each month, and a seven per cent increase

in the lawyers’ billing ratios (despite a decline in the hours worked).

In addition, the typing speeds of the building’s legal secretaries

improved by nine per cent.

Another study, conducted by the University of Technology, Sydney,

tracked more than 2500 employees of Macquarie Bank over a 15-

month period as they moved into their new Green Star-rated office.

The researchers found that a combination of sustainable building

design attributes and activity-based working environments improved

perceived productivity by as much as 15 per cent.

The reliability of ‘perceived productivity’ metrics does pose some

problems, though. ‘One of the challenges of measuring productivity

is that everyone performs at different output levels in the same

space, depending on the tasks required. The credible studies of

productivity conduct both pre- and post-occupancy studies, and then

assess quantifiable skills such as keystrokes, rather than cognition or

planning,’ Vyt Garnys explains.

Andrew Aitken says that some clear and reliable metrics are

already emerging. He points to the first healthcare facility to achieve

a Green Star rating: the Flinders Medical Centre, which has seen a

nine per cent increase in the number of babies born since it opened

its new green wing. The hospital is getting more people through the

facility, with shorter recovery times, due to the emphasis on healthy

building principles.

‘This is a clear metric that underscores what the hospital is built to

do – heal people, treat people, deliver babies. We hear similar stories

of hospitals in the United States that can demonstrate reductions in

analgesic requirements for patients, faster healing times and lower

nurse turnover rates. These are very simple metrics and remind us

why we have a hospital in the first place,’ Aitken explains.

Measuring and managingSo, what would a healthy building rating tool measure? There seems

to be general consensus that it would include both a ‘wellness’

component that supports creativity, innovation and general

wellbeing, and a ‘productivity’ component, which measures sick days,

costs of sick leave and staff turnover, among other things.

The FMA is looking for a set of evidence-based metrics that

measure productivity, health and wellbeing, and consider issues of

engagement with tenants and occupants in operational management.

‘The FMA would welcome a very robust measurement system,

because it is a high proportion of what the operational management

of a facility is about. It’s ensuring that building is a productivity

producer or a liveability producer,’ says Nicholas Burt.

‘A productivity metric also needs to encompass engagement –

in terms of how the facility is operated – and how the occupants

interact with the building,’ Burt explains.

‘Facilities managers are integral to the process of measuring and

managing health and productivity, because they are responsible for

how the building operates and supports the occupants within. They,

probably more than anyone, understand what the building occupant

wants and needs,’ Burt adds.

The NABERS Indoor Environment rating tool, released in 2008, has

been largely overlooked in the marketplace, with less than 15 ratings

achieved since its launch. It offers the opportunity for a tenancy, base

building and/or whole building rating, and is considered to be the

most comprehensive metric available to measure healthy buildings.

‘It hasn’t been overlooked – it’s been rejected,’ says Chief

Executive of the Property Council, Peter Verwer. ‘We need to be

frank and realistic about the market’s perception of the Indoor

Environment rating tool and its shortcomings, given industry’s very

strong embrace of other environmental benchmarks.’

For Verwer, there are ‘technical and judgement issues to be

made in relation to developing a benchmark that is as powerful as

environmental benchmarks have been in changing behaviour.

‘We’re totally capable of doing it – we’ve already done it with

Green Star. But we have to create a new mandate, and the way to

do that is through engagement. This has worked very well with the

environmental agenda, but hasn’t occurred in the healthy buildings

arena,’ Verwer says.

‘Changing market behaviour is a matter of communicating simple

stories,’ Verwer adds.

‘When you explain that ‘this building is delivering a four per

cent higher return’, or, ‘this hospital is improving recovery times by

nine per cent’, people get it, and they understand the value of that

building.

‘The horse that’s already winning the race in Australia, the one that

has the money, the momentum, and the market credibility is Green

Star,’ says Verwer. ‘Green Star has been focused on “planet saving”

and is now beginning to shift to “people saving”. Green Star has the

capacity to address the people issues of our buildings.’

For healthy buildings to receive the same focus as green buildings,

existing rating tools must address the growing awareness of IEQ

on productivity. The panel concluded that it is best to have a

consolidated tool from a single organisation, most likely rolled out

by the Green Building Council of Australia, due to its wide industry

acceptance and marketing capability. It is important that one tool can

address both issues, and the forthcoming Green Star – Performance

tool offers a great opportunity to ensure that all future rated buildings

are both healthy and green. Ongoing discussions between the FMA,

GBCA, NABERS and other stakeholders will ideally ensure more

productive, healthy and green rating tool offerings for the future.

Mark Thomson was Day One Convenor of Healthy Buildings

2012, the official conference of The International Society

of Indoor Air Quality and Climate. Mark is Corporate

Sustainability Principal of the Schiavello Group of Companies.



company profile


company profile

Delivering controlled temperature waterRheem is often asked which is the better solution for applications requiring controlled temperature

water, such as nursing homes, retirement villages, hospitals and hotels.

There are three primary requirements to consider in selecting

the right solution:

1. Safety

2. Initial capital outlay

3. Ongoing maintenance costs

Thermostatic mixing valves (TMVs)Systems using TMVs circulate water at temperatures exceeding

60°C around the building and temper at the bathroom to produce

controlled temperature water at around 45°C to 50°C.

3 Two bathrooms are usually served by one TMV

3 TMVs are installed in cabinets to prevent tampering

3 To limit the potential for the growth of Legionella bacteria,

the dead leg from the TMV to the tap must be as short as

possible, and no more than 6 to 10 metres, depending on local

regulations.

Guardian warm waterGuardian warm water is a centralised system that produces water at

around 45°C to 50°C and circulates this around the building.

3 All warm water outlets are supplied from the one plant

3 Guardian is supplied in a lockable metal cabinet and located in a

plant room to prevent tampering

3 To limit the potential for the growth of Legionella bacteria the

length of the dead leg from the ring main to the tap must be as

short as possible, and no more than 6 to 10 metres depending

on local regulations.

SafetyAll TMVs must be certified to AS4032.1. Rheem Guardian employs

large capacity TMVs that are certified to AS4032.1 and Rheem

Guardian is listed as an approved warm water system with New

South Wales Health.

The temperatures produced by TMVs and Rheem Guardian are

within the range that can support the growth of Legionella bacteria.

Appropriate installation and maintenance practices are required with

either system type. Rheem recommends the inclusion of a process of

disinfection to manage the potential for Legionella growth.

Initial capital costsThe capital and installation cost of TMVs increases with the size of

the establishment. Up to around 32 beds, TMVs provide a lower

capital cost and installation investment; however, over this size,

Rheem Guardian provides the lowest cost of compliance.

Maintenance costsUnfortunately, maintenance

costs are rarely considered

at the design stage, where

capital expenditure is

divorced from running

expenses.

Both TMVs and

Rheem Guardian have

maintenance requirements.

It is here that the benefits

of Rheem Guardian

dramatically outweigh

those of TMVs, regardless

of building size, as the

maintenance is restricted

to one centralised plant.

Total life cycle cost

analysis is shown below for

a range of aged care facility

sizes.1

Number of Beds 22 70 146

TMV Guardian TMV Guardian TMV Guardian

Qty/model 11 80L/min 35 160L/min 73 240L/min

Capital Cost $6900 $9400 $22,000 $14,000 $45,600 $19,000

Installation Cost $1375 $2700 $4375 $2700 $9125 $2700

Total Installed Cost $8275 $12,100 $26,375 $16,700 $44,725 $21,700

Yearly Maintenance Cost $2150 $1370 $6850 $2210 $14,270 $2520

10 yr Life Cycle Cost $29,760 $25,970 $94,690 $39,080 $197,500 $47,040

15 yr Life Cycle Cost $40,510 $32,810 $128,900 $50,120 $268,870 $59,640

1 LIFE CYCLE COST IS A COMBINATION OF CAPITAL COST, INSTALLATION COSTS AND MAINTENANCE COSTS. COSTS MAY VARY DEPENDING ON THE MODEL OF SYSTEM EMPLOYED, THE WATER CONDITIONS AND MAINTENANCE REGIME REQUIRED AND/OR EMPLOYED.

322236E_Rheem | 1777.indd 24 10/30/12 2:33 PM1777_Facility Perspectives Dec 2012.indd 20 11/8/12 4:42 PM

FLAM

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EE13

8-07

/12

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green buildings

Many businesses are now looking into external energy

management services that can have a significant impact

on profitability by reduction or, in some cases, helping to

realise new revenue streams. For example, many businesses have

been boosting their bottom lines by participating in demand response

programs, an energy management initiative that pays organisations in

exchange for using less electricity in a few hours of the year.

What is demand response?Demand response (DR), otherwise known as demand side

management (DSM), actively incorporates end users in balancing the

supply and demand of electricity during peak periods; for example,

high demand. During these times, typically in the hottest days of the

summer months or in the rare occurrence of major system failures,

the amount of electricity generated cannot meet demand, posing

the risk of costly blackouts. Peak periods only amount to a few hours

in a year, but millions of dollars are invested in building supporting

infrastructure, and these costs are included in the end user’s

electricity bill. Coupled with high-demand peak tariffs, it makes good

business sense to actively mitigate these additional costs and to make

efficient use of readily available resources.

By signing up for demand response, participating organisations

are paid as a power plant would be to reduce their electricity use

during these times of supply/demand imbalance. In addition to

the annual payments received for enrolment, further rebates are

available depending on performance during DR dispatches. Demand-

side aggregators help connect energy users to utility DR programs,

and help manage the process for ease of participation. From

creating customised energy reduction plans, which protect business

profitability, to monitoring performance and verifying results, the

right partnership ensures that there are no risks, and businesses can

focus on their core operations.

DR in actionParticipation in DR is a resource from which most industries can

benefit. Methods of curtailment vary with each facility or site, and

there are a number of ways to lower energy use for participation.

For most, these can include minor adjustments in HVAC systems,

Meeting the energy management challengeBY JEFF RENAUD, DIRECTOR, AUSTRALIA AND NEW ZEALAND, ENERNOC

With electricity prices on the rise and the recent implementation of a carbon tax law, there is a renewed

incentive to get the most out of every energy dollar. Electricity bills can account for a large portion of

operating expenses, but often don’t include information that can be used proactively and inspire long-

term change.



green buildings

which is demand that can be unloaded without an immediate effect

on building occupants. Turning off unused and ambient lighting, or

adopting load zone switching to utilise natural light, can also be used

to transform business expenses into incoming payments. Industrial

plants may also look into conducting maintenance to make the most

of the program, and offset any costs related to not being in full

production any other time of the year. Indeed, many organisations,

regardless of industry, have been able to make DR work for them,

and have strengthened the way the facility contributes to the

business.

‘You can’t manage what you don’t measure’Participants of demand response programs also gain access to smart

meter data, which can reveal more opportunities to save energy.

Real-time monitoring software provides visibility into demand

response dispatch performance, allowing participants to track their

contribution and earnings, and can help identify other opportunities

for savings through peak shaving, facility start-up and shutdown

schedules, and increased overall efficiency. This platform also

provides the capability to compare the energy data and spend of

multiple sites for ease of management.

Cost, control, convenienceTechnology advances have simplified the process of participating in

DR. BMS systems help execute curtailment processes and restore

normal operations with minimal labour investment, and businesses

are given advanced warning of any impending grid emergencies,

which ensures a smooth transition. Unless otherwise requested,

businesses are assured complete control over their involvement and

reduction strategies, and with DR aggregators offering technical

support and coaching to maximise earning potential, there are

further benefits to proactive participation, as businesses are also

paid for each kilowatt of capacity returned to the grid during DR

dispatches. In addition to saving dollars that would otherwise be used

to pay dramatically increased tariffs, participants can expect another

resource of revenue, while supporting a community effort in ‘keeping

the lights on’ and the environmental impact of utilising existing

resources for electricity.

In the short term, the business case for demand response

is simple: earn money by helping increase the reliability of the

electricity grid by reducing peak demand. In the long term, demand

response can also support key strategies, including corporate

and environmental responsibility initiatives, cost reduction, and

community support efforts. Overall, the benefits of demand response

are making this simple energy management approach a practice that

many businesses can’t afford to ignore.

Trust a Resene Eco.Decorator to do your job just right

www.resene.co.nz/ecodecorator

When it comes to decorating, you need the right painter as well as the right paint. Now you can choose the services of an approved Resene Eco.Decorator to complete your decorating projects with the confi dence that the paintworkwill be as good as the paint.

Detailed specifi cations

Resene has all the quality paints, coatings, colours and professional

advice you need

Assistance with colour scheme development

On site visits

Tailored solutions

Jeff Renaud is Director, Australia and New Zealand, at

EnerNOC, a world leader in energy management applications

and services.

For more information, please visit www.enernoc.com.au.



company profile


company profile

Cost-effective energy efficiencyHigh Performance Window Films offer a range of window films that can assist with the thermal

properties of a building, including Enerlogic Window Films.

Enerlogic Window Films are an innovative and highly advanced

new glass window film for application to buildings and homes.

When applied to ordinary glass, the film makes it perform like

double glazing, for as little as a quarter of the cost.

Designed for both winter and summer climates, Enerlogic Window

Films deliver maximum energy efficiency all year round and are quick

and easy to install, without the replacement of glass and frames.

Adding up to 92 per cent more insulation to windows, Enerlogic

Window Films will allow you to save money and invest in the

environment at the same time.

3 Warmer Climates: Enerlogic 35 has been designed to deflect

solar heat penetration by up to 76 per cent and, 99 per cent of

the sun’s UV rays.

3 Cooler Climates: Enerlogic 70 allows the winter sun’s natural

light and warmth to enter while shielding away 49 per cent of

solar heat from the summer sun and improving the window’s

internal insulation capacity by 92 per cent in winter.

In addition to this revolutionary glass insulation, HPWF supply and

install a range of solar window films that cut solar heat gain by up to

80 per cent.

Solar window films make living and work environments more

enjoyable all year round as solar energy is blocked, eliminating hot

spots. The application of some solar window films, specifically those

that block up to 80 per cent of solar heat, can slash building and

living energy costs, quickly paying for themselves by reducing the

load on air-conditioning systems.

For more information on the High Performance Window Films range of Enerlogic Window Films and solar films visit www.hpwf.com.au

323819AE LHP_High Performance | 1777.indd 24 9/10/12 12:55 PM1777_Facility Perspectives Dec 2012.indd 24 11/8/12 4:42 PM

green buildings

It is a false perception by owners and managers of existing

commercial office buildings that improving energy performance

and achieving a high NABERS rating requires major capital

investment. This is not correct, and contradicts one of the first

principles of energy efficiency and sustainability: first make optimum

use of existing infrastructure. Make the most of what you’ve got!

In most average-performing buildings (2.5 NABERS stars or less),

there are opportunities to reduce energy consumption and costs by

30 per cent through finetuning the controls and recommissioning

existing plant and equipment. Over time, these savings

can be used to help finance any required plant

replacement or upgrade in following years.

The constant search for a ‘silver bullet’

technology solution is another ‘myth’

that is perpetuated through the

media coverage of new innovative

products. Almost all media

coverage of sustainability

and energy efficiency

achievements has tended

to focus on capital-

intensive

and

new technology pathways to sustainable outcomes, with little

attention to improving the performance of the existing plant and

optimising controls.

It seems there is no ‘news’ in telling owners and managers to just

do what they are doing, but do it ‘better’.

The reality is that in many buildings, low levels of maintenance

and high degrees of latent conditions often leave these buildings in

a situation where it seems that the only ‘simple’ way forward is to

replace the existing plant with new technology; however, in existing

buildings that have gone through years

of manual overrides and one-

off tweaks, this approach

frequently results in

minimal improvement

after significant

disruption and

cost.

You don’t need to move to get good NABERSBY CAOIMHIN ARDREN, DIRECTOR, EXERGY AUSTRALIA

Building tuning for improved energy efficiency and NABERS ratings



Way forwardThere is a way forward that is focused on bringing the existing

systems back to the original design performance, and then tuning the

systems to suit the current conditions and usage patterns.

The first steps towards achieving this are: 3 Collate all up-to-date ‘as-built’ design documentation, O&M

manuals and functional descriptions for control systems.

Chances are, if you don’t know how the building should be

operating, your maintenance teams don’t either and are

probably carrying out inappropriate maintenance.

3 Check your lease conditions to make sure you are not continuing

a legacy of providing air conditioning in excess of requirements

(excess after hours, very low cooling or high heating set points,

et cetera).

3 Review actual operation of major HVAC plant against the design

and identify gaps. On almost 60 per cent of buildings we have

visited, heating and cooling systems are running full-tilt, fighting

each other to achieve supply conditions.

3 Check calibration and settings of control devices and sensors.

Broken and poorly located temperature sensors (especially

after fit-out works) often lead to HVAC equipment running

excessively for no benefit.

3 Rectify plant operation and control parameters. For example,

make sure plant is switched off when not needed, and only

running for the required hours – not on weekends and public

holidays – check that the chillers are staging correctly, and

confirm that air handling systems are turning down when there

is little load, et cetera.

3 Update asset equipment register with an objective assessment

of the asset condition and expected life. Having realistic

knowledge of how much life is left in your plant is crucial when

deciding on the extent of re-tuning and determining an optimum

time for replacement.

Prior to commencement of any rectification works, in addition to

developing an improvement project plan, you need to clearly define

the existing performance benchmark, preferably at sub-system level

(chilled water, air handling, heating, hot water system, et cetera).

Without a benchmark and plan to work to, it is impossible to know if

your actions are improving performance or worsening it.

Almost all owners and building managers have the capability to do

the majority of the items listed above, and be able to address all the

more obvious issues, although if they have not done these sorts of

improvement works in the past, it is often useful to obtain technical

third-party guidance.

The next step in the process is to do a more detailed investigation

to enable the definition of a re-commissioning/tuning project.

Typically, this requires specific expertise and analysis.

The analysis required will delve into the actual operation of all

HVAC plant, equipment and control devices. This operations review

needs to be carried out over a period of time so it can identify time of

use issues, as well as single points of failure.

An example of the analysis that can be carried out is shown to the

top left. The data shown is from a building that is achieving a 4.5

star NABERS rating. Even this building has some unseen issues, as

demonstrated by the red circles that highlight a number of VAV boxes

that are delivering non-compliant airflows (the single point on the far

right is delivering almost four times the designed air flow – a massive

waste of fan energy leading to tenant discomfort).

This analysis demonstrates one of probably a dozen reviews that

can be carried out on BMS-captured performance trends.

The energy profile displayed is another example of the analysis

that can be carried out to understand how energy is being used in

a building. The highlighted areas on the graph below left show that

there is consistent cooling and reheating occurring after hours. This

should be eliminated, and an investigation undertaken as to why

there is such a high degree of reheating occurring through the middle

of summer.

Clearly, with increased levels of visibility of how your building is

performing and the diagnosis problem areas, building managers

and owners will be in a position to rectify and recommission

the mechanical plant back to design standards, and optimise

performance.

If you are one of the many owners and building managers with

sub-standard building performance, now may be a good time to

optimise the systems you have before reaching for your chequebook

or asking for capital funding.


green buildings

- Review actual operation of major HVAC plant against the design and identify gaps. On almost 60 per cent of buildings we have visited, heating and cooling systems are running full-tilt, fighting each other to achieve supply conditions.

- Check calibration and settings of control devices and sensors. Broken and poorly located temperature sensors (especially after fit-out works) often lead to HVAC equipment running excessively for no benefit.

- Rectify plant operation and control parameters. For example, make sure plant is switched off when not needed, and only running for the required hours – not on weekends and public holidays – check that the chillers are staging correctly, and confirm that air handling systems are turning down when there is little load, et cetera.

- Update asset equipment register with an objective assessment of the asset condition and expected life. Having realistic knowledge of how much life is left in your plant is crucial when deciding on the extent of re-tuning and determining an optimum time for replacement.

Prior to commencement of any rectification works, in addition to developing an improvement project plan, you need to clearly define the existing performance benchmark, preferably at sub-system level (chilled water, air handling, heating hot water system, et cetera). Without a benchmark and plan to work to, it is impossible to know if your actions are improving performance or worsening it. Almost all owners and building managers would have the capability to do the majority of the items listed above, and be able to address all the more obvious issues, although if they have not done these sorts of improvement works in the past, it is often useful to obtain technical third-party guidance. The next step in the process is to do a more detailed investigation to enable the definition of a re-commissioning/tuning project. Typically, this requires specific expertise and analysis. The analysis required will delve into the actual operation of all HVAC plant, equipment and control devices. This operations review needs to be carried out over a period of time so as to be able to identify time of use issues, as well as single points of failure.

An example of the analysis that can be carried out is shown above. The data shown is from a building that is achieving a 4.5 star NABERS rating. Even this building has some unseen issues, as demonstrated by the red circles that highlight a number of VAV boxes that are delivering non-compliant airflows (the single point on the far right is delivering almost four times the designed air flow – a massive waste of fan energy, and leading to tenant discomfort). This analysis demonstrates one of probably a dozen reviews that can be carried out on BMS-captured performance trends. The energy profile displayed below is another example of the analysis that can be carried out to understand how energy is being used in a building. The highlighted areas on the graph below show that there is consistent cooling and reheating occurring after hours. These should be eliminated, and an investigation undertaken as to why there is such a high degree of reheating occurring through the middle of summer.

Clearly, with increased levels of visibility of how your building is performing and the diagnosis problem areas, building managers and owners will be in a position to rectify and recommission the mechanical plant back to design standards, and optimise performance. If you are one of the many owners and building managers with sub-standard building performance, now may be a good time to optimise the systems you have before reaching for your chequebook or asking for capital funding.



company profile


company profile

Exergy Australia has been working with

retrocommissioning approaches for over a decade and

has an extensive track record of successful control and

commissioning projects, many of which demonstrate energy

savings in excess of 30 per cent. A prominent example is

Freshwater Place in Southbank, Melbourne, which Exergy

retro-commissioned from 2.5 stars to 4.5 stars, resulting in

electricity savings of 41 per cent and gas savings of 78 per cent.

Exergy’s retrocommissioning services include three critical

components: building controls optimisation, re-commissioning

and ongoing monitoring and tuning. This suite of services

provides the comprehensive coverage needed to successfully

deliver energy performance outcomes.

Dr Paul Bannister, Managing Director of Exergy, says, ‘We

have built up experience across dozens of buildings over the

years, and have seen consistent energy savings achieved and

maintained for all of our sites.’

Caoimhin Ardren, Director in charge of commissioning

services at Exergy, adds ‘Retrocommissioning requires

techological understanding plus tight project and scope

management. We are experts at working through the

issues with contractors and site teams to get the required

retrocommissioning result, while bringing everyone up to speed in

the process.’

Retrocommissioning specialists

For more information on Exergy’s retrocommissioning and other services contact Exergy at [email protected]. Ph 02 8065 1410 (Sydney), 02 6257 7066 (Canberra) or 03 9036 0677 (Melbourne)

Based on an initial NABERS rating of 2.5 stars.Savings will vary for individual buildings.

SAVED ENERGY = SAVED MONEY

We can save 30%+ throughrecommissioning and tuning*.

MAKING ENERGY EFFICIENCY WORK FOR YOU

Based on an initial NABERS rating of 2.5 stars.Savings will vary for individual buildings.

SAVED ENERGY = SAVED MONEY

We can save 30%+ throughrecommissioning and tuning*.

MAKING ENERGY EFFICIENCY WORK FOR YOU

*

323310AE RHS_Energy Australia | 1777.indd 24 10/21/12 1:20 PM1777_Facility Perspectives Dec 2012.indd 27 11/8/12 4:43 PM


green buildings – waste

Waste management is often thought of as the management

of operational waste – that is, waste generated through

use of the building and its facilities. Recycling and

the proper disposal of waste from within the built environment

are essential to establishing and maintaining the sustainability of a

building. But what about before the building becomes operational? A

substantial amount of waste is generated in construction processes,

and also needs to be disposed of intelligently.

Forty per cent of the material that ends up in landfill is generated

through the construction and demolition of buildings. In order to

mitigate the environmental effects that this can have, better profiling

of the waste minimisation and re-use strategies is paramount at the

design stage.

Building designers must pay due consideration to waste mitigation

strategies, including the extent of demolition, and the materials

being used in construction. How will these materials be handled?

Can they be recycled and reused down the track? Are they durable,

with little maintenance required? How are they packaged, and can

this packaging be recycled? The total life cycle of a material must be

considered before it is used in construction.

It’s also important to select a contractor who has proven

experience in waste management in the design process, and to

ensure that you discuss the requirements of the building with regard

to sustainable waste management prior to engaging a contractor or

beginning work.

Managing waste on-site can be easy, if you follow a few simple steps: 3 Use different, clearly labelled skips for different types of waste

materials.

3 Ensure that these skips are emptied regularly to prevent

overloading or the incorrect use of containers.

3 Ensure that your contractors are aware of your policies on waste

minimisation.

3 Ensure that you have a waste management plan describing the

materials to be re-used or separated out.

A minimum of 70 per cent of all demolition and construction waste

should be recycled or re-used.

What can be reused? 3 Steel – can be melted and re-used

3 Aluminium – is 100 per cent recyclable

3 Gypsum plasterboard – must be recycled as it

produces poisons when in landfill

3 Timber – can be directly re-used

3 Concrete – can be crushed and recycled as aggregate.

3 Glass – can be re-used as aggregate for concrete

3 Bricks and tiles – can be directly re-used or crushed

for backfill et cetera

3 Plastics – can be granulated and re-used to make new

plastic products.

Operational waste management is what happens after

the building is occupied. Tenants have a responsibility to

ensure that any waste generated during operation of the

building is disposed of sensibly, and with sustainability in

mind.

If there are no dedicated bins for each stream of waste

in your building, there should be. Allocated bins should

be easily accessible by all building occupants, and should

have provision for recyclable waste, rubbish, green waste,

composting and hazardous waste (for example, batteries

and fluorescent light bulbs).

Green waste includes garden waste and food waste,

and should be separated from common waste. Provisions

can be made for onsite composting, and councils are very

helpful if you need advice for green waste and composting

services.

For more information about waste management,

visit the Waste Management Association of Australia

at www.wmaa.asn.au.

Don’t waste what you can use



company profile


company profile

Facilities managers: the critical link in recyclingFacilities managers play an essential role in improving waste management and recycling practices of

buildings, facilities and institutions across Australia.

Solid waste generated in buildings is classified as Commercial

and Industrial (C&I) waste. C&I waste makes up about 30 per

cent (or about 7 million tonnes) of waste to landfill in Australia

each year. In real terms, this is a ‘waste’ of materials and money.

Waste to landfill is expensive and will become more so,

particularly with the price on carbon and increasing landfill levies.

It’s cheaper to recycle.

All it takes initially is a little curiosity to understand what’s going

out in the bins each day and identifying exactly how much it’s

costing, then some planning and communicating with tenants/

building users, cleaners, waste and recycling service providers;

followed by some carefully targeted action and ongoing monitoring.

Facilities managers are the critical link between tenants/building

users, cleaners and waste service providers. They are in the perfect

position to manage and coordinate stakeholders to all work towards

a common goal of reducing waste and diverting it from landfill. By

having a well thought-out waste management plan and resources to

implement it, facilities managers will soon be free of those day-to-

day headaches that waste can cause in buildings, and enjoy receiving

fewer complaints about smelly bins or unsightly rubbish dumped

in the wrong place. Your building can be clean, green and cost-

effective!

phone 08 9444 7668 www.encycle.com.au [email protected]

Encycle’s services:● WasteManagementPlansandStrategies● Wasteassessmentsandaudits● WasteandrecyclingadvicetomeetGreenStarrequirements● NABERSWasteratings● Recyclingperformancereporting● Wastecontractreviewandtenderscopingandevaluation

Encycle_concept01_v2.indd 1 10/29/2012 7:21:27 PM

322764AE RHP_Encycle consulting | 1777.indd 24 10/30/12 10:02 AM1777_Facility Perspectives Dec 2012.indd 29 11/8/12 4:43 PM


company profile


company profile

Businesses are still focused on sustainability…and looking to facilities managers to lead the way

Even in a global downturn, climate change is still a key business

driver. Ninety-six per cent of the Global 500 companies

responding to the recent 2012 Carbon Disclosure Project

survey confirmed they have board or executive oversight of climate

change, and 78 per cent of these companies confirmed that they

have integrated climate change into their wider business strategy*.

It is essential for facilities managers to understand this focus on

climate change and the unique opportunities it provides to partner

with clients and organisations to deliver increased value through

sustainability initiatives and results.

Importantly, companies are acting on climate change not only

because of potential short-term financial returns or savings, but

instead 68 per cent of respondents to the 2012 Carbon Disclosure

report highlighted opportunities associated with customers’

behaviour changes and enhancing their reputation or both*. As

Logica outlines in the report, its key stakeholders are increasingly

expecting it to operate in a way that is economically, socially

and environmentally sustainable and, it notes that meeting these

expectations helps it to function more successfully, attract and keep

high calibre people and retain key contracts.*

Facilities managers can support such organisations to meet

their sustainability goals through strategies such as effective waste

management. Waste management is increasingly becoming a key

priority for organisations seeking to improve their sustainability,

driven by the increasing cost associated with landfill, the ability to

easily quantify the environmental benefits of such programs, and the

unique employee engagement benefits that can be achieved with the

right program.

Peter Cruwys from Source Separation Systems works with facilities

managers to implement waste management systems, and suggests

organisations are increasingly focused on getting the right solution to

ensure they achieve results.

‘Organisations are increasingly demanding waste management

solutions which actually achieve results. Increasingly, leaders are

more experienced and aware that the successful separation of waste

at the source requires behavioural changes and, as such, successful

waste management requires solutions that are purpose-built for the

environment and waste streams, featuring Australian standard colour

coding, and specifically tailored apertures and graphics. We even

provide a free Waste Audit tool on our website

www.sourceseparationsystems.com.au so customers can benchmark

and then track their improving waste diversions trends.’

In predominant positions, such as entry foyers, many organisations

are also looking beyond the traditional waste products and seeking

custom designed solutions to meet their specific needs, as Peter

confirms.

‘We partner with companies to deliver source separation solutions

in all types of environments, from requests to provide effective

solutions that also complement the décor of award-winning airport

terminals and five star hotel foyers, to requests to retrofit recycling

streams into existing general waste bins in office kitchenettes or

shopping centre food courts.’

As the focus on sustainability continues and more organisations

recognise the economic, cultural and branding benefits associated,

effective waste management is set to remain a key priority for

organisations.

*‘Business resilience in an uncertain, resource-constrained world’ – CDP Global 500 Climate Change Report 2012. Global Advisor and Report Writer PWC

322709E LHP_Source Seperation Systems | 1777.indd 24 10/31/12 10:43 AM1777_Facility Perspectives Dec 2012.indd 30 11/8/12 4:43 PM


company profile


company profile

A new state-of-the-art RSPCA Animal Care Campus at Wacol,

Queensland, is revolutionising animal welfare by delivering

care, educating people and improving animal welfare across

the state.

Gerflor resilient flooring features throughout the centre, and was

integral to achieving the happy, warm and inviting atmosphere that

Brand + Slater Architects sought to create.

‘Colour was an extremely significant factor in creating the animal

shelter. Colours were used not only to evoke the senses, but also

to differentiate between the various functionalities of the building,’

Brand + Slater Director Rod Barr said.

‘Gerflor had a wide range of colour options that suited our design

intentions. The ranges also allowed us to match laminate colour

samples to vinyl colours to theme rooms, with which Gerflor was

very helpful. Their colours and designs helped to make this unique

design come to life,’ Rod added.

But designing a facility for animals is not all

about aesthetics. Some very practical issues

come into play. Gerflor vinyl again answered

the demands for hygiene and maintenance.

‘Vinyl is easy to clean and provides

seamless joins for hygiene, and offers slip

resistance and a range of anti-bacterial

products. The Gerflor products we used were

suitable for custom cut-out designs, which

allowed us to be playful in our design, like

the paw prints on the floor and some walls

directing the public to dog adoption rooms,’

Rod said.

The animal shelter design has created

a significant amount of interest, not only

within the animal care industry, but also from

the general public. Rod and his team have

received many compliments on their use of

colour and materials to create a space that

allows the animals, staff and public to interact in a safe, happy and

playful environment.

The centre is yet another prestigious project for Brand + Slater

Architects. With more than 25 years experience nationally, Brand +

Slater has built a reputation for commitment to quality with its focus

on providing its clients with clever, functional and appealing design.

Brand + Slater has completed a broad portfolio of work ranging in

scale, type and complexity.

‘We value the challenges each project presents and the

professional relationships that are formed between our clients,

consultants and project team members. Each of our directors

works closely with clients to deliver exceptional design, consultancy

services, project management and environmental responsibility. The

RSPCA Animal Care Campus adds to our impressive track record of

projects for hospitality, education, health, tourism and government,’

Rod said.

Flooring goes to the dogs

322075E LHS_Gerflor | 1777.indd 24 10/12/12 12:35 PM1777_Facility Perspectives Dec 2012.indd 32 11/8/12 4:43 PM


flooring

Profitable and green: a carpet-maker’s taleBY KRISTEN MCNICOL AND MARK ABERNETHY

Ever considered the amount of carbon emissions produced in the manufacture

of flooring in an average office facility? Or the amount of acid rain potential

generated by what you’re walking on between offices?

Product choices made at the design and specification level

have a significant impact on the environment, and facilities

managers who may once have been forced to trade off green

building materials for higher prices can now make green procurement

choices without compromising their budgets.

Accessing choices that are both environment- and budget-

friendly was once a ‘niche’ exercise, but with the announcement

of New South Wales’s paramount award for sustainable products

in September, the idea of ‘green but profitable’ has reached the

mainstream.

On 3 September 2012, Interface Australia, this country’s largest

provider of commercial modular carpet, was announced the winner

of the New South Wales Government’s 2012 Green Globe Award for

Excellence in Sustainability (jointly with the GPT Group).

The win was not simply a pat on the back for Interface’s 230

employees, says Interface Australia CEO Clinton Squires, at a time

when the company is rebuilding after a devastating fire at its Picton,

New South Wales, manufacturing plant. It was also recognition of a

style of financial management that insists that financial profits are not

the only ‘wins’ a business can have.

‘Interface was an early adopter of Triple Bottom Line reporting

philosophies,’ says Squires. ‘Triple Bottom Line means that a business

has measurements for not only its financial performance, but also its

environmental and social performance. It’s recognition that a business

entity exists in a physical and social world, as much as a financial one,

and it’s something everyone at this company takes seriously.’

Squires says that some of the processes used in manufacturing in

recent history have used damaging materials, and Interface had been

at the forefront of moves to make carpet manufacture a ‘neutral’

industry in terms of its effects on environments and people.

‘It’s always a balance,’ says Squires. ‘Interface has been listed on

the NASDAQ for 16 years, and so every quarter we have analysts

going over our financial reporting – we have to be strong financially.’

He says the aim of Interface – the world’s largest maker of carpet

tiles – was to first become neutral in its environmental impact, before

investing in projects of a more proactive, restorative nature.

‘There are advanced plans in this company to move to a more

restorative mode,’ says Squires. ‘But first you have to ensure that

everything you do is neutral and still profitable.’

Part of the move to ‘neutral’ has seen Interface pushing

environmental responsibility into its own wider supply chain by

releasing third-party verified Environmental Product Declarations

(EPDs) about the impacts made by their products.

These declarations are not restricted to the impacts made in a

business’s manufacturing process; the EPDs reveal the whole-of-life

impacts made by the entire supply chain. That includes the supplier

of raw materials, transportation, manufacturing, cleaning and

maintenance while in use, and end-of-life impacts.

EPDs and life-cycle thinking are under consideration by the

Green Building Council of Australia (GBCA) for their Green Star

rating tools, as a means of encouraging a higher standard of green

product and building materials choices. The move towards EPDs is

being encouraged by green building councils around the world, and

Interface is the first carpet manufacturer in Australia to embrace the

declaration of the environmental impacts made by their products.

Clinton Squires says that EPDs – when first used by some

businesses – were treated as proprietary knowledge about their

products; however, Interface adopted EPDs as ‘report cards’ for

the impacts made by their products, and have made them publicly

available to the market via their website at

www.interfaceflor.com.au/Sustainability.

Squires says that this is part of the Triple Bottom Line philosophy

of openness: the strength of an EPD is to enable independent,

apple-to-apple comparisons between products based on their

environmental performance. It means facilities managers can choose

the products with the lowest impacts, in the environmental categories

that matter most to them.

‘If you really want to be environmentally responsible, then you

have to take an influencing role,’ says Squires. ‘Producing public

information that allows the supply chain to make informed choices is

part of that influencing role.’

Interface has also been active in an industry standard called Global

GreenTag Certification. Much like the Good Environmental Choice

Australia (GECA) certification scheme, products carrying certification

by Global GreenTag are eligible to contribute to GreenStar credit

points. Global GreenTag goes further than GECA and beyond current

Green Star standards and requirements by reporting on the full

life-cycle impacts made by products: reporting LCA data, carbon

emissions, health, CSR impacts and more.

Under the Global GreenTag Certification scheme, Interface modular

carpets have been verified as the only 100 per cent carbon-neutral

flooring in Australia.

Reaching this goal has been years in making, but to get a glimpse

of how far the carpet maker will go, it’s worthwhile looking at their

recycling initiative. In November 2011, Interface launched Australia’s

first modular carpet range – known as RAW – to contain 100 per cent

recycled nylon yarn. The main sources for this innovative yarn stream

are abandoned fishing nets from waterways all over the world, along


with used carpet from Interface’s ReEntry™ carpet recycling program.

ReEntry is a free recycling service made available to customers

when they choose Interface carpet tiles as the replacement carpet.

ReEntry even accepts other manufacturers’ carpet tiles. Old flooring

is either recycled by Interface into new carpet tiles as part of a closed

loop recycling program, or re-used in the second-hand carpet market.

In the last five years, more than 300,000 square metres of carpet

tile have been diverted away from Australian landfills by the ReEntry

carpet recycling program. That’s enough carpet to lay a one-metre

wide path between Sydney and Perth more than 70 times.

Interface Australia has adopted recycled yarn as a standard yarn

stream, converting over 60 per cent of products sold locally to this

yarn type. Adopting recycled yarn as a standard has been done at

a price premium for Interface; however, in a move to encourage

sustainable procurement choices by facilities managers and specifiers,

and to make sustainable products more accessible, price increases

have not been passed on to the market.

Using 100 per cent recycled yarn for its carpets is one way that

Interface has addressed the question of waste. It has also become

involved in a proposal by the GBCA to issue a new credit to address

waste in green building refurbishments.

The GBCA Waste Management Credit relates to reducing waste

both by good waste management practices, and by the sensible use

of existing materials. Flooring makes a significant contribution to

the waste-to-landfill from refurbishments. In fact, carpet is a top-10

landfill item globally, often being replaced well before its warranty or

performance passes. The GBCA has recognised Interface’s ReEntry

carpet tile recycling program as an effective method to reduce the

waste generated from existing buildings, featuring it in their recently

released Discussion Paper.

Accepting modular carpets from all manufacturers’ brands, ReEntry

is a universal solution to recycling old carpet, reducing waste to

landfill and saving on landfill levies.

One of the aspects of the Triple Bottom Line that is often

overlooked is the social – a point that Interface has covered in its

Green Globe award win.

The health and productivity benefits of biophilia – the premise

that we are at our happiest, most energised, most alive and most

productive when we embrace, and are embraced by the natural

world – has led to changes in the built environment, and in carpet

choice in particular.

By bringing elements of the outside world into the business space,

people become further connected to the earth, which results in less

sick leave by employees, increased energy and proven enhancements

in overall output, faster recovery times for patients, increased

motivation to spend money in the retail environment, healthier

people, healthier businesses and, most of all, a healthier bottom line.

Interface is a proponent of biophilia in the design of their carpets,

which feature dyelot mergeability and random design (no two tiles

are identical), which reduces installation and replacement waste.

Clinton Squires says the Green Globe award has been a big morale

lifter for Interface employees since the Picton factory burned down in

August.

He also says, however, that the benefits of the green policies at the

carpet maker were already being felt throughout the industry, which

he sees as a benefit to the environment.

‘We consciously think of ourselves as key influencers in our

industry. We can act as a role model in terms of what we are doing,

and we also explain to our customers why they should buy materials

made with a certain process. We can influence our suppliers in a

whole-of-supply-chain approach to environmentally responsible

processes and purchasing, and we have found that quite diverse

groups want to be taken through our facilities so they can see how

Triple Bottom Line actually works on the factory floor.

‘The awards are nice, but I think our employees are equally proud

of the fact that other people in the industry visit us and want to see

how we do this.’


flooring

Nylon nets are used in the Interface RAW modular carpet range



company profile


company profile

Integrated services lower total flooring costsManaged or integrated services are not new to the FM industry, but they are unlikely to be associated

with flooring. Key building services such as mechanical, fire and security are regularly purchased with

maintence and service level agreements as they have been demonstrated as the most cost-effective

way to manage both service levels and risk associated with failure.

Flooring may not be considered an ‘essential service’, but when

the cost associated with poor performance is considered not

only in capital cost, but occupant satisfaction, management

time, OH&S risks and increased maintenance costs, the financial risks

are substantial.

There are well-known competing interests between design

aesthetics and construction costs that generally overshadow long-

term performance and life cycle cost considerations.

Sustainability, although important, is often hijacked by the

marketing of unique benefits that prevent objective comparison,

and it is often forgotten that a ‘fit-for-purpose’ product is always the

foundation of sustainability, and any other sustainability initiatives

must be considered second.

The reason that ‘fit for purpose’ must come first in sustainable

design is that not only can poor selection lead to premature

replacement, but it can also add significantly to cleaning frequency

which in turn increases water, chemical and energy use.

Assuming that everything up to and including installation goes

perfectly, it is likely that the long-term performance is now in

the hands of general cleaners who probably have many years of

experience, but often have limited flooring knowledge or recent

training.

The problem is that flooring has changed dramatically.

Carpet tiles have replaced broadloom in most commercial

applications. They look similar, but vacuuming and steam cleaning

rely on airflow through the carpet for suction to be effective. Carpet

tiles are impervious and generally have short dense loop pile to

minimise appearance change. This drastically reduces air flow

through the carpet when compared to broadloom carpet.

Low maintenance vinyls have been around for many years, but

surface treatments are continually improving; yet maintenance

contracts often include minimum frequencies for wet mopping

and dry buffing. When in areas where the floor is auto-scrubbed

on a regular basis (three times or more a week) the floor will never

require buffing. Some facilities auto-scrub larger areas every day and

therefore never mop or buff the floors. There are real cost savings

over time, including a short payback period on the capital equipment

cost.

Next time you look at the cost of flooring replacement, look

beyond the price and consider how integrated flooring services to

specify, install and maintain flooring throughout its life can simplify

management with one point of responsibility, minimise risk and

lower the total flooring cost.

Floor Covering Technologies Group National Customer Service Centre 1300 668 456

323823E LHP_FTG | 1777.indd 24 10/26/12 11:05 AM1777_Facility Perspectives Dec 2012.indd 36 11/8/12 4:43 PM

National Customer Service Centre: 1300 668 456www.ftg.com.au

TECHNOLOGIES GROUPFLOORCOVERING

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the modern workplace

Over time, organisations have tried various workplace models

to deliver a flexible real estate and facilities solution, but

unfortunately all attempts have been based on tethering

people to work points, thereby killing any chance of true flexibility.

The key advantage of any non-assigned desking model, like Activity

Based Working (ABW), is that vacancy is no longer a waste, and

variations in occupancy demand can easily be absorbed. ABW

delivers flexibility to an organisation in their real estate strategy with a

workplace that allows for contraction and expansion in demand and

headcount over time.

Traditionally, the bottleneck in any real estate strategy has been

the future headcount forecast, which makes it difficult for a CRE

leader to negotiate the right amount of space and respond quickly.

Occupiers seek flexibility by taking a long-term lease with options to

deal with expansion and contraction; however, this comes at a cost.

With ABW, organisations are able to achieve this flexibility through

the workplace model. As a result, they may opt to take longer-term

leases, which may deliver better incentives, simpler lease

structures and more attractive rental prices, as they are able to

offer the landlord security of income. An important consideration in

the lease negotiation process is the performance specifications of the

building. An ABW environment will ‘work’ the building harder than a

traditional office fit-out, as the space is being more highly optimised;

this may have complications for heating and cooling systems, egress,

security and BCA requirements.

If ABW is implemented across an entire real estate portfolio, the

organisation has the benefit of a more flexible and transportable

workforce. There is the ability to move people around based on client

demand without the need for re-stacking every time. Organisations

that have already implemented an ABW strategy have found that

their churn costs have drastically reduced.

Measuring effectivenessThe effectiveness of ABW can be measured in a number of ways. The

value that is easiest to demonstrate is from a real estate perspective,

which might include reduced rental costs, ability to consolidate

locations, reduced churn costs, energy savings, improved space

utilisation, extended life of assets and improved cycle times.

A truly successful ABW program will enable CRE to demonstrate

positive impact on human performance, financial performance

and overall organisational performance. The practice of measuring

ABW impact on human performance is gaining momentum. With

turnover costs estimated to represent 15 to 40 per cent of earnings

for organisations, the ability to prove reduced attrition will capture

the attention of the C-suite. It is important to also include qualitative

metrics to get an overall read on the effectiveness of your ABW

program.

Breaking away from assigned desking:…the only chance at a flexible and sustainable workplace

Here is the simple truth: when we assign desks, two things happen: they are vacant and they are

covered in paper. Research has shown time and again that allocated desks are vacant about 30 to

40 per cent of the time, and the most common thing you find stored on desks is paper, and lots of

it! Think about it: if 30 per cent of our office space is lying vacant at any given time, is there any

real merit in being a green-rated building? There is only one way to get to a workplace model that

is economically and environmentally sustainable, and that is by giving up ‘staff count equals desk

count’ thinking.

BY RAJIV NAGRATH, HEAD OF CORPORATE CONSULTING, AUSTRALIA, JONES LANG LASALLE CORPORATE SOLUTIONS



the modern workplace

Does size matter?Rather than being an issue of size, applicability of ABW lies with

the business functions that the organisation performs. Its most

successful application appears to be to organisations with workers of

diverse work styles, internal and external mobility, and management

behaviours that support performance over presence. A number of

smaller to mid-sized organisations have recently implemented ABW,

including Jones Lang LaSalle in Sydney and Canberra. There are some

additional things to consider when retrofitting ABW into an existing

building. This includes understanding the capacity of the building’s

services; for example, power, egress and air-conditioning, and

ensuring that the building is capable of introducing the supporting

technologies, like wireless networks. Space planning is also a little

more challenging, as you may have fixed restrictive columns and

smaller floor plates, potentially limiting the ability to create larger

people spaces.

The Jones Lang LaSalle experienceWe started our workplace journey with a pilot in our regional head

office in Singapore. The half-floor pilot, involving about 100 staff,

became the basis for our Australian head office in Sydney and our

new Canberra office.

Our vision was to create an environment that enhances the work

experience for our people, providing them a space that allows them

to collaborate, innovate and reach their full potential. As pioneers

in the real estate industry, our own workplace program is designed

to reflect our brand values and be at the leading edge of workplace

strategy. It was a collaborative development process with our

people involved every step of the way, shaping the future of our

organisation.

We have eight different work settings, giving staff places to

concentrate, collaborate and celebrate. Our people can move from

spaces designed for intense, focused work to impromptu and

informal meeting space, and formal meeting rooms, depending on

the activity they are undertaking. It affords our staff the flexibility to

respond to our clients’ needs most effectively.

Technology underpins our workplace model. We migrated our

entire Sydney workforce to laptops enabled with a wireless network,

allowing people to work from any location within the tenancy. Other

technology features include a wireless guest network, enhanced

audiovisual and digital collaboration tools, sophisticated meeting

room management system, VOIP telephony and improved data

management. Improved technology infrastructure also means

less reliance on paper records, and we have reduced our paper

storage by 60 per cent. We now have over 400 people working in

our new offices in Sydney and Canberra and are absolutely loving

it. Early feedback from these projects is that people are reporting

increased personal productivity and enjoyment at work, and greater

collaboration between business units.



technology and innovation

Now the biggest problem for business of all sizes, and in

all industry categories, is deciding how to get the most

significant benefits from this dynamic infrastructure

to improve business performance by using efficient back-end

processing, and at the same time managing superior customer

interactions to increase business.

One of the options now available to any sized business is the use

of cloud-based business software solutions rather than purchasing

the licenses and the hardware to run these now mandatory business

tools in house. These in-house solutions are often capital-intensive

and require skills in a number of areas to implement on an initial and

probably ongoing basis.

The interest in facilities management and property management

software being provided via a cloud-based service has now become

both viable and attractive to many of the second- and third-tier

companies that have portfolios needing to be managed effectively.

But before any business decides to select a hosted application

and its provider, it should have a sense of the service provisions

benefits and limitations. Yes, there may be limitations. But, if the

correct model is selected and licensing options researched to suit, the

limitations will not outweigh the benefits. So, is a hosted software

solution right for your business?

Let’s take a look at the pros and cons of hosted facilities

management software so you can decide for yourself whether this is

worthwhile to be considered for your organisation.

The pros

The software provider is the caretakerThe software provider is responsible for the following tasks, taking

the pressure off in-house IT staff:

3 management of both the software and hardware elements of the

application

3 network concerns such as data backup, redundancy and disaster

recovery planning

3 management of the data centre or centres that supply the

application

3 upgrading the software automatically for clients on a fixed

schedule.

Hosted software can save a company the pains of ongoing

maintenance, time and money in both internal and external IT

support and equipment outlays.

No (or at least low) infrastructure costs When you are buying hosted software, you have no need to invest

in new or upgraded server infrastructure, software licenses, and

hiring and training people to manage this infrastructure. All of this is

taken care of by the company that is providing your hosted solution.

Depending on the solution and the access speed and capacity

required, though, your internet bandwidth may need to be increased

in both capacity and speed, with perhaps setting up VPN or similar

to the hosted environment. Your costs here may increase to cater for

both the implementation and the ongoing internet usage charges.

Lower total cost of ownership (TCO)Traditional software, even for small businesses, can cost thousands of

dollars in implementation fees, maintenance, hardware, services and

support.

In general, hosted software carries a set price per month, with

support, maintenance and administration expenses bundled into the

monthly fees. Depending on the complexity of the business, hosted

software solutions offer comparatively low implementation and

customisation costs.

FMI also offers a hosted solution where the organisation can own

the software licenses, but let FMI home in on their cloud-based

infrastructure. This allows security of data in a system that is owned

and can therefore be relocated at any point in the future.

Predictable monthly feesMany vendors offering hosted software solutions charge for their

services either by the number of users, or by another measure

such as the number of vehicles or rooms. This makes the business

software solution adaptable to suit companies of all sizes, and easy

for companies using hosted software to predict their monthly fees

Hosted software versus in-house. What will suit your business?BY KRISTIANA GREENWOOD, FM INNOVATIONS

Interest in hosted software solutions has been growing over the past few years, and the number of

businesses embracing such solutions has grown steadily. This interest and its benefits have been made

possible by a number of factors in Australia; many of which are now generally available to industries

of all sizes and locations. The tyranny of distance has long been a limiting factor in Australian business

culture, but with the rollout of the NBN and its promise of a competitive and affordable internet

infrastructure, this is finally a thing of the past.



technology and innovation

in the foreseeable future. The planning for any expansion in the use

of the software will have a definable and predictable cost involved,

making planning a simpler process. There are no surprises when it

comes to billing time.

Spreading out costsAn attractive aspect of the hosted model can be the ability to pay for

software over time. Instead of making an investment of $1, $10, or

$100,000, companies can now access equal levels of functionality at

a much lower monthly cost.

The customary approach for purchasing business software has

been to make an initial purchase payment as a capital expense.

Though FMI has always provided our Evergreen periodic payment

method for prospective clients to pay over time, this method of

purchasing does depend on the benefits that can be accrued to the

organisation’s taxation position.

ScalabilityHosted offerings are designed with the ability to scale seamlessly

for many simultaneous users; thus, they are able to easily uphold

performance levels and uptime as the business grows and the volume

of data stored expands over time. Changes to the number of users

can be made as needed, allowing licensing decisions to be based on

the needs of today, rather than guesses about the future. New users

can be added easily, and there is no need for client-side software

implementation. With an in-house solution, managing performance

and uptime are burdens the customer takes. They can involve

further costs in database licenses, skilled employees, hardware and

infrastructure.

Frequent upgradesUpdates are made frequently and, for the customer, effortlessly. As

the software is supplied over the internet, hosted providers have

more flexibility in upgrading the applications and rolling out changes

to customers. Utilising the hosted model means customers can do

more to shape the application to their needs.

AccessibilityHosted software can be accessed from any web browser around

the world. A business’s employees could be in different states or

countries, and easily access the same information in real time without

the interruption of synchronising off-network changes, or needing

additional infrastructure in the form of a web server that has to be

purchased and maintained, as is the case with an in-house solution.

Decreased cost of support and trainingAs the software is managed by a third party, you no longer have

the necessity of hiring and training technical staff to look after the

software and the related infrastructure. Furthermore, training and

technical support for end users is provided by the company providing

your hosted solution. At FM Innovations, the cost of technical

support and all upgrades is built into the monthly hosted fee.

The cons

Cookie cutterAn early criticism of hosted software is that they were plain and rigid

and couldn’t be tailored to fit companies’ business processes. In

addition, extensibility and integration was cumbersome. However,

hosted providers have closed this gap and offer customisation and

development to customers who have specific requirements regarding

features and integration with existing software.

OutagesAlthough it’s rare, there is always a possibility that an outage

may occur. This is why many hosted providers build in ‘uptime

guarantees’ within their service level agreements (SLAs). With

competition in the hosted space growing at a steady rate, reliability

will keep improving.

AccessibilityJust as much as it’s a pro, accessibility can also be a con if one does

not have access to an internet browser and internet access. Although

hosted software usually offers a web-based browser approach for

remote staff access, it isn’t always the technology in use. There is a

range of remote connectivity alternatives available to companies that

let remote staff access software hosted within the network. Some

remote access technologies include VPNs, Citrix, Go to My PC, and

Windows Remote Desktop. Plus, of course, the mobile devices and

apps that will also access these hosted solutions.

Monthly costs can add upWhile software as a service is an extremely cost-efficient way to

save on initial infrastructure and licensing costs for a small-scale

deployment, as your company grows, the monthly fees can increase

to a substantial amount.

If you plan to extend this software offering to a much a larger

audience over time, then planning the hosted solutions costs for this

day in the future, or a point at which you can negotiate out of the

deal, is certainly wise.

In summary, like most things in life, planning is the key to success

in this area. If your core business is not IT, but you need software and

its ability to make your business efficient, you now have some great

opportunities for choosing not only the right software, but also the

right deployment options for your company at any given time. Do the

research on the right product for you, review its intended use in your

environment, and then look at which one of these will suit you now

and in the future.

FM Innovations makes FM simpler

FM Innovations (FMI) has recently launched their new hosted

solution, which enables companies with smaller budgets to

pay-as-they-go with no upfront costs.

In partnership with Telarus, state-of-the-art providers of

network infrastructure and support, FMI can offer hosted

solutions for FM works management, property lease

management, room event and booking management, and

vehicle booking and management.

The options are now flexible – purchase the perpetual license

and implement on-site, or purchase the perpetual license and

have us host it or pay-as-you go on a contract basis.

Whichever option you choose, FMI will take the time to

understand your business requirements and processes, and

adapt our solution to fit. We take the pain out of FM.

For more information, please visit our website at

www.fminnovations.com.au, call (03) 9600 1646 or

email [email protected]



company profile


company profile

The tangible benefits of integrating FM+BIM

Since 1997, the management of North Metropolitan Health

Services (NMHS) have had the vision of managing all its

medical facilities under one consolidated system.

As the jewel in its crown, the Queen Elizabeth II Medical Centre

(QEIIMC) site has, over the past few years undergone major steps in

its $2 billion redevelopment project, the scale of which will see old

facilities making way for newer, modern facilities, and the addition of

more buildings like the Cancer Centre, New Children’s Hospital and

mental health facilities that will come onstream within the next two

years.

With the addition of these new facilities came the challenge

not only to manage them effectively, but also manage that of all

existing facilities within the site. The brief went to Advanced Spatial

Technologies, a Perth-based solutions provider.

The FM:Systems solution at the QEIIMC site has, in recent years,

progressed from its initial implementation to a new, comprehensive

fully web-based space and facilities management software,

integrated with Building Information Modelling (BIM) tools and

a digital technical document management system, with the long-

term goal of rolling this out to all medical facilities managed by

NMHS. FM:Interact is a system encompassing space, asset and

strategic management with additional modules catering to move

management, facility maintenance, project management, real-estate

portfolio management and sustainability. The system, based on a

single database, ensures that all permission-based users are provided

with up-to-date information at all times.

The benefits of FM+BIM integration at QEIIMC allow space

allocation users to connect BIM data from design, construction and

renovation, facility management and operations, to space allocation

and occupancy management, using FM:Interact and Autodesk Revit®.

This integration ensures intelligent data within the BIM model to

be stored in the FM:Interact database, ensuring data consistency

between the two. This has already been adopted by commercial

organisations such as Water Corporation and Woolworths, which are

realising significant improvements in cost-efficiencies in managing

their facilities.

As part of NMHS’ adoption of BIM, a pilot project to expedite

the construction of the new central plant facility was initiated to

document all

of the plant’s

building services

components in

BIM. Since then,

the future Mental

Health Unit and

New Children’s

Hospital have been

fully documented

in BIM. The use of

this tool allowed

designers to

address possible

design conflicts and

issues early in the

design stage while allowing user clients to ‘walk through’ a 3D virtual

rendering of the building, allowing them to better appreciate what

was designed from their brief.

While BIM is being taken up by an increasing number of design

consultants, the impact of FM+BIM integration is still not yet

apparent. This is, however, changing, as newer generations of

facilities managers, both in the health services and commercial

sectors, are beginning to embrace an all-inclusive ‘information

sharing’ web-based environment in favour of older, ‘silo-based’

fragmented and hard copy environments. This change is already

apparent in countries like Singapore, where the Ministry of

Health has adopted the use of BIM+FM technologies in hospitals

nationwide. Indeed, the benefits of this integration have since

prompted the Singapore government to mandate that all submissions

of building designs be done in BIM from 2015. Perhaps the

Singapore model would be an example for the future of building

lifecycle management here in Australia for years to come.

Paul Kuah Advanced Spatial technologies Tel: 08 9367 2888 | Email: [email protected] For more information on FM+BIM visit www.fmbim.com.au

323959E LHP_Advanced Spatial | 1777.indd 24 10/30/12 10:21 AM1777_Facility Perspectives Dec 2012.indd 42 11/8/12 4:43 PM

FM:InteractWeb-based facilities software

Powerful, flexible Web-based IWMS and CAFM software for facilities and real estate professionals. Achieve real business value by breaking down barriers to information sharing.

FM:Interact V8 includes BIM integration with Autodesk Revit software.

● Space management● Move management● Real estate portfolio management● Asset management● Strategic planning● Facility maintenance● Project management● Sustainability module● Integrated room scheduling

BIM + FMBIM has proven its value in building design and construction, but can it support the facility management phase of a building’s life cycle?YES it can!

For more info on BIM visit:www.bimfm.com.au

Integrate Revitwith FM data

For more information call ASt on 08 9367 2888email [email protected] visit: www.advancedspatial.com.au

“With the implementation of FM:Interact, our facilities data can now be found in one central, web-based location, saving paper, time and money.” Manager Area Facilities Development, North Metropolitan Area Health Service.

“The 5th floor move only took a matter of hours”

“We cut occupancy costs by 10% last year”

Streamline your facilities and real estate processes.“It used to take hours to update the floor plan before FM:Interact. Now it’s a matter of minutes.” - Bob Donaghue, facilities planning manager, The MathWorks.

Increase the productivity of your organisation enterprise-wide.“With FM:Interact, we increased move productivity by 60% and the entire company is more in sync. Changes in space allocation and occupancy are now recorded in a more timely and accurate manner.”

Improve your facilities and real estate management and improve your bottom line.CA Technologies’ global facilities team delivered 15% savings in occupancy costs by decreasing its real estate footprint and eliminating excess vacancy.

ASt is an Autodesk preferred industry partner for Facilities Management solutions in ANZ and Asia region.

323959A RHP_Advanced Spatial | 1777.indd 1 10/26/12 2:12 PM1777_Facility Perspectives Dec 2012.indd 43 11/8/12 4:43 PM


company profile


company profile

Tailored rental power solutions to meet the needs of your business

Energy Power Systems Australia (EPSA) is Australia’s specialised

Cat® engine dealer, supplying Australia with the world’s finest

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EPSA has a national fleet of rental generators, air compressors and

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EPSA’s CAT Rental Power Division is a specialist energy rental

provider that partners with you to provide tailored solutions for your

business. And of course, Cat equipment is your guarantee of ongoing

dependability, reliability and efficiency.

There’s a support crew behind every rental. CAT Rental provide

processes and services that drive improvements and increase

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cater for capacity shortages, maintenance and process bottlenecks.

Whether you rent for a day or a lifetime, CAT Rental Power

maintain regular communication throughout the term of the hire

contract. We don’t just provide quality equipment; we also provide

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EPSA’s network of offices across Australia ensures you’ll get

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whenever you need – rent for a day, a week or however long you

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We are here to support your business today and in the future. Call 1800 800 441 or visit www.catrentalpower.com.au today.

ONE NETWORK. ONE CALL 1800 800 441. 24/7 SUPPORT.

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© 2012 Caterpillar All Rights Reserved. CAT, CATERPILLAR, their respective logos and “Caterpillar Yellow” as well as corporate and product identity used herein, are trademarks of Caterpillar and may not be used without permission.

There’s a support crew behind every rental. CAT Rental Power provide equipment and services that drive improvements and increase performance—so you can reduce risk, address critical services, and cater for capacity shortages, maintenance and process bottlenecks. All rentals come with quality Cat® equipment, technical service and engineering support.

We are here to support your business today and in the future.To rent now call 1800 800 441, visit www.catrentalpower.com.au

Rent now!Power Generators, Air Compressors & Temperature Control Systems.We partner with you to provide tailored solutions for your business.

INVEST IN US,WE’LL INVEST IN YOU.

322246AE_Energy Power Systems | 1777.indd 24 10/29/12 11:36 AM1777_Facility Perspectives Dec 2012.indd 44 11/8/12 4:43 PM


mining and remote locations

Significant opportunities for facilities management in remote mining campsBY NELLY APPLEHANZ, CONSULTANT AUSTRALIA AND NEW ZEALAND, INDUSTRIAL PRACTICE

The mining industry in Australia is a significant contributor to the national

economy. Over 40 per cent of the total number of operating mines is located in

remote areas in Western Australia, and 25 per cent is located in Queensland.

In 2011, more than 142,000 people were employed by the Australian mining

industry. The majority work in remote areas using fly-in fly-out (FIFO) services

to reach their work locations, where they are generally accommodated in

remote camps near the mine sites.




Mining industry growth drives the demand for increased

workforces at remote sites, which, in turn, impacts the

demand for facilities management services that are

required to operate and maintain mining camps and mining villages.

Opportunities for FM service providers growingThe Department of Education, Employment and Workplace Relations

in Australia estimates that in the next five years, nearly 70,000 new

jobs will be created directly in the mining industry.

Opportunities for facilities management service providers will,

therefore, grow. This is due to the fact that by 2018, it is estimated

that 90 per cent of facilities management services in mining camps

will be outsourced. Considering this level of growth, a major

challenge for the facilities management industry will be to attract and

retain qualified labour in remote areas to provide services.

Currently, around 85 per cent of facilities management services

for remote sites are outsourced to facilities management service

providers, and 15 per cent are delivered by mining company

employees. In 2011, around 30 per cent of outsourced FM services

were provided as integrated facilities management (IFM) services.

Facilities Management for Remote Mining Camps, Australia, 2011 Around 70 per cent of outsourced FM services are ‘Other Services’,

such as catering or cleaning of the accommodation.

It is no longer enough to just accommodate the FIFO workforce

near mine sites. Employees, who commit to being located at remote

sites for a certain work placement, expect many amenities. Often,

beyond basic facilities management services, a holistic concept to

create a balanced work and life environment is expected.

With the high expectations of the workforce in remote sites, FM

service providers are now forced to think ‘outside the box’ to not only

provide services to maintain the campsite as efficiently as possible,

but to also focus on the wellbeing of camp residents. The provision

of services and facilities for recreation, fitness and entertainment –

even nutritionists, fitness and health coaches – is likely to become the

norm in remote locations.

FM providers are distinguishing themselves through the

improved provision of services and facilities for recreation, fitness

and entertainment. In some cases, nutritionists, fitness and health

coaches are provided as part of a service package.

Facilities Management Services for Remote

Sites

Remote Sites

Outsourced to FM Service ProvidersIn-house

Mining CompaniesIntegrated FM

ServicesOther FM Services

A major challenge

arises out of the very

remoteness of many

mining camp sites; for

example, in supplying

fresh food that requires

considerable logistics

and planning to ensure

compliance with

customer standards and

to ensure the health

and safety of mine site

employees.




Mining company policies restraining FM services growthOne major restraint to the growth of FM services relates to mining

company policies. Corporate policies to employ on a local basis, and

use locally available services and businesses to support the growth of

remote communities, are a part of a strategy adopted by most major

mining companies.

The growth of local communities is usually supported by building

residential housing and other facilities to retain locals in these

communities. As a result, mining companies may keep the number of

FIFO employees low in these instances and, hence, mining camps as

small as possible.

Mastering the remoteness of mine campsIn remote locations, where mining companies already contend

with the issue of workforce shortage, the use of external service

providers becomes a productivity enhancement tool. Also, specialist

equipment, compliance requirements and the remote location of

worksites drive the demand for expertise to safeguard the health and

safety of employees.

A major challenge arises out of the very remoteness of many

mining camp sites; for example, in supplying fresh food that requires

considerable logistics and planning to ensure compliance with

customer standards and to ensure the health and safety of mine site

employees. Not every FM service provider is able to do this across

the whole suite of services, either due to their lack of expertise or

their unwillingness to take on this challenge.

Therefore, only those service providers that are able to overcome

logistics challenges, retain quality personnel and provide value-added

services will be able to take advantage of the long-term opportunity

that presents itself, and benefit from opportunities the mining

industry in Australia offers to related businesses.

This market insight was authored by Nelly Applehanz,

Consultant Australia and New Zealand, Industrial Practice,

based on Frost & Sullivan’s recently completed report,

‘Australian Market for Facilities Management at Remote

Sites’, which provides an overview of facilities management in

remote sites across the Australian mining industry, as well as

relevant trends and developments impacting the opportunity

for service providers in this market.

For media queries or more information please contact

[email protected].



company profile


company profile

ADT Security develops new building automation solution

Building owners are constantly challenged with the task of

efficiently and securely managing their buildings through the

use of an increasingly complex mix of disparate systems.

Recognising the difficulty this presents, ADT Security has developed

a new building automation solution called SightCube.

Designed to offer a simplified user experience, SightCube

integrates sophisticated access control, alarm and surveillance

monitoring, and energy management systems. From a single

customisable interface, it gives building managers the seamless

ability to automate and control a wide range of operational and

security functions.

Busy commercial buildings often see large numbers of visitors on

any given day, making access and security clearance a challenge.

SightCube addresses this problem by providing features such as web-

based visitor management, gate controls, vehicle access management

and elevator control.

Offering intelligent alarm and surveillance monitoring capabilities,

the solution gives building managers the ability to detect any

emergency or security breach in real-time, enabling them to

implement a timely and effective response.

SightCube also allows building managers to adjust climate and

lighting by partition and time. To help reduce a building’s energy

use, selected devices can even be automatically switched to standby

mode when not in use.

Easy to use, the web-based system is customised for each

individual facility and utilises a 3D display to show layout and

structures as they actually appear. With Linux-based scalability, the

solution affords the flexibility of system upgrades and can manage up

to 376 partitions and 188 gates at a time.

For further information visit www.adtsecurity.com.au or phone 131 238.

322202E_HDT Security | 1777.indd 24 10/26/12 10:02 AM

For over 40 years, DMF International Pty Ltd has been providing solutions to busy doorways, for protection of the operating environment.The product range has grown from the humble PVC strip curtain, to the sophisticated high-speed roll doors, that not only provide climate control, but also after-hours security.DMF manufacture most of their own products in Australia, and are proud to also be the exclusive and licensed agent for the Efaflex range of premium doors from Germany.DMF can supply and install doors that can achieve an incredible 4 m/sec operating speed, with highly sensitive safety sensors to ensure your personnel, and equipment, are protected.With partners throughout Australia, installation and servicing is available in most areas. Whatever your budget, DMF has a solution, so call us today.

DMF INTERNATIONAL PTY LTD3/88 Magowar Rd, Girraween,

Sydney, NSW, 2145Ph 02 9636 5466 Fax 02 9688 1531www.dmf.com.au

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The mobile access control model is extremely secure. It

leverages a new type of identity representation that operates

within a trusted boundary, so that BYOD smartphones and

their transactions can also be trusted within the access-control

managed network. The model also requires the use of the phone’s

secure element – usually an embedded tamper-proof integrated

circuit, or a plug-in module version called a subscriber identity

module (SIM). The use of a trusted boundary and the phone’s secure

element creates a secure communications channel for transferring

information between NFC-enabled phones, SIM cards, and other

secure media and devices. NFC technology then provides the short-

range communications link for ‘presenting’ the digital key or card

inside a phone to the access-control card reader. Smartphones that

do not feature NFC technology can be securely upgraded to this

capability by using an NFC-enabled add-on device, such as a micro

SD card.

Security administrators have two options for issuing digital cards

and keys to BYOD smartphones. One is to connect the mobile

device to the network via a USB or wi-fi enabled link and use an

internet portal; similar to the traditional model for purchasing plastic

credentials. The second option is to issue digital credentials over the

air via a mobile network operator, in much the same way that today’s

smartphone users download apps and songs. To do this, the NFC-

enabled smartphone communicates with a trusted service manager

(TSM), which interfaces either directly to the mobile network

operator (MNO) or to its TSM so that a key can be delivered to the

smartphone’s SIM card.

The mobile provisioning model eliminates the traditional risk of

plastic card copying, and simplifies the process of issuing temporary

credentials, revoking or cancelling them, and modifying security

parameters in response to elevated threat levels. In addition to

opening doors, NFC-enabled smartphones can also carry other

credentials for applications, including purchasing items at the

company cafeteria, and using secure printing equipment. They can

also generate one-time password (OTP) soft tokens for securely

logging on to another mobile device or desktop computers in order

to access a network. Combining these capabilities on a BYOD

smartphone requires that IT departments and security administrators

work together to protect a broad range of systems, data and facilities.

There are several issues to address.

The first is to ensure the personal privacy of BYOD users, while

also protecting the integrity of enterprise data and resources. There is

tension between employees who want to carry a BYOD smartphone

they already own that they feel is useful and productive, and IT

teams that must enforce organisational requirements for strong

authentication. Containerisation is a potential solution. It enables

companies to secure organisational data residing on a private mobile

device by creating a remotely managed zone inside this device that

is encrypted and, according to policy, limiting interaction between

this zone and the rest of the device. All applications and other ID

credentials are containerised between personal and enterprise use,

and strong authentication is required to access the applications and

data residing within.

The next requirement is that applications be enabled for use

with digital keys and cards. One example is an application that

enables smartphones to support PIN entry to ‘unlock’ key usage

Combining physical and logical access control on NFC-enabled BYOD smartphonesBY JORDAN CULLIS, DIRECTOR OF SALES, AUSTRALIA AND NEW ZEALAND, HID GLOBAL CORPORATION

Two key industry trends are on a collision course: the advent of Near Field Communications (NFC)-

enabled smartphones that can be used to open doors and access computers and networks, and

the industry’s move to a ‘bring your own device’ (BYOD) mobility deployment and management

model. In order to use BYOD smartphones for physical and logical access control, organisations will

need to carefully evaluate their mobility management environment, and extend their access control

infrastructure so it supports over-the-air provisioning of digital keys and credentials, while ensuring

adequate cloud-based data storage security so these devices can also be used for network and

application logon.


security



security

for authentication or signing. There also must be standardised

middleware application programming interface (API) technology in

order to expose ID credential functionality to the application.

Another potential requirement is that smartphones support

derived credentials and public key infrastructure (PKI), including

personal identity verification (PIV) credentials that are used by United

States federal workers. The combination of derived credentials with

containerisation will also create the need for hierarchical lifecycle

management so that, for instance, organisations can revoke all

credentials when a phone is lost, or revoke only the user’s ‘work’

credentials for phones carrying PIV credentials.

Finally, cloud storage security must be robust enough so that

BYOD smartphones can be used for network and application logon.

The best approach is federated identity management, which allows

users to access multiple applications by authenticating to a central

portal. Federated management supports a variety of authentication

methods, and meets compliance requirements by providing a

centralised audit record of any applications that were accessed. It

does not require any changes to end user devices, and also provides

good protection against advanced persistent threats (APTs), ad hoc

hacking, malicious acts from ex-employees, and internal threats

such as employee fraud. Federated ID will also ensure that identity

can be easily and effectively managed both on plastic cards and

smartphones.

HID Global recently concluded the first series of pilots of

NFC-enabled smartphones used for physical access control in an

enterprise environment. The pilots were conducted at the Santa

Clara, California headquarters of Netflix, and Good Technology’s

headquarters offices in Sunnyvale, California. In both pilots, proximity

readers with cards or key fobs were replaced with HID Global’s

iCLASS SE® access control platform, including iCLASS Seos™

credentials that are portable, for use on NFC-enabled smartphones.

Pilot participants highlighted improved security among the many

benefits of opening doors with their smartphones, and felt that the

model was more convenient than what they were currently using.

In a third-party survey of participants, more than 80 per cent of

Netflix respondents felt that the application for unlocking a door

was intuitive, and nearly 90 per cent described it as easy to use. This

perception was echoed at Good Technology, where more than 80

per cent of respondents felt the smartphone was more convenient

to use than their current access card, primarily because they never

forget their phones like they do their badges. A substantial majority

of respondents said they would be willing to load the app onto their

own personal smartphones, and saw value in additional uses of

digital keys on their smartphones.

The pilots also highlighted a number of opportunities to improve

the mobile access control experience as the industry moves closer to

deployment. This includes bringing more mobile network operators

and handset manufacturers into the ecosystem so that users have

more service and product choices. Additionally, participants cited the

need for an ‘always on’ access control experience, which requires

that NFC handsets be able to open doors without having to start an

app, and that their secure elements, either embedded in the phone

or in their subscriber identity module (SIM) cards, are made available

for over-the-air communications directly with service providers.

Pilot participants also highlighted the need for solutions that do not

excessively drain battery, are available even when the battery is dead,

don’t interrupt other tasks, and deliver an intuitive user interface with

accurate graphical representations and conveniently sized icons.

The convergence of physical and logical access control on

BYOD smartphones and other mobile devices promises many

valuable benefits, including improved convenience, more flexible

management, and enhanced security. The foundation has already

been laid for highly secure transactions between NFC-enabled

smartphones, computer and networking resources, the physical

access control system, and a new cloud-based and over-the-air

identity delivery infrastructure.



higher education

In a world that is increasingly characterised by the forces of

globalisation and interconnectedness, higher education generally is

under pressure to adopt a more strategic, businesslike approach,

and to develop relationships that will be of national and international

importance in the future. But while students’ needs remain at the

heart of education, institutions must continue to offer high-quality

education and a unique education experience. Higher education

should still continue to be a transformational experience for both

domestic and international students – one that adds significant value

to the personal development and career aspiration needs of students.

A quick look at the education strategies of countries comparable

to Australia highlights similar themes in terms of the key factors that

will underpin success in the future. These include sustaining quality

education service delivery, branding, investment and, in order to

attract offshore students, some alignment with the visa policies of

government.

At the overall higher education sector level, there seems to be

an acknowledged need for a coherent education framework at

both federal and state government levels; one that supports agreed

education standards and innovation. Also, there is an appreciation

that a cross-sector approach to education delivery is required,

supported by appropriate levels of funding on both the supply and

demand sides.

Against this backdrop, it is clear that the current concepts

for education service delivery are straining to deliver on these

outcomes in an environment where cost pressures are leading

to the industrialisation, commodification and commercialisation

of higher education that enables mass participation. The existing

model for higher education appears to be far too capital-intensive,

location-dependent and inflexible to cope adequately. It is becoming

clear, as we move into a post-‘global financial crisis’ era, that many

stakeholders are re-examining the value-for-money propositions of

higher education delivered through traditional bricks and mortar

institutions.

In the facilities management training and education market, these

themes are apparent in that employers, employees and industry

professional bodies want skills development that is more à la carte:

delivered now, using distributed technology to provide affordance

most conveniently and cost-effectively. To this end, education service

delivery may simply reflect the challenges of facilities management

service delivery itself, which involves an ever-changing mix of people,

technology and spatial resources to deliver outcomes.

But are there particular challenges that confront higher education

in facilities management?

Facilities management is still an emerging field of endeavour,

and as yet has not sufficiently established itself as a principal

career choice. The formal qualification of ‘Facilities Manager’ is not

universally required to fill senior job roles. Mainstream business

retains a strong short-term cost focus, and a general view that

facilities are ‘non-core’. Facilities management might also be fooling

itself, however, by considering itself to be a management discipline,

not a technical and operational function within an organisation – is it

a set of specialist services best delivered by external providers? Even

more questionable is the level of industry acceptance of strategic

Higher education in the FM sectorASSOCIATE PROFESSOR BRIAN PURDEY, MIRVAC SCHOOL OF SUSTAINABLE DEVELOPMENT, BOND UNIVERSITY

The higher education sector in Australia overall is being presented with its own set of issues and

challenges. This provides a context for specific consideration of education in the facilities management

sector.



higher education

facilities management as a higher-level, proactive and forward-

looking capability that can add value to the processes delivering

business outcomes.

The requirement that the higher education sector should

take a longer-term view to growing an ‘education business’ that

incorporates the breadth and depth of facilities management comes

at a time when many individual institutions are increasingly being

forced to take a short-term view, to cut out unprofitable courses,

and limit investment in innovation. This suggests that at a time

when higher education should be playing a major role, the outlook

for more facilities management courses – including strengthened

undergraduate programs – might be particularly bleak. At the

postgraduate level, there is a requirement for an increased facilities

management research effort, and for this to be linked into the overall

education agenda.

If facilities management is to be a respected management

discipline in its own right, it needs to be underpinned by a sound

body of theory, and a canon of critical knowledge derived from

academic research and higher education that is capable of producing

graduates with the skills that employers want. The available research

indicates that the most common qualities sought by employers today

continued on page 54

Specifically, there is a

need for training and

education opportunities

to be interconnected

in ways that create

pathways from school

leaver entry level

through to mature age

students undertaking

postgraduate education

at a Masters course level


UNE Par tnersh ips Pty Ltd - The Educat ion & Tra in ing Company of the Univers i ty of New England

Enrolments are now open for 2013:

Facilities Management DiplomaFacilities Management Certificate

1800 818 458 l [email protected] l www.unep.edu.au

Facilities Management Courses

plan • design • build • maintain • secure

323258A RHP_UNE Partnerships | 1777.indd 1 10/26/12 10:59 AM1777_Facility Perspectives Dec 2012.indd 53 11/8/12 4:43 PM


higher education

are interpersonal and communication skills, followed by motivation,

commitment and industry knowledge. The third most frequently

nominated skill area is critical reasoning and analytical/problem-

solving ability, which certainly requires more technical skills. Only

then is the calibre of academic result rated as significant. What, then,

are the implications for facilities management in higher education?

Overall, the attributes sought by employers point to a higher

education facilities management graduate having a superior

knowledge of the technical tools and techniques for the operational

delivery of facilities, combined with the understanding of how to

apply facilities-related knowledge in order to add business value at a

strategic level in a much broader context.

Specifically, there is a need for training and education

opportunities to be interconnected in ways that create pathways from

school leaver entry level through to mature age students undertaking

postgraduate education at a Masters course level, or undertaking

postgraduate research, and:

3 ensuring that there is closer alignment of the VET sector with the

tertiary sector to secure and maintain these pathways

3 having a stronger teaching, learning and assessment framework

in place at each entry/exit level along the education pathway

(or education ladder), and aligned with the international

competency framework developed by the Facility Management

Association of Australia (FMA), particularly at the entry levels

3 stronger partnerships between industry and educators to help

develop relevant training and education products in terms of

recognition of prior learning/experience, knowledge, skills and

accessibility

3 greater financial commitment of the industry by way of funding

for, and partnerships in, world-class facilities management

research to develop the industry’s knowledge base, both in

Australia and internationally.

Currently, it could be argued that much of what is held forth as

‘research’ in the sector is derived from a rationalisation of existing,

perceived ‘best practice’, often presented by organisations with a

vested interest only in monetising implementation opportunities

beyond their own specific situation. Under these circumstances,

short-term commercial imperatives alone determine what facilities

management knowledge is relevant, while over time this approach

works to the detriment of the profession, making it more difficult

for the discipline to move up the value management food chain.

If a parallel can be drawn with the challenges still faced by the

‘discipline’ of human resources management, long after it sought

to reposition itself as different from the personnel function, then

facilities management might still be stuck in the ‘personnel’ stage of

its development.

A model of best practice must be built on the requirement

of entry-level training and education to provide access to basic

knowledge content, which establishes the discipline foundations.

Some of the learning ‘content’ may be delivered online, but is

increasingly likely to involve some sort of collaboration between

tertiary institutions and those in vocational training. This will

help build the education pathways and a teaching, learning and

assessment framework that can progressively develop competence in

the particular vertical pillars of knowledge that support the discipline.

To this end, there is also a need for industry players and professional

bodies to collaborate with higher education institutions to describe

and develop the canon of facilities management knowledge, and

how formal higher education can successfully build on industry-

based training that is competency-based to internationally recognised

standards.

At the higher education institution level, there are also

opportunities for some learning content to be delivered using the

online model; however, as students develop competence beyond

the basic knowledge, skill and experience required, the learning

requirement shifts to developing and utilising critical analytical

thinking, building practice capability, moving beyond separated

operational considerations to the tactical and strategic management

realms, and the understanding of complex issues and problems more

systemically. It is at this level that face-to-face education becomes

more relevant, and group and team work more powerful as the

full scope of facilities management vision and leadership is brought

to bear in terms of the interaction of people, process and place.

In other words, the technical specialisms of the spatial aspects of

facilities management are enhanced by a higher knowledge and

understanding of the people/organisation/social and information

technology aspects, and the way they interact.

A key challenge for academic institutions is for those offering

face-to-face courses to re-leverage their physical infrastructure and

offer a more blended learning approach, perhaps in partnership with

other institutions and industry partners. But a further key challenge is

for the university to position itself as being excellent in education in

the discipline of facilities management – quite a challenge given the

breadth and depth of the knowledge realms involved. Collaborative

alliances may be the only way forward in order to offer sufficient

student choice of subjects/courses, high-quality lecturers/teachers,

and transformative experiences leading to enhanced employment

opportunities in a management discipline that can only grow in

importance in the future.

continued from page 52

...face-to-face

education becomes

more relevant, and

group and team work

more powerful as the

full scope of facilities

management vision and

leadership is brought

to bear in terms of the

interaction of people,

process and place.



careers

Today, facilities managers require a broad and diverse skill set

that is more in line with management and business services

than the building trade-oriented services that were previously

commonplace for the industry.

In 2012, the majority of facilities management professionals (59.7

per cent) receive a total remuneration package in excess of $100,000,

with 41.2 per cent being remunerated between $100,000 and

$149,000.

Sixty-three per cent of facilities managers are aged at least 46

years old, which means that one in five professionals in facilities

management will reach the official Australian retirement age of

67 over the next 10 years, with almost two-thirds of professionals

following by 2032.

These factors are some of many that are driving an increasing need

for professional standards in facilities management, both to ensure

that those working in the industry have sufficient skills, and also to

avoid a workforce skills deficit when the current generation of senior

professionals begins to retire.

Career progression standards also assist in retaining professionals

within the industry itself by providing a clear path for career

progression over time.

The professional standardsThe following boxes display the basic elements of the new career

standard promoted by FMA Australia in its recent submission to

the Australian Government’s review of Australian and New Zealand

Standard Classification of Occupations (ANZSCO).

This submission was supported by feedback obtained through

detailed industry consultation conducted in the second half of

2012, with the new standard forming the basis for the Facilities

Management Good Practice Guide for Careers & Competencies

currently being developed.

Good Practice Guide for Careers & CompetenciesDetailed information relating to competencies and each of the

roles described in this article will be released as part of the FM

Good Practice Guide for Careers & Competencies, expected to be

released in coming months. For further information and sponsorship

opportunities, contact [email protected].

Each role corresponds with a particular level of education and

experience to ensure that the professional has the necessary skills

and knowledge to do their job effectively.

Facilities management careersIn its role as the peak national industry body for facilities management, FMA Australia has set a clear

path for future professional standards and career progression.



careers

FACILITIES OFFICERAlternative titles: Facilities Assistant

An entry-level role that provides administrative support and at

times oversees maintenance tasks to ensure the day-to-day smooth

operation of a building’s or a facility’s infrastructure.

Minimum requirements 3 High School Certificate

and/or

3 Apprenticeship/Certificate III in facilities management or related

field.

*Equivalent to ANZSCO Skill Level 4

Continuing professional development (CPD)This is a transitional role that should be complemented by ongoing

formal education as well as on-the-job training/mentoring.

Industry feedbackThe industry consultation provided the following results in relation to

this occupation:

3 93.1 per cent of respondents agree with the role description for

this occupation

3 75.2 per cent of respondents agree the minimum requirements

for this role are appropriate

3 14.5 per cent believe the minimum requirements should be

higher


lower.

Note: Facilities Officer is also listed in the Job Guide, which is

distributed to secondary school students throughout Australia every

year by the Department of Education, Employment and Workplace

Relations.

FACILITIES ADMINISTRATORAlternative titles: n/a

An operational-level role that provides administrative support;

including budgeting, procurement negotiation, contract liaison and

documentation, as well as coordination of staff and office equipment

during relocation, and at times supervision and physical assistance

with maintenance tasks, to ensure the day-to-day smooth operation

of a building’s infrastructure.

Minimum requirements 3 One year minimum experience and a Certificate IV in facilities

management or related field

or

3 At least three years’ minimum experience with no formal

education.


Continuing professional development (CPD)Continuing professional development for this occupation is

considered voluntary, but is strongly encouraged for individuals

seeking promotion.


this occupation:


this occupation




higher


lower.



2012 Facilities Management SALARY SURVEY

Critical benchm

arking for facilities managers

FMA_Survey_2012.indd 1 10/17/2012 5:41:15 PM

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For these and other insights with the 2012 Facilities Management Salary Survey available now from fma.com.au

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FP advertisement for 2012 Salary1 1 1/11/2012 2:43:14 PM1777_Facility Perspectives Dec 2012.indd 57 11/8/12 4:43 PM


careers

FACILITIES COORDINATORAlternative titles: Building Coordinator,

Building Operator

Responsible for coordinating the operational management of a

building or facility, including budgeting, procurement negotiation,

contract liaison and documentation, and staff supervision, to ensure

the proper and efficient operation of all physical aspects, creating and

sustaining safe and productive environments for occupants.

Minimum requirements 3 One year minimum experience and an Associate Degree,

Advanced Diploma or Diploma in facilities management or

related field

or

3 At least four years’ experience with no formal education.


Continuing professional development (CPD)Continuing professional development for this occupation is

considered voluntary, but is strongly encouraged for individuals

seeking promotion.


this occupation:


this occupation




higher


lower.

FACILITIES MANAGERAlternative titles: Building Manager, Building Operator

Organises, controls and coordinates the strategic and operational

management of buildings and facilities in public and private

organisations to ensure the proper and efficient operation of all

physical aspects of a facility, to create and sustain safe and productive

environments for occupants.

Minimum requirements 3 Two years’ minimum experience and a Bachelor or higher

degree in facilities management or related field

or

3 At least five years’ experience with no formal education.


Continuing professional development (CPD)Continuing professional development for this occupation is required

to maintain professional competence.


this occupation:


this occupation




higher


lower.



careers

Do any recruitment firms really know the kind of professionals you need? The GrapeVine Group’s point of difference is best defined as ‘Growth’. Our focus is on growing and partnering. This enables us to know the kind of professionals you need.

GrapeVine Group is a niche recruiter solely focused on specialist recruitment of learning and development, leadership, sales and service professionals for permanent, temporary or contract roles within your company.

Our reputation is forged from an extensive history within the commercial environment.

We can serve the following markets:

•Commercial facilities – Office buildings, retail facilities, sports facilities

•Government and education – Schools, colleges, universities, government facilities

•Aged and healthcare – Nursing homes, retirement villages and resorts

•Hospitality – Hotels, motels, resorts, amusement parks

We invite you to join the ‘GrapeVine’ by calling one of our consultants today on 02 9251 0903.

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FACILITIES DIRECTORAlternative titles: Director of Facilities

Senior role that has full accountability and authority for the successful

coordination, planning and performance of facilities management

activities within their organisation or business unit, often including

multiple sites, types of facilities and employees.

Minimum requirements 3 Five years’ minimum experience and a Bachelor or higher

degree in facilities management or related field

or

3 At least 10 years’ experience with no formal education.


Continuing professional development (CPD)Continuing professional development is essential to maintain

professional competence.


this occupation:


this occupation




higher

3 5.1 per cent believe the minimum requirements should be lower

Specialist professionals

The industry consultation also identified a number of specialisations

where the role title could be tied to the given type of facility to better

reflect the specialist skills and knowledge required, for example:

3 Aged Care Facilities Manager

3 Education Facilities Manager

3 Healthcare Facilities Manager

3 Hotel Facilities Manager

3 Industrial Facilities Manager

3 Residential Facilities Manager

3 Retail Facilities Manager

3 Shopping Centre Facilities Manager.



company profile

We provide services across the entire Australian market,

encompassing industries as diverse as financial services,

warehousing, hospital and medical, government,

education, libraries, IT and telecommunication, legal, engineering

and professional services.

Key strategic recruitment has enabled Atlantis to attract and retain

some of the most proficient and professional staff with key industry

experience who have been involved in some of Australia’s largest and

most complex transition projects, such as the relocation of Telstra,

Vodafone and the Royal Children’s Hospital in Melbourne.

We continue to seek opportunities within the service areas listed

(right) to develop our skills and knowledge for the benefit of, and to

add value to, our clients.

The continuing evolution of AtlantisThe key driver in the development of the Atlantis ‘Services’

division was a recognised need from our clients for additional and

complementary services.

After repeated requests from our customers, Atlantis has, over

the last few years, developed a trade-based division, where we

provide skilled labour for compliance audits, make goods, refresh


company profile

The evolution of AtlantisAtlantis commenced operations in Sydney in 1988 and have since expanded nationally. We continue

to provide strategic planning, project management, commercial relocation, logistical, workplace and

trade-based solutions to businesses all over Australia.

Atlantis Move Smart 3 Strategic Planning and Consulting

3 Project Management

3 Commercial Relocations

3 Labour Hire

3 Warehousing & Storage

3 Technology Solutions

3 File and Audit Management

3 Asset Management and Tracking

3 Asset Disposal and Recycling

3 Third Party Logistics (3PL)

Atlantis Services 3 Make Good & De Fit

3 Minor Works/Refresh

3 Skilled Trades Labour

3 Compliance Audits

3 Data Cabling

3 FF&E

3 Installation – Joinery and Workstation

323824E Pg1of4_ATLANTIS | 1777 10/17/12 9:24 AM1777_Facility Perspectives Dec 2012.indd 60 11/8/12 4:43 PM


company profile

FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 Y

company profile

works and carry out general remedial works. We have built this part

of the business in response to the requirements of our customers,

who were frustrated with dealing with numerous sub-contractors

involved at any one time in a single project.

Our ethos is to provide an ‘end-to-end solution’ for those of our

clients seeking provision of services outside of the core relocation

base on which we have built our reputation. This, we believe, makes

our service delivery model unique in the Australian market.

BENEFITS OF USING ATLANTIS IN YOUR PROJECT: 3 We eliminate unnecessary layers of contractors

3 We provide consistency in staff, as we employ all staff and do

NOT subcontract

3 We reduce the cost to the client, instead of the client paying

‘margin on top of margin’

3 We ensure scheduled deliveries of projects and work

3 We are accountable for each and every job within the project.

FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 Y

You the customer

carpentersshop fitters

joinersplumbers

electriciansair conditioners

it technicians

relocatiNG

proj

ectS

services

service delivery model

Unique to the Australian marketplaceAtlantis IT crateAs the leading provider of commercial relocation services in Australia,

we remain at the cutting edge of relocation management and

innovative, customer-focused solutions, and have now developed

the unique, purpose-built ‘i-crate’ and introduced ‘real-time’ RFID

tracking for asset management.

IT crates are brought onto site and packed by our crews, then

transferred to the new site on skates along with the ‘personal effects’

crates, thus enabling individual work points to be transported as a

unit.

This minimises double or triple handling while adding unparalleled

levels of additional security to any relocation.



company profile

Z FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4

company profile

How do changes in workplace trends, such as activity-based working (ABW), affect the planning and strategy involved in relocating organisations, compared to more traditional workplace settings?In a traditional transition program, most items are moved ‘like

for like’. When transitioning to an ABW environment, careful

consideration and planning has to be implemented to relocate the

‘personal’ belongings to a centralised hub.

Does the future of ABW mean that organisations will see a reduction in terms of staff churn? If so, how does that affect Atlantis? We do not foresee a reduction in overall staff churn, but as ABW

develops, the positioning of centralised work and storage areas will

evolve to meet the changing needs of a business through its own

development cycle. Atlantis are well positioned, and have both

knowledge and experience in assisting with such evolving strategies.

Do the changes in workplace create additional opportunities to provide services different to those currently offered within the industry? As the workplace continues to evolve, there will be further

opportunities for us to use our experience and project management

knowledge to maximise the value-add that we currently provide

our customers. As the leading innovators in the industry, we

are continually looking at ways in which we can add value while

maintaining the integrity of our core service offering.

How do you create and communicate that value to clients in terms of the services provided by Atlantis? As the workplace, and the workforce, evolves, we see it as

incumbent on us to work closely with the key stakeholders to

ensure that appropriate communication plans are allied to a robust

accommodation strategy, and that people are part of the journey, not

merely passengers. We know that if you explain both the constraints

and opportunities, and have a strategy for resolution, most clients

will see the value-add and embrace it.

What have been some of the new innovations developed by Atlantis to stay at the forefront in regards to workplace solutions and commercial relocations?We continue to look at the way work spaces are evolving, and

to develop equipment, processes, methodologies and strategies

that meet those changing needs. The recent development of our

unique i-crate was a direct response to customer demand for a

more effective and efficient methodology for relocating desktop ICT

equipment.

Atlantis has always been the industry leader in equipment and

methodology, and we intend to remain so for the next 24 years of

our evolution.

How does the new modern workplace affect strategic planning by Atlantis?



company profile

FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 AA

company profile

Atlantis planned and provided all of the necessary services to

ensure a smooth transition into their new tenancy.

The TGI tenancy consisted of approximately 160 staff

originally located over two floors at George Street.

There were approximately 800 crates relocated as part of the

transition program, and, in addition, this was a major use of our

unique i-crates on an external transition program.

1. Relocation planning

2. Relocation execution

3. Disconnect/reconnect of all desktop ICT, including blue screen

test

4. Dismantle, relocate and reassemble joinery, including the

boardroom table

5. Relocation of 54 full-height tambour door cabinets together with

substantial amounts of reutilised furniture

6. Post-move management

To provide the highest level of service, Atlantis supplied their

National Manager, Projects to oversee the transition program

alongside the on-site Project Manager.

The meticulous and detailed planning involved the following: 3 The preparation and maintenance of

the master relocation project plan. This

contained a detailed plan of all tasks and

milestones, resources and deadlines to

be achieved for the relocation. The team

worked closely with the TGI Relocation

Manager and carefully monitored the

project plan to ensure that all deadlines

were met and issues were escalated to

management.

3 The team prepared and maintained a

database containing data for all TGI

staff that was also used to produce pre-

printed labels for the staff.

3 Clear, concise and consistent

communication is imperative to any

transition activity. Detailed move

instructions were supplied, featuring

step-by-step instructions outlining the

requirements of TGI staff members,

in preparation for the move. Move

instructions were then collated with

the personalised pre-printed labels and

distributed to all staff.

3 The master relocation schedule was created in conjunction with

the TGI Relocation Manager and used to track both progress

and placement. The schedule identified the major relocation

tasks and timelines, which helped to ensure that the relocation

progressed as planned on the relocation weekend.

3 Meetings were conducted with all contractors to ensure

readiness for the relocation. The National Manager, Projects

and his relocation team were on-site at the existing and new

buildings during the relocation weekend to ensure all tasks were

completed within the time specified on the master relocation

schedule.

As a result of the detailed and thorough planning, each phase of

the move was successfully completed within the agreed timelines,

ensuring that the TGI staff were fully operational by the Monday

morning of the relocation weekend, with the least possible disruption

to TGI clients, staff and their business operations.

Another example of an Atlantis ‘smart move’.

Case Study

The relocation of The George InstituteAtlantis were engaged as the relocation managers for the George Institute relocation to Kent Street.

We assisted the TGI relocation team to provide an effective planning solution for their relocation from

a heritage-listed tenancy in George Street.



company profile


company profile

Perpetual PropertyCare continues to embrace the latest technology to further enhance client satisfaction

As part of our

commitment

to our clients,

we have developed

a wireless software

application to more

efficiently document

and report service

delivery, consumable

ordering and sales

enquiries. As an

industry ‘first’,

Perpetual PropertyCare

has developed an

alternative system to

collaborate existing

and potential customer

enquiries with

consideration to the

environment by totally eliminating the use of paper.

The creation of a mobile application (APP) for iPhone, iPad and

iPod Touch devices only strengthens our position as an industry

leader in a very competitive market. Our clients can now easily send

electronically recorded photos, observations and sales enquiries

while on the go during the

course of their day.

Perpetual PropertyCare

continues to diversify

its facility services. With

the release of this app it

continues to cement our

commitment to achieve the

highest level of customer

service, reporting and

prompt response.

This new and extremely exciting Perpetual PropertyCare app will be available free of charge on the Apple app store from October 2012.

Facility PersPectives | vOlUMe 6 NUMBer 2 X

company profile

Perpetual Propertycare has

strengthened our management

with well-known industry figure

adam atkin joining our team in March.

adam, being the inaugural winner of the

industry young manager of the year and a

member of the Bscca New south Wales

management board, continues Perpetual’s

commitment to employing quality

management staff to grow our business.

adam fills the newly created position of

National sales Manager and is charged with

the responsibility of building our facility

services capabilities in conjunction with our

sister company trojan Workforce.

Perpetual Propertycare currently

provides cleaning and cleaning related

ancillary services to major contracts, and

full facility service management to several

commercial buildings. trojan Workforce

will provide the qualified trade staff

to carry out repairs and maintenance

services to our contracts. closer ties

with trojan, which has a national

network, will also assist in Perpetual‘s

goal in being able to provide national

coverage within the next two years.

in promoting facility services

packages to potential customers,

Perpetual Propertycare will always

tailor a package that best suits the

customer’s needs for each individual

property. the use of our own staff and

specialised contractors will ensure our

customer receives a professional and

consistent service that enhances the

property that their customers or staff

occupy.

ReliableService

Innovative Solutions

Quality Care

Your Choice is Clearfor the best sustainable solutions in

> Offi ces

> Educational Facilities

> Event Venues

> Industrial Sites

Contact Perpetual PropertyCarep 02 9641 2021f 02 8020 6608info@perpetualpropertycare.com.auwww.perpetualpropertycare.com.au

The Right Choice

Perpetual PropertyCare strengthens facility service capabilities

320494AE_Perpetual Property Care | 1775.indd 24 8/05/12 10:18 AM

Screenshot of Perpetual PropertyCare APP

Scan our QR code for more info

323827AE_Perpetual Property Care | 1777.indd 24 9/27/12 4:52 PM1777_Facility Perspectives Dec 2012.indd 64 11/8/12 4:43 PM


essential services – cleaning

As a consultant specialising in this field, I would argue that this

couldn’t be further from the truth. It is my belief that green

cleaning has simply finished its early adolescent growth

spurt and is now about to enter adulthood, with all the associated

responsibilities, guidelines and compliance issues.

A certain level of complacency can be attributed to the common

perceptions held by cleaning contractors that either the facilities

management team lacks the ability to differentiate between an

authentically green offer and spin, or that they are not as committed

to sustainability as their contract specifications would imply.

But by far the biggest brakes have been the lack of practical

guidance and conformance measures surrounding the procurement

of green products and services. These limiting factors are about

to be overcome with two important game changers: Green Star –

Performance, and two new ecolabels.

Green Star – Performance The concept of green cleaning is well advanced internationally and,

as is often the case, Australia is following; however, by looking to

these markets, we can see that one of the key drivers for establishing

green cleaning benchmarks and pushing its conformance is the green

building rating systems. In Australia, Green Star – Performance1 is

continuing to be developed as part of the Green Star environmental

rating system for buildings, with the first trials due to commence in

early 2013.

Based on the experience of the US Green Building Council’s LEED

EB:OM2, it is anticipated that Green Star – Performance will be a

real game-changer for the cleaning industry through its rating of

the operations and holistic performance of existing buildings. This

will include the building’s policies and procedures for procuring

and delivering cleaning services and products. Furthermore, by

rating existing buildings rather than the design of new ones, a vastly

increased number of buildings will be able to participate.

Through the provision of Green Star – Performance policies and

standards templates, the facilities management and procurement

departments will become smarter and more demanding. The

requirement for specifying the purchase of third-party accredited

cleaning products will drive demand and, in turn, the supply of

certified ‘environmentally preferred’ products. I also anticipate

increased regulations to follow hot on the heels of Green Star –

Performance, as it has done in the United States.

New ecolabelsSupporting the growth in demand for environmentally preferred

products is the fact that the certifying organisation GECA3, which has

a newly updated standard for cleaning products, has now been joined

by the ‘recognised’ label by ACCORD4. The Greentag™ Certification

by EcoSpecifier5, a ‘life cycle analysis’ tool already established in

building materials, is now in the process of developing a standard for

cleaning products.

As a result, cleaning contractors and suppliers who have relied

upon a fancy marketing brochure to define their green cleaning

program, or made unsubstantiated statements, such as offering a

‘zero carbon emissions cleaning service’, or a ‘100 per cent eco-

friendly product’, will soon be exposed.

Green versus sustainable A variation to the ‘green cleaning is done and dusted’ line is

that the term ‘green’ has been superseded by ‘sustainable’. The

first time I encountered this was when I was told somewhat

dismissively that my business only did ‘green cleaning, not

sustainable cleaning’. Separating the two concepts was so

Green cleaning is coming of ageBY BRIDGET GARDNER, DIRECTOR OF FRESH GREEN CLEAN

When required, most cleaning companies can now offer some form of ‘green cleaning’ tender response.

This may vary from the simple insertion of a supplier’s brochure to a full-blown sustainability program,

but in most cases the concept has not progressed too far beyond a few ‘green’ cleaning products and

recycled toilet paper. Many are wondering whether the Australian green cleaning movement was just a

marketing ploy that is now over – before it really began.

Now the term ‘green

cleaning’ is a simple

way to refer to

improving the way

buildings are cleaned:

encompassing aspects

of health and wellbeing,

hygiene and efficacy,

and environmental

sustainability



essential services – cleaning

academic to me that I found it difficult to respond at the time.

However, it did get me thinking: were they interchangeable terms?

How should each term be used in specifications, and should they

deliver different outcomes?

‘Environmental sustainability’ is generally defined in terms of

sustainable development, for example: ‘Sustainable development

is development that meets the needs of the present without

compromising the ability of future generations to meet their own

needs.’6

Sustainability, therefore, relates to the long-term, responsible

management, use, and disposal of the planet’s natural resources,

by balancing the ‘three pillars of sustainability’ as shown in the first

diagram.

It is big-picture thinking, and best describes an approach or a

concept that considers the ‘whole life’ of a product or process, from

development to disposal.

‘Green cleaning’, on the other hand, describes the day-to-day

application of sustainable concepts through the provision of cleaning

products and services.

Fresh Green Clean’s definition of green cleaning is: ‘Cleaning

methods that demonstrate hygienically clean outcomes, with a

significantly reduced risk to health and impact on the environment.’

In my opinion, the term ‘green cleaning’ is a simple way to refer

to improving the way buildings are cleaned: encompassing aspects

of health and wellbeing, hygiene and efficacy, and environmental

sustainability (diagram 2).

Therefore, call it what you like, but the factors driving green

cleaning will continue to grow, while the issues concerning the

survival of our species drive the desire to live more sustainably.

Getting ready To prepare for Green Star – Performance ratings, the following list

contains suggestions for inclusion in your cleaning contracts, and

forms part of Fresh Green Clean’s advisory services:

3 The delivery of routine cleaning tasks should be undertaken

using products certified to voluntary ‘environmentally preferred’

standards, or with equipment that demonstrates significantly

reduced environmental impact.

3 Environmental Management Plans should integrate the aspects

considered by the GSP rating system, for example: indoor

environment quality, energy, water and materials, with a

particular focus on reducing contaminants and managing waste.

3 Improve the environmental performance of cleaning operations

via auditing and training.

3 Monitor the ongoing impact that cleaning operations have on

these aspects, and measure resource use, before and after

introducing efficiencies and improvements.

While evaluating tenders, look beyond simple measures like the

use of certified products. Smart cleaning companies and suppliers

can demonstrate their commitment to sustainability through their

whole organisational operations, such as training, procurement

management and performance monitoring. Look for authentic,

consistent and validated services and products, in keeping with your

own organisation’s key environmental concerns, and firmly based on

the principles of sustainability, performance and efficiency.

References

1. Green Star – Performance, by the Green Building Council of

Australia (GBCA): www.gbca.org.au/performance/

2. LEED EB:OM – Existing Buildings Operations and

Maintenance Rating System, by the US Green Building

Council: www.usgbc.org

3. Good Environmental Choice Australia – www.geca.com.au

4. Recognised – www.accord.asn.au/envirocreds

5. Greentag – www2.ecospecifier.org

6. Report of the World Commission on Environment and

Development: Our Common Future:

www.undocuments.net/wced-ocf.htm

About the author: Bridget Gardner is Director of Fresh Green

Clean and a technical expert to the GBCA’s Green Star –

Performance. www.freshgreenclean.com.au | 03 9349 4299.

Social

Environment

Economic

Equitable Bearable

Sustainable

Viable

1. Environmental sustainability

Health & Safety

Environmental Sustainability

Hygiene & Cleanliness

Green Cleaning

2. Green cleaning



company profile


company profile

Workers expect social media accessLatest figures show that one in five candidates (19.7 per cent) would turn down a job if they did not

have reasonable access to social media, prompting the need for organisations to ensure they have up-

to-date policies, according to recruiting experts Hays Facilities Management.

The statistics come from a survey of about 870 employers

and candidates for Hays’ latest white paper ‘Tomorrow’s

Workforce’.

The survey found that 50 per cent of Australians already access

social media for personal reasons. Of these, 13.3 per cent access it

daily, while 36.4 per cent access it occasionally.

Employers seem to agree with candidate expectations – 44.3

per cent believe access to social media at work will improve their

retention levels. Already, one-third (33.2 per cent) allow access at

work, while 43.2 per cent allow limited access. Just 23.7 per cent

don’t allow it at all.

However, more than half (56.3 per cent) of those who accessed

social media at work for personal reasons did not use their own

devices, meaning they use company equipment. And one-quarter

(25.3 per cent) said they didn’t have a clear understanding of how to

represent their organisation on social media.

‘It’s important to have a social media policy covering how it is

used for work-related matters or personal matters at work, and what

employees can and cannot say about your organisation,’ says Tim

James, Senior Regional Director of Hays Facilities Management.

‘If access to social media sites is allowed during working hours,

the purpose of access should be made clear as should the acceptable

level of use.’

To speak to a recruiting expert at Hays Facilities Management, please contact Peter Rodriguez on 03 8616 8400 or [email protected]

SEEKING FACILITIES MANAGEMENT PROFESSIONALS?PARTNER WITH THE EXPERTSAs the first specialist recruiter for facilities management in Melbourne, Hays Facilities Management is in a unique position to draw on both our experience and the largest network of contacts in the industry.

We recruit across the full facilities management spectrum including:

White collar facilities management professionals Facilities Supervisors through to Directors of Facilities Management.

Technical trades Electricians and HVAC Technicians through to Senior Project Managers.

Facilities soft services Commercial cleaning, maintenance help desk and integrated corporate services including and mailroom, print and AV coordination.

Hospitality Venue Managers, Catering Managers, Chefs, Catering Assistants, Boardroom Attendants and Waiters.

Contact Peter Rodriguez at [email protected] or 03 8616 8400.

hays.com.au

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maintenance & essential services

Managing public buildings to satisfy community needs

and expectations requires a balanced approach, as

councils have the responsibility to serve the community

with integrity and diligence in using ratepayers’ and developers’

contributions for the provision of facilities that will accommodate a

diverse range of community activities.

Over the past 12 months, The Hills Shire Council management has

reviewed its user-pays concept and cost recovery strategies for all

of its community facilities, including playing fields, tennis courts and

sporting amenities.

The key objective of effective building management is managing

ageing buildings and infrastructure, and, in keeping high-profile

buildings and heritage buildings to acceptable fit-for-use standards,

meeting challenges of technical and physical obsolescence, making

each facility environmentally sustainable, and meeting legislative

standards (for example, WH&S and public liability). A good example

of this will be the new Council Administration Building in Norwest

Business Park.

Another primary objective is to increase the operational reliability

and ensure personnel safety at minimum cost; however, as we all

know, failures are inevitable due to natural wear and tear and other

external elements.

Our goal in effective management is to provide a satisfactory level

of service in the most cost-effective manner through the management

of building assets for present and future use within the adopted

budgets. In this regard, it’s very important to have a committed

management team that has an appreciation for optimising available

resources to maintain Council’s assets.

Costs for providing services and maintaining infrastructure have

been increasing faster than generated revenue. Given these pressures,

The Hills Shire Council has reviewed ways to ensure the services

we provide are relevant to community needs and are financially

sustainable in the long term.

Reviewing the services provided by Council means different

objectives to our community organisations/groups. Common

objectives to consider are always to ensure value for money for the

ratepayers, and reduce ongoing costs.

They are usually aimed at identifying opportunities to: 3 ensure that all buildings are maintained to a fit-for-use standard

and provide a safe environment to suit the customer’s/hirer’s

needs

3 have adequate facilities at strategic locations in the Shire to meet

the needs identified in the Hills Shire Plan

3 provide dignified entry and exit to all facilities by making the

building accessible to all

3 ensure that all buildings are sustainable

3 improve services and activities

3 generate cost savings and income

3 improve efficiency and resource usage.

Building maintenance and effective managementBY RAY MILLERS, PRINCIPAL BUILDINGS COORDINATOR, THE HILLS SHIRE COUNCIL

The Hills Shire Council is one of the larger local

government areas in Sydney, occupying more

than 380 square kilometres. Council has a

portfolio of 332 buildings, ranging from public

toilet facilities to a recently purchased 15,000

square metre Council Administration Building in

Norwest Business Park.

Wrights Road Community Centre, Wrights Road, Kellyville.

New Facility built in 2010




Through effective management and planning building maintenance,

the majority of the buildings are at or above satisfactory standards.

Preventative maintenanceThe total usage/life that can be obtained from building plant depends

upon its quality and capacity, together with the number of operating

hours that the plant was designed for. Interruption needs to be taken

into account; for example, breakdowns will reduce the total time

available for use.

Downtime is critical to any organisation. The duration for which

any machine goes offline due to breakdown and/or mechanical

failure is downtime. The downtime is the total time taken on account

of maintenance to rectify the fault and, in most cases, will cost

the organisation in loss of operations and unhappy customers. In

Council’s case, it impacts staff and user groups’ satisfaction when it

comes to the acceptable conditions inside the facility.

The total time taken on account of maintenance involves the time

actually spent by the maintenance team to correct the fault, and

waiting time for want of spares required to rectify the problem.

Maintenance plays an important role in any facility where plant

and machinery are used (the majority of Council buildings). No plant

or equipment can work indefinitely or run continuously. At the same

time, the higher the number of failures, the greater will be the loss of

availability of the facility.

To improve operational reliability, the number of failures should

be reduced if the plant and equipment are maintained properly with

adequate care and attention.

As mentioned, the activities that are carried out to prevent the

occurrence of failures are known as preventative maintenance.

Direct preventative maintenanceDirect preventative maintenance activities are those such as cleaning,

lubricating, replacement of wear and tear parts, and overhauling of

machinery that is carried out on a regular basis, as normally specified

by the manufacturer.

Indirect preventative maintenance (condition monitoring)By constantly monitoring the observable characteristics, any major

faults or failures that are being gradually developed can be detected

beforehand. This constant monitoring of observable characteristics

and measurable parameters in any plant and machinery is called

‘condition monitoring’. Indirect preventative maintenance helps to

take corrective action in a planned manner by giving the reports as

and when parameters changes sharply.

Baulkham Hills Community Centre, Windsor Road, Baulkham Hills. Built in the 1970s




Building condition audits assist with: 3 providing triggers for asset renewals and disposals

3 life cycle costing and replacement

3 budget and funding requirements

3 setting up internal and external service levels.

It is very difficult to manage assets if there is not a reasonable

knowledge of what assets exist, and what condition they are in. We

need to manage our assets to support the objectives of the Council,

but this would be impossible if the current state were not known.

Additionally, legislative requirements for facility performance are

constantly changing, primarily in the areas related to WH&S, and we

are yet to come across a new WH&S requirement that specifies a

reduced level of performance.

Having accepted audits is important; however, careful thought

needs to be given to how the information is going to be used.

The audit should include the following: 3 current condition – including identification and costs of backlog

maintenance

3 compliance with statutory requirements

3 cost estimate of requirements for annual preventative and

corrective maintenance

3 cost estimates for planned replacement maintenance

(replacement of facility components that have reached the end

of their economic life) for the next 15 years.

While it is easy to list these general requirements, care needs to be

taken in specifying exactly which elements of the facilities are to be

audited.

The other area that requires careful thought is whether the audit

should assess fitness for purpose.

By assessing the current condition, and future annual and planned

replacement maintenance requirements, a picture of the cost/benefit

of the facility can be developed. While the backlog of maintenance is

useful for the present, future requirements allow a strategic decision

to be made about the facility.

The Hills Shire Council has a legacy of some poorly built facilities

that were acquired or left to Council with only a short-term view in

mind. When the whole picture is considered, however, it may be

better to not spend anything on the backlog, and to demolish the

facility and start again with a new solution – hopefully one that takes

life cycle costing principles into account.

Don Moore Community Centre, North Rocks Road, North Rocks. Built in the 1970s and extensions in the 1990s.

Les Shore Reserve, ‘The Pavilion’, Old Northern Road, Glenorie.

Second-storey pavilion built on top of existing amenities in 2011.


Integrated facility services. Done the right way.Elynwood Services is a privately owned Australian company with an operational history dating back to 1990. Since then we have developed a comprehensive service capability across the spectrum of property services segments including contract cleaning, commercial catering, ground maintenance and more.

CleaningCateringMaintenanceGrounds & Garden MaintenanceWaste Management & Environmental

A9R964762.pdf 1 9/10/12 12:41 PM

www.elynwood.com.au



company profile


company profile

Looking after InghamThe long-term relationship forged between Ingham and Programmed was initiated by a painting

maintenance contract at Ingham’s Somerville site almost 30 years ago. The success of this relationship

is evident by Ingham becoming Programmed’s first Victorian customer to merge all three services into

one. Contributing factors to this success are Programmed’s strong customer focus and its ability to

meet the unique access and safety issues concerning Ingham’s sites.

Programmed provides maintenance services at a number

of Ingham’s sites. Recently, the site at Clyde became

Programmed’s first customer in Victoria to sign a contract for

a combined painting, grounds and signage maintenance program

encompassing the interior and exterior of administration buildings,

processing plants, warehouses, silos, and gardens. The new contract

has made it much easier for Ingham to maintain the condition of its

Clyde site by easing various aspects of work processes into one single

delivery stream.

The contract renewal and development of the scope of works at

the Clyde site arose out of the long-term relationship Programmed

shares with Ingham. Ongoing discussions, openness and a willingness

to listen, as well as a strong customer focus that Programmed

demonstrates through its service delivery, has strengthened this

association.

Programmed’s capacity to provide solutions to access and safety

issues has also helped to enforce the relationship between both

companies. Consisting of a feedmill and an expansive piece of land,

the Clyde site presents its own unique set of challenges. ‘Due to

the height access and harshness of grain dust on coated surfaces,

feedmills are renowned for requiring specialised access equipment

and personnel to maintain the integrity of the structures,’ says

Michael Harmes, Feedmill Manager at Clyde.

Such structures, like silos and vats, stand at heights beyond the

reach of old, antiquated access methods not suitable for current work

safety methods. Programmed meets these challenges head-on, with

trained abseil painters and licensed staff who have the experience

and skills to operate high lift access equipment and abseils. Mr

Harmes commended Programmed for ‘demonstrating an ongoing

commitment to maintaining our plant to a standard both parties are

proud to display.’

Safety is always paramount, but a site like the Clyde facility brings

this under a microscopic focus due to its direct relation to food

and agriculture. A minor mishap could have far-reaching, serious

repercussions. Programmed ensures that all Programmed staff

on site are inducted to Ingham’s occupational health and safety

procedures in addition to Programmed’s own procedures.

‘We have a really strong and long association with Ingham down at

Clyde. So, it’s fantastic when we’re able to deepen the relationship,

help them out, or find additional ways to be of value to them,’ says

Troy Hovey, General Manager – Victoria, Programmed Property

Services.

322714E LHP_PPS | 1777.indd 24 10/29/12 10:41 AM1777_Facility Perspectives Dec 2012.indd 72 11/8/12 4:43 PM

Whatever you need - wherever you need it - we’ve got a

specialist team ready to make your project happen.

A national footprint with a local focus.

Painting Services

Signage Services

Grounds Services

Contact us on:1800 620 911programmed.com.au

Building Refurbishments

Building Repairs

Electrical & Communications


Volkswagen Commercial Vehicles. A strong team for tough jobs.An exciting lineup of tough workers at amazing fleet deals. The Volkswagen Commercial

Vehicle range covers all business requirements across all Australian businesses and your

nearest Volkswagen dealer has every configuration and price covered to match your needs.

This incredible range features Volkswagen Amarok – 4x4 Australia Magazine’s 2011 Ute of the

Year, and is now available in 8-speed auto and single cab. Volkswagen Crafter covers cargo

requirements up to a massive 17 cubic metres. These brilliant models join the legendary

Volkswagen Transporter and the hugely popular, urban friendly Caddy® Van. Get the

commercial vehicle you want and the deal you deserve today at your local Volkswagen

Commercial Vehicle dealer.

To find out more visit www.volkswagen-commercial.com.au today.

The product name Caddy® is a registered trademark of Caddie S.A. and is used by Volkswagen Commercial Vehicles courtesy of Caddie S.A.


Facility Perspectives Dec 2012

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Transcript of Facility Perspectives Dec 2012