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Transcript of 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
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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
Level 6, 313 La Trobe Street
Melbourne VIC 3000
Tel: (03) 8641 6666
Fax: (03) 9640 0374
Email: [email protected]
Web: www.fma.com.au
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Editorial contributors:Stephen Ballesty, Mark Thomson, Jeff
Renaud, Caoimhin Ardren, Kristen
McNicol, Mark Abernethy, Kristiana
Greenwood, Nelly Applehanz, Jordan
Cullis, Brian Purdey, Bridget Gardner,
Ray Millers.
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and neither the publisher or editors can accept
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and editors to ensure that the advertisements
and other material herein comply with the Trade
Practices Act 1974 (Cth). Readers should make their
own inquiries in making any decisions, and where
necessary, seek professional advice.© 2012 Executive
Media Pty Ltd. All rights reserved. Reproduction in
whole or part, without written permission is strictly
prohibited.
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
1777_Facility Perspectives Dec 2012.indd 1 11/9/12 4:38 PM
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
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FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 3
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
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4 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
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FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 5
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’.
321927A RHS_Magnetite (Australia) | 1775.indd 1 30/04/12 1:20 PM
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’.
323311AE_Magnetite | 1777.indd 24 11/2/12 11:42 AM1777_Facility Perspectives Dec 2012.indd 5 11/8/12 4:42 PM
6 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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.
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FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 7
best practice
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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
1777_Facility Perspectives Dec 2012.indd 7 11/8/12 4:42 PM
8 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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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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
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 11
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.
1777_Facility Perspectives Dec 2012.indd 11 11/8/12 4:42 PM
12 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
1777_Facility Perspectives Dec 2012.indd 12 11/8/12 4:42 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 13
FM Industry Awards for Excellence 2012
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
Concept Evolution™ Facilities Management Software: ● Web-based● Easy to use● Functionality rich● Scalable● Self-service portals● Cross-platform mobile
Cross-platformmobile support
322548A_FSI FM | 1777.indd 1 10/21/12 2:44 PM
Proudly supported byProudly supported by
1777_Facility Perspectives Dec 2012.indd 13 11/8/12 4:42 PM
14 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
FM Industry Awards for Excellence 2012
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
Proudly supported by
Proudly supported by
1777_Facility Perspectives Dec 2012.indd 14 11/8/12 4:42 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 15
company profile
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 X
company profile
Amalgamated Pest Control has been
providing effective commercial
pest control services to some
of Australia’s largest and best-known
companies for over 89 years, and with good
reason.
We understand the importance of
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
knowledge and trusted expertise in pest control.
Engaging Amalgamated Pest Control on your team is the best
business decision you’ll make this year, to give you peace of mind in
your business with a complete pest management solution.
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Pest control for peace of mind
323302AE RHS_Amalgamated Pest Control | 1777.indd 24 8/31/12 3:11 PM1777_Facility Perspectives Dec 2012.indd 15 11/8/12 4:42 PM
16 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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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Rinnai Commerical are experts in design and construction of Hot Water and Heating Plants. Let us help you with your next project.
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In addition, our Commercial hot water systems are widely used throughout schools and government buildings, apartment towers, office buildings, sporting facilities as well as hotels and commercial kitchens. Don’t leave your project to chance, a Rinnai designed and built system will work.
For further information or to arrange on-site assistance, call Rinnai Commercial on 1300 555 545
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1777_Facility Perspectives Dec 2012.indd 17 11/8/12 4:42 PM
18 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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.
1777_Facility Perspectives Dec 2012.indd 18 11/8/12 4:42 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 19
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.
1777_Facility Perspectives Dec 2012.indd 19 11/8/12 4:42 PM
20 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
E_RH
EE13
8-07
/12
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1777_Facility Perspectives Dec 2012.indd 21 11/8/12 4:42 PM
22 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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.
1777_Facility Perspectives Dec 2012.indd 22 11/8/12 4:42 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 23
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.
1777_Facility Perspectives Dec 2012.indd 23 11/8/12 4:42 PM
24 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 25
1777_Facility Perspectives Dec 2012.indd 25 11/8/12 4:43 PM
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.
26 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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.
1777_Facility Perspectives Dec 2012.indd 26 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 27
company profile
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 X
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
28 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
1777_Facility Perspectives Dec 2012.indd 28 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 29
company profile
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 X
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
30 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
1777_Facility Perspectives Dec 2012.indd 31 11/8/12 4:43 PM
32 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 X
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
1777_Facility Perspectives Dec 2012.indd 33 11/8/12 4:43 PM
34 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
1777_Facility Perspectives Dec 2012.indd 34 11/8/12 4:43 PM
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.’
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 35
flooring
Nylon nets are used in the Interface RAW modular carpet range
1777_Facility Perspectives Dec 2012.indd 35 11/8/12 4:43 PM
36 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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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1777_Facility Perspectives Dec 2012.indd 37 11/8/12 4:43 PM
38 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
1777_Facility Perspectives Dec 2012.indd 38 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 39
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.
1777_Facility Perspectives Dec 2012.indd 39 11/8/12 4:43 PM
40 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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.
1777_Facility Perspectives Dec 2012.indd 40 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 41
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]
1777_Facility Perspectives Dec 2012.indd 41 11/8/12 4:43 PM
42 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
44 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
power systems for any application.
EPSA has a national fleet of rental generators, air compressors and
temperature control units, so you can rent the latest technology and
products with no maintenance and storage costs.
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
performance so you can reduce risk, address critical services, and
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
technical services and engineering support.
EPSA’s network of offices across Australia ensures you’ll get
a quick response no matter where you are. Wherever you are,
whenever you need – rent for a day, a week or however long you
need.
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.
MELBOURNE | SYDNEY | NEWCASTLE | BRISBANE | ROMA | GLADSTONE ROCKHAMPTON | TOWNSVILLE | CAIRNS | DARWIN | KARRATHA | PERTH KALGOORLIE | ADELAIDE | PORT MORESBY
© 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
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 45
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.
1777_Facility Perspectives Dec 2012.indd 45 11/8/12 4:43 PM
46 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
mining and remote locations
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.
1777_Facility Perspectives Dec 2012.indd 46 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 47
mining and remote locations
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
1777_Facility Perspectives Dec 2012.indd 47 11/8/12 4:43 PM
48 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
Australian agents for
Sales and service throughout Australia, NZ and SE Asia
Victoria enquiriesPremier Plastics Pty Ltdph 03 9357 8477fax 03 9357 8938www.premierplastics.com.au
FACILITY DOOR SOLUTIONSBULK FLEXIBLE STRIP
AND SHEET PVC
VISIFLEX STRIP DOORS
SWINGFLEX DOORS
TRAFFIC DOORS
AUTO BiFLEX DOORS
RAPID AUTO ROLL DOORS
EFAFLEX HIGH
SPEED DOORS
GRP SWING DOORS
SPECIALISED CUSTOM DOORS
SERVICE
www.dmf.com.audoors with intelligence
1777_Facility Perspectives Dec 2012.indd 48 11/8/12 4:43 PM
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.
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 49
security
1777_Facility Perspectives Dec 2012.indd 49 11/8/12 4:43 PM
50 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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.
1777_Facility Perspectives Dec 2012.indd 50 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 51
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.
1777_Facility Perspectives Dec 2012.indd 51 11/8/12 4:43 PM
52 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
1777_Facility Perspectives Dec 2012.indd 52 11/8/12 4:43 PM
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
54 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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.
1777_Facility Perspectives Dec 2012.indd 54 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 55
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.
1777_Facility Perspectives Dec 2012.indd 55 11/8/12 4:43 PM
56 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
3 10.2 per cent believe the minimum requirements should be
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.
*Equivalent to ANZSCO Skill Level 3
Continuing professional development (CPD)Continuing professional development for this occupation is
considered voluntary, but is strongly encouraged for individuals
seeking promotion.
Industry feedbackThe industry consultation provided the following results in relation to
this occupation:
3 85.4 per cent of respondents agree with the role description for
this occupation
3 73.5 per cent of respondents agree the minimum requirements
for this role are appropriate
3 15.3 per cent believe the minimum requirements should be
higher
3 11.1 per cent believe the minimum requirements should be
lower.
1777_Facility Perspectives Dec 2012.indd 56 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 57
2012 Facilities Management SALARY SURVEY
Critical benchm
arking for facilities managers
FMA_Survey_2012.indd 1 10/17/2012 5:41:15 PM
DOWNLOAD TODAY!
For these and other insights with the 2012 Facilities Management Salary Survey available now from fma.com.au
Did you know that 59.7% of facilities management professionals earn over $100,000 each year? Or that 63% of facilities managers are at least 46 years old?
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
58 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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.
*Equivalent to ANZSCO Skill Level 2
Continuing professional development (CPD)Continuing professional development for this occupation is
considered voluntary, but is strongly encouraged for individuals
seeking promotion.
Industry feedbackThe industry consultation provided the following results in relation to
this occupation:
3 91.4 per cent of respondents agree with the role description for
this occupation
3 66.6 per cent of respondents agree the minimum requirements
for this role are appropriate
3 18.8 per cent believe the minimum requirements should be
higher
3 14.5 per cent believe the minimum requirements should be
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.
*Equivalent to ANZSCO Skill Level 1
Continuing professional development (CPD)Continuing professional development for this occupation is required
to maintain professional competence.
Industry feedbackThe industry consultation provided the following results in relation to
this occupation:
3 95.7 per cent of respondents agree with the role description for
this occupation
3 63.2 per cent of respondents agree the minimum requirements
for this role are appropriate
3 28.2 per cent believe the minimum requirements should be
higher
3 8.5 per cent believe the minimum requirements should be
lower.
1777_Facility Perspectives Dec 2012.indd 58 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 59
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.
www.grapevinegroup.com.au
323841A_Grapevine Group | 1777.indd 1 10/29/12 9:54 AM
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.
*Equivalent to ANZSCO Skill Level 1
Continuing professional development (CPD)Continuing professional development is essential to maintain
professional competence.
Industry feedbackThe industry consultation provided the following results in relation to
this occupation:
3 90.5 per cent of respondents agree with the role description for
this occupation
3 68.3 per cent of respondents agree the minimum requirements
for this role are appropriate
3 26.4 per cent believe the minimum requirements should be
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.
1777_Facility Perspectives Dec 2012.indd 59 11/8/12 4:43 PM
60 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 61
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.
323824E Pg2of4_ATLANTIS | 1777 10/17/12 9:24 AM1777_Facility Perspectives Dec 2012.indd 61 11/8/12 4:43 PM
62 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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?
323824E Pg3of4_ATLANTIS | 1777 10/17/12 10:33 AM1777_Facility Perspectives Dec 2012.indd 62 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 63
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.
323824E Pg4of4_ATLANTIS | 1777 10/17/12 9:25 AM1777_Facility Perspectives Dec 2012.indd 63 11/8/12 4:43 PM
64 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 65
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
1777_Facility Perspectives Dec 2012.indd 65 11/8/12 4:43 PM
66 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
1777_Facility Perspectives Dec 2012.indd 66 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 67
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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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68 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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
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FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 69
maintenance & essential services
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
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70 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
maintenance & essential services
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.
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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
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72 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
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.
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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
1777_Facility Perspectives Dec 2012.indd 73 11/8/12 4:43 PM
Volkswagen Commercial Vehicles. A strong team for tough jobs.An exciting lineup of tough workers at amazing fleet deals. The Volkswagen Commercial
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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.
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