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21/01/2015 9:00 pm FMA.com.au Page 1 of 35 http://www.fma.com.au/cms/index2.php?option=com_oriondb.news&task=getissue&issuenumber=30&emailable=false&printable=true This edition of FMA Online is proudly supported by Dynalite From left to right: David Duncan, FMA Australia CEO, Andrew McEwan, FMA Australia Chairman, Iain Murray, BIFM Chairman and Ian Fielder, BIFM CEO Clockwise from bottom left: David Duncan , FMA Australia CEO, Andrew McEwan, FMA Australia Chairman, John McGee, IFMA Chairman and David Brady, IFMA CEO. Issue 30, Nov 2008 I have spent the majority of the last month travelling in order to attend some important industry events in the UK and USA. Firstly, along with Chairman, Andrew McEwan, I was privileged to attend the British Institute of Facilities Management (BIFM) International Investors in Excellence Awards held at the Grosvenor House Hotel in London in mid-October. This prestigious event, attended by some 1,200 professionals associated with the FM industry, was a testament to the fantastic work being done by BIFM to raise the profile of facility management in the UK. It was a real celebration of the increasing role that FM plays in the success of both public and private sector organisations. After our brief stay in the UK, Andrew and I headed to the USA to attend the International Facility Management Association (IFMA) World Workplace conference and exhibition, as well as Global FM meetings, in Dallas, Texas. The World Workplace experience includes a conference focused entirely on education and a unique tradeshow that incorporates product demonstration and installation. World Workplace draws attendees from all over the world and from a variety of workplace-related industries, including technology, engineering, architecture, design, security, real estate and facility management. The sheer scale and professionalism of this event never ceases to amaze me and has certainly given me some great ideas for the planning of our own forthcoming conference next May. FMA Australia was well represented with past chairman Richard Mayes, immediate past chairman Stephen Ballesty and director Steve Taylor in attendance, in addition to myself and Andrew. During World Workplace, I was pleased to be able to renew our Partners in FM Excellence agreements with BIFM and IFMA. Myself and Andrew, David Brady
Transcript of This edition of FMA Online is proudly supported by Dynalite · The fundamental building block of...
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This edition of FMA Online is proudly supported byDynalite
From left to right: David Duncan, FMAAustralia CEO, Andrew McEwan, FMAAustralia Chairman, Iain Murray, BIFMChairman and Ian Fielder, BIFM CEO
Clockwise from bottom left: David Duncan ,FMA Australia CEO, Andrew McEwan, FMA
Australia Chairman, John McGee, IFMAChairman and David Brady, IFMA CEO.
Issue 30, Nov 2008I have spent the majority of the last month travelling in order to attend some important industryevents in the UK and USA.
Firstly, along with Chairman, Andrew McEwan, I wasprivileged to attend the British Institute of FacilitiesManagement (BIFM) International Investors inExcellence Awards held at the Grosvenor House Hotelin London in mid-October. This prestigious event,attended by some 1,200 professionals associatedwith the FM industry, was a testament to thefantastic work being done by BIFM to raise the profileof facility management in the UK. It was a realcelebration of the increasing role that FM plays in thesuccess of both public and private sectororganisations.
After our brief stay in the UK, Andrew and I headedto the USA to attend the International FacilityManagement Association (IFMA) World Workplaceconference and exhibition, as well as Global FMmeetings, in Dallas, Texas. The World Workplaceexperience includes a conference focused entirely oneducation and a unique tradeshow that incorporatesproduct demonstration and installation.
World Workplace draws attendees from all over theworld and from a variety of workplace-relatedindustries, including technology, engineering,architecture, design, security, real estate and facilitymanagement. The sheer scale and professionalism ofthis event never ceases to amaze me and hascertainly given me some great ideas for the planningof our own forthcoming conference next May. FMAAustralia was well represented with past chairmanRichard Mayes, immediate past chairman StephenBallesty and director Steve Taylor in attendance, inaddition to myself and Andrew.
During World Workplace, I was pleased to be able torenew our Partners in FM Excellence agreements withBIFM and IFMA. Myself and Andrew, David Brady
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From left to right: Tim Farrelly,Membership Advisor, Stacey Vassiliadis,
National Events Advisor and Rosie Bennett,Marketing & Communications Advisor –
FMA Australia national office.
(IFMA president and CEO) and John McGee (IFMAChairman) and Ian Fielder (BIFM CEO) and Iain Murray (BIFM Chairman), signed the agreementsat a media conference organised to mark the renewal of these mutually beneficial contracts.
Originally signed in 2004, the new agreements call for collaboration between our organisations onservices, standards, research, professional development and advocacy. The agreements alsoexpand upon the benefits available to the membership of each organisation. I look forward to ourcontinuing successful relationships with IFMA and BIFM and the ongoing benefits that ourmembers reap as a result, as well as the possible establishment of future Partners in Excellenceagreements with national FM organisations in other countries.
I would also like to take this opportunity tocongratulate some members of the FMA Australianational office staff, namely Stacey Vassiliadis, TimFarrelly, Rosie Bennett and Charlie Simson, who tookpart in the Melbourne Romp in October. This annualcharity event was organised to raise funds for theBurnet Institute, the leading infectious diseases,immunology, cancer and public health institute inAustralia. They did a great job, coming fifth out of133 corporate teams and 22nd overall out of a totalof 2060 teams. They also managed to raise over$1,000 for the Burnet Institute which is a fantasticeffort and due in part to the generosity of the FMAAustralia Victorian branch committee, who madeconsiderable personal sponsorship donations, so mythanks go to them and my congratulations to the FMAAustralia Romp team!
Until next time…
David DuncanCEO
Issue ContentsEdition Supporter
Dynalite Ecolinx offers ‘plug-and-play’ energy managementBranch News
FMA Australia VIC Branch NewsFMA Australia NSW Branch NewsFMA Australia WA Branch NewsFMA Australia QLD Branch NewsFMA Australia ACT Branch NewsFMA Australia SA Branch News
Main FeatureThe "how to" guide to green lease schedulingMaking the most of Change Management and Relocation
General NewsHow to manage Green Retrofitting your buildingFacility and property managers targeted for new carbon complianceExpressions of interest wanted for Green Precincts fundingTop honour for work on world-class convention centre
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Report on workplace violence and the role of facility managersBranch Committee Member Profile: Murray Wickham, Chair, FMA Australia QLD BranchNew Member Profile: Fiona Motherway, National Facilities Manager, Jones Lang LaSalleFive minutes with… Carly Jenkins, Administration Coordinator, FMA Australia national officeAppointments: New leadership for GHD in Malaysia, Liong KhooAppointments: Property Council appoints NSW Deputy Executive Director, Angus Nardi
Edition SupporterDynalite Ecolinx offers ‘plug-and-play’ energy management
Dynalite Ecolinx offers ‘plug-and-play’ energy management
A unique ‘plug-and-play’ lighting energy management solution for commercial environments--theEcolinx solution-set--has been unveiled by lighting control and automation group, Dynalite.Leveraging the labour-saving and flexibility of structured wiring connectivity, the Ecolinx solution-set provides luminaire-by-luminaire dimming and on/off lighting control for the widest range ofcommercial environments, from small offices to campus-sized installations.
“Energy efficiency and sustainable design are no longer options in the commercial buildingdomain; they are absolute essentials,” said Laurence Coote, Sales Director Dynalite. “DynaliteEcolinx--with its highly granular luminaire control and monitoring functionality, plus powerfulinstallation flexibility and scalability--is an important new tool in this quest. It has been designedto empower commercial building owners and occupiers to realise truly effective lighting energymanagement strategies and sustained demand reduction.”
The fundamental building block of Ecolinx is the Dynalite DBC905 high-frequency ballastcontroller--a versatile lighting control module that boasts nine separate structured wiring lightingcircuit output channels. Measuring just 35mm thick, the compact DBC905 is housed in a robustand striking green thermoplastic enclosure. Output channels are available in either the popularWieland or modular wiring/CMS Electracom connector formats.
The Ecolinx system is founded on Dynalite’s world-renowned distributed control philosophy, wherecontrol intelligence is distributed about the network in a modular fashion and linked via Dynalite’ssophisticated peer-to-peer communications serial bus network, DyNet. The DBC905’s DyNetconnectivity underpins powerful design flexibility and scalability that span the building occupancylifecycle. As a result, the Ecolinx system can easily ‘evolve’ to meet the needs of the buildingoccupants and their ever-changing interior space requirements.
All wiring connections to the DBC905--whether mains input, lighting circuit outputs, or the unit’stotal of ten control and network inputs--are facilitated by tool-free structured wiring ports. This‘plug-and-play’ approach permits installation and post-commissioning adaptation of any Ecolinxlighting system to be carried out quickly and easily by semi-skilled or unskilled crews. Thisensures optimal flexibility, speedy deployment and significant installation and maintenance laboursavings over the life of the building, particularly in high labour-cost markets.
All nine DBC905 output channels can be individually and independently software configured toone of three popular ballast control and monitoring broadcast protocols--1 to 10V analoguecontrol, ‘digital serial interface’ (DSI), or ‘digital addressable lighting interface’ (DALI).
“This inherent flexibility of broadcast protocol provides enormous advantage over competing HFballast controllers, where a change in broadcast protocol demands a completely different piece ofhardware,” said Coote. “Now, designers and developers can postpone deciding on the lightingsystem broadcast protocol to the very last minute. Indeed, it permits a building’s lighting system
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to evolve from protocol-to-protocol--say from analogue ‘1 to 10V’ to a DALI system--as and whenthe need arises.”
The Ecolinx system boasts DALI-like granularity of luminaire control and monitoring, without thecomplexity and heavy reliance on skilled trades typically associated with a full DALI system.
Ecolinx controls the lighting system’s dimming and on/off status on either a luminaire-by-luminaire basis, or in unison across soft-patched control groups. It also supports DALI back-channel interrogation and monitoring of ballast diagnostics. By relying on the distributedintelligence resident in the DBC905 rather than the ballast itself, complex re-enumeration andrebinding of ballasts are avoided in post-commissioning ballast/luminaire changeouts.
Current rated to 5A maximum (to a total controller load of 16A), each DBC905 output channelconnector port is physically offset from one another across the fascia. This unique design avoidsfouling of the connector clamp and permits individual disconnection/reconnection withoutdisturbing adjacent channels. Three easily replaceable onboard HRC fuses (one per three outputchannels) provide for convenient circuit protection discrimination, and can permit cost-savingcable gauge-breaks for all nine output channels.
The DBC905 boasts four RJ12 DyNet input ports plus an RS485 DyNet serial input port that cansupport up to 20 multi-function sensor inputs, such as motion, photoelectronic illuminance, andinfrared detectors, plus smart panels and other interface devices. A further bank of Wieland-compatible plug connectors provide interface for up to four 3-pole connectors, for local switchingand dimming via two-way and off retractive switches.
Trademarks: Dynalite, DyNet and Ecolinx are all trademarks, service marks or registeredtrademarks of Dynalite Intelligent Light Pty Ltd. All other trademarks are the property of theirrespective owners.
Company backgroundDynalite designs and manufactures cutting-edge lighting control and building automationtechnologies, providing easily-integrated solutions for the architectural lighting control, homeautomation and energy management industry sectors.
A world leader in premium-quality lighting management systems, Dynalite offers scalable andflexible solutions, equally suited to large projects or smaller installations. This award-winningsolution set is backed by Dynalite’s comprehensive technical support offering, comprising system
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design, project support, commissioning and systems maintenance.
Dynalite is a global enterprise, and is represented by over 40 authorised distributors andcompany subsidiaries across the world. The company has a world-wide matrix of technicalsupport and sales centres. These are located in Australasia, the UK, continental Europe, theMiddle-East, South-East Asia, North Asia, Africa and South America.
www.dynalite-online.com
Global contactDannielle Furness, Marketing Manager, DynaliteTelephone: +61 2 8338 9899E-Mail: [email protected]
Branch NewsFMA Australia VIC Branch News
Melbourne’s November Spring Racing Carnival
FMA Australia VIC Branch Chair ReportI have pleasure in announcing the portfolios of the new FMA Australia VIC Branch committee. Thesuccess of the FMA Australia VIC Branch relies heavily on our committee members and theirdedication to their roles within the organisation. The current roles of committee members havebeen allocated as follows:
Chair & Advocacy George StamasVice-Chair Laurie ReevesEvents Derek Wilson, Brent Boyd and Anna HardwickSponsorship & Charity Greg Burnham, Todd Wonnacott and Jennifer HorvathInnovation & Best Practice Lou La Delfa, Peter Starsunn, Brent BoydEducation & Training Laurie Reeves, Trish Ferrier and Mike RowlandsMembership Louise RoweFinance Jennifer HorvathNational Board Representative Byron Price
FM Action AgendaAs WG Vice-Chair, Communications on the FM Action Agenda Implementation Board, I am
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Craig Gathercole
pleased to provide you with the following update.
The FM Action Agenda represents a unique FM industry collaboration between public and privatesector stakeholders. It was established in 2004 by the Australian Government and has followedthe 20 point action plan outlined in the 2005 strategic plan Managing the Built Environment,concluding its 36 month implementation phase on 30 June 2008. The remarkable achievementsof the FM Action Agenda represent almost a five year journey involving over 100 industryvolunteers from more than 50 organisations, some from concept to close.
“Australia has taken the FM Industry to a new level of recognition withthe development and implementation of the FM Action Agenda. TheIFMA Foundation proudly supports the ongoing efforts of thosecommitted to this endeavour and embraces their vision for the FMIndustry to be the foremost contributor to a productive and sustainablebuilt environment.”
Melissa Van Hagan, CFM - Chair, IFMA Foundation
The FM Action Agenda’s vision to recognise the contribution that facilities management has madeto a more productive and sustainable built environment though improved innovation, educationand standards has been achieved. FMA Australia will continue as the custodian of the FM ActionAgenda legacy into the future.
To view a copy of the report, click here.
October events
Lunch forumOur October lunch forum proved a popular topic with 126members and guests attending the event.
Craig Gathercole, Construction Manager for Probuild, presentedan insightful overview of the initiatives and challengesassociated with the renovation of the Myer store in Melbournewhile the premises remained occupied.
Craig discussed the following key issues that Probuildexperienced during the project phases:
the five different buildings that comprised one facility;the management of contractors in an operational retailenvironment;the issues they faced with adjoining owners;staged handover challenges;undertaking a refurbishment on a historically significantbuilding; andthe trials and tribulations of a construction in a workingretail facility.
The feedback following the event was very positive with attendees taking away some goodproject management information.
Spring Carnival cocktail partyOn 30 October, FMA Australia VIC Branch members enjoyed an evening of networking, socialisingand fun in honour of Melbourne’s longest running sporting event, the Spring Racing Carnival, at acocktail party sponsored by ISS Facility Services.
It was great to see the excitement build as participants used play money to place bets with the“bent bookies” and cheer their horses to the finishing post in an authentic racing atmosphere
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provided by Horse Racing Nights.
I would like to congratulate Michael Burns from The Art Centre who was the lucky overall winnerof the trophy and to all the other participants that were lucky enough to win a prize.
Left to right: Michael Burns, Executive-Facilities, The Art Centre; David Duncan,CEO, FMA Australia; George Stamas, Chair,FMA Australia VIC Branch and Mario Vella-West, National General Manager StrategicDevelopment, ISS Facility Services.
Horse Racing Nights representatives
Upcoming eventsFriday 21 November - lunch forumJoin us at our November FMA Australia VIC Branch lunch to hear Vito Chiodo from the TelstraProperty Group present some innovative methods which take corporate real estate managementto the next level.
Friday 19 December - Christmas lunch This year’s FMA Australia VIC Branch Christmas lunch promises to be the event of the year. THENEW MUSIC MEN will take you on a wacky musical comedy journey with hilarious skits and songsabout some of our great Aussie icons. Amazing raffle and door prizes will be up for grabs with allproceeds going to Challenge, Supporting Kids with Cancer. Celebrate the festive season in stylewhile enjoying first class entertainment, great food and excellent company. This is an event not to be missed. Register now to avoid disappointment.
George StamasChair, FMA Australia VIC Branch
FMA Australia NSW Branch News
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Rajiv Nagrath speaking to the audience atthe FMA Australia NSW Branch lunch inOctober
New South Wales
FMA Australia NSW Branch October lunch presentationAs we review the events of October, the current economic environment is most certainly the maintopic of discussion. However, this is one report that will leave that discussion to the experts.
One topic I can mention is the presentation by RajivNagrath earlier this month on Re-considering theWorkplace. Rajiv delivered a thought provokingdiscussion to the audience on what organisations areplanning for future workplace trends.
Rajiv demonstrated how the workplace is becomingmore flexible given the improvements of technologyand connectedness, how businesses are planning onhow to best utilise their workplace with increased hotdesk ratios and sustainability, as well as offeringmore incentives to employees working from home.
The guests who attended left with some motivatinginformation on areas they could reflect on withregards to their own workplaces. I would like topersonally thank Rajiv for his time and effort inpreparing the presentation.
FMA Australia NSW Branch October site visitAt our FMA Australia NSW Branch October site visit toEnergyAustralia’s Energy Efficiency Centre atHomebush near Sydney, we were pleased to offer ourmembers and guests an insight into the professionaland responsible to approach to energy managementtaken by EnergyAustralia.
EnergyAustralia is one of the largest energy suppliersin Australia and has 100 years of experience in theenergy sector. They are a leader in providing broad-based energy solutions ranging from electricity andgas supply to energy management and renewableenergy alternatives.
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Robert Iacono, FMA Australia NSW branchchair (right) with Con Hart, FDC and LouiseBriunker, JDRF
EnergyAustralia’s Energy Efficiency Centre possesses a well equipped showroom. Panels and livedemonstrations impressively reveal how much energy is used in each room of a house. Brochuresproviding simple energy saving tips and guidelines are also available.
The site visit started at 4.30pm with an officialwelcome from Janet Morrison of the FMA AustraliaNSW Branch committee. This was followed by apresentation from Craig Tupper of EnergyAustraliaabout managing peak electricity demand incommercial buildings. Craig provided tremendousinsight into the operation of some key facilities andexplained their data analysis results.
At the conclusion of the presentation many interestingquestions were raised from the audience. Probably themost interesting and debated slide from Craig’spresentation was one which showed the difference inelectricity demand at peak time between a 1 starcommercial building and a 4.5 star commercial building.
We would like to thank ISS Facility Services whosponsored this event. We would also like to thankEnergyAustralia – in particular Kate Gunton, GroupManager, Property - for making possible thisimpressive site visit for the FMA Australia NSWBranch.
This week we held our ever-popular Melbourne Cuplunch which, as always, was a great success. Theevent was proudly sponsored by FDC Construction &Fitout, who did a fantastic job of decorating thevenue and very generously provided auction itemsand door prizes, which helped us to raise over$10,000 for the Juvenile Diabetes ResearchFoundation (JDRF). A full write-up will be featured innext month’s edition of FMA Online, along withpictures of the event and details of the winners of the
obligatory best outfit, worst tie and best hat competitions. Watch this space…
Upcoming eventsFMA Australia NSW Branch Christmas lunch – Wednesday 10 December
Don’t forget to diarise this year’s FMA Australia NSW Branch Christmas lunch at Watersedge. Thisyear’s event will be a fun-filled opportunity for guests to share and enjoy a great experience withpeers and colleagues.
I would like to thank Miriam Braun for preparing the report on the October site visit.
Robert IaconoChair, FMA Australia NSW Branch
FMA Australia WA Branch News
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Exterior of the Szencorpbuilding. Image courtesy ofSzencorp. Photographer: TonyMiller 2006
Summer view of Perth
FMA Australia WA Branch October function at Perth ZooThe Perth Zoo Conference Centre was the venue for the October FMA Australia WA Branchfunction. A joint breakfast seminar was held with the Institute of Hospital Engineers. The eventwas sponsored and organised by SEME Electrical Engineering who had arranged guest speakersfrom Energy Conservations Systems (part of the Szencorp Group) in Melbourne to speak to theassembled guests.
The topic for the seminar was the renovation of a typical officebuilding into what is now called the Szencorp building and home ofSzencorp’s new headquarters.
Between 2004-05, Szencorp transformed a 20 year old office blockin South Melbourne into an environmentally cutting-edge spacethat sets a new benchmark for sustainable buildings in Australia.The Szencorp building opened in November 2005 and was awardedAustralia’s highest rating for a green office building, a position itholds to this day. It has been acknowledged by industry and wonnational awards for its landmark achievements in sustainabledesign and engineering. This result is made more impressive bythe fact that it is a renovation of a dated, inefficient building.Further details on the building and the project can be obtainedfrom the website www.ourgreenoffice.com.
The seminar provided a ‘warts andall’ insight into the refurbishment ofthe Szencorp building andhighlighted not just the successes ofthe project, but also identified areasthat didn’t quite work as planned.The presentation showed parts ofthe design that had to be re-worked and modified to ensure thatthe building delivered what had been intended and envisaged bythe client. A brief presentation was also given by a representativeof the BROAD group on the latest absorption chillers that are onthe market and how they are playing an integral part of sustainablebuildings.
One of the most valuable learnings to come out of the seminar was
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Level 3 interior of theSzencorp building. Imagecourtesy of Szencorp.Photographer: Tony Miller2006
the important role facility management had to play in the successof the Szencorp project. To maintain the high environmentalstandards set by the design team and its client, the buildingrequires constant assessment and feedback. Operational buildingscan be very different from the design intent due to the number ofvariables that are added to buildings when occupants begin theirtenancy. A building like the Szencorp building requires constantmonitoring and without an organisational commitment to facilitiesmanagement, the environmental performance could not bemaintained to such a high standard. The seminar underscored thelead role FM has to play in advancing environmental andsustainability practices within the built environment.
On behalf of all who attended, the FMA Australia WA Branch wouldlike to thank SEME Electrical Engineering, BROAD (Chillers) andEnergy Conservation Systems (part of the Szencorp Group) fortheir support and participation in this event.
Upcoming eventsFMA Australia national AGM comes to Perth – Tuesday 25NovemberThe FMA Australia WA Branch looks forward to welcoming the FMAAustralia board, staff and members for the national AGM to be heldon Tuesday 25 November.
As part of the AGM, Don Hitchcock of Advanced Spatial technologies is going to present the latestin FM productivity software and other developments in FM systems and interfaces. All members are welcome to attend. For more information, visit the FMA Australia website.
David EnglishCommittee member, FMA Australia WA Branch
FMA Australia QLD Branch News
Summer on the Sunshine Coast
July lunch forum: ecoCLEAN – industry focussed environmental certificationinitiativeAt our October lunch event, Peter Nipper, President of the Building Service Contractors
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Association of Australia (BSCAA), Queensland Division and Megan Bickle, Senior Project Officer,EPA, Queensland, presented a talk on a partnership between the BSCAA and EPA to promote theBSCAA ecoCLEAN environmental certification for cleaning contractors.
Peter’s presentation provided an overview of the certification process which includesbenchmarking performance at industry level right through to industry best practice. The aim ofthe program is to assist businesses operating in the cleaning industry to achieve bestenvironmental practices.
Developed by the BSCAA in 2008, ecoCLEAN is an industry focused environmental certificationinitiative that offers BSCAA members the opportunity to become certified under the ecoCLEANprogram. ecoCLEAN aims to assist businesses operating within the cleaning industry to achievebest environmental management practices that are cost effective by virtue of their resourceefficiency.
ecoBiz is the EPA’s signature partnership program with Queensland business and industry, thatfocuses on the profitability of improved environmental performance. The program is designed toassist businesses identify efficiencies in waste, water and energy for financial and environmentalbenefits. ecoBiz provides a framework for certification which aims to achieve a staged progressiontowards industry best practice and is integral for establishing industry benchmarking standards.Currently ecoBiz has 34 partners who have contributed best practice case studies.
Mention was also made of the Industry Capacity Building (ICB) project, an initiative which aims toengage industry sectors through industry peak bodies and is expanding to offer other approachesfor engaging and partnering with industry sectors.
Both speakers agreed that industry associations are inherently well placed to disseminate bestpractice information and provide resources to membership.
Left to Right Michele Edens (Woodhead),Paul Ziebarth (EPA), Megan Bickle (EPA),Adam Howard (Howard Services), KathyLynch (BSCAA) and Peter Nippers (BSCAA)
Peter Nipper, President, BSCAA,Queensland Division
Upcoming EventsChristmas networking event – Monday 1 DecemberBlock out your calendars for the annual FMA Australia QLD Branch Christmas networking event.The proposed venue is the Ship Inn at South Bank and will include a guest speaker to closeanother successful year of professional development for the FMA Australia QLD Branch. Keep aneye out for the registration flyer and visit the FMA Australia website for more details.
Murray WickhamChair, FMA Australia QLD Branch
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Queuing for breakfast at Floriade
FMA Australia ACT Branch News
Floral display at Floriade
Last month’s event – Breakfast at FloriadeOur Breakfast at Floriade event was a great success as the sun slowly rose and shone on theslightly frosty grass surrounding the colourful gardens. Jennifer Boyd, Event Manager ofAustralian Capital Tourism shared with us her trials and tribulations in staging an event likeFloriade on behalf of the ACT Government while FMA Australia ACT Branch event participantsenjoyed the hearty breakfast.
Jenny explained to us how it takes her team of six permanent staff and a few dozen contractstaff, approximately 18 months to plan and stage Floriade every year. The process starts withcoming up with a design theme for the yearly event and then selecting the one million or so bulbsand annuals of the appropriate colours to deliver this theme. The bulbs and annuals are plantedin autumn each year, with care taken to ensure that the blooming times of different flowerscoincide to deliver great colour throughout the event.
The supply of bulbs and planting and maintenance ofthe garden beds are contracted to a number ofservice providers, as are many other tasks associatedwith the staging and operating of the event for itsmonth-long duration. This includes the provision ofcleaning services, security services, catering andentertainment. At its peak, the team has to manageup to 25 separate contracts.
As Jenny continued her presentation, we learnt thatthe tasks of staging Floriade as an annual event arevery similar to managing a facility with a largevolume of visitors. Not only are there multiplecontracts to manage, risk assessments also need tobe carried out to develop appropriate emergency and
evacuation plans. Floriade is visited by more than 5,000 people every day over the course of theevent so public safety and emergency evacuation procedures are critical.
Asked about the most challenging part of staging theevent, Jenny responded that the physical setting upof the event for the two weeks prior to the openingweekend was the most challenging. Jenny said that
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Jenny Boyd speaking at the October FMAAustralia ACT Branch event
Members convene at the FMA Australia ACTBranch AGM.
even with the help of so many volunteers andcontractors, getting things right for the month suchas having all the flowers bloom ‘on cue’ for so manyvisitors, can be quite nerve-wracking.
Jenny also said that part of the challenge is theevent’s reliance on temporary infrastructure. Thesearch for a permanent site continues, even asdebate continues on whether this successful eventshould still be held annually after 21 years.
The FMA Australia ACT Branch would like to thankJenny Boyd and Australian Capital Tourism for makingtime in her busy schedule to share her stories withus.
We would also like to thank ISS Facility Servicesfor their sponsorship of this great event. ISS entered the Australian marketplace in 2002 and isnow one of the country’s largest facility services providers. In Australia, ISS is represented by thefollowing companies:
ISS Facility Services Australia LimitedISS Facility Services Pty LimitedISS Integrated Services Pty LimitedISS Security Services Pty LimitedISS Health Services Pty LimitedISS Hygiene Services Pty LimitedISS Catering Services Pty LtdISS Property Services Pty Ltd
Customers, both new and existing, can partner with ISS by varying degrees from the delivery ofa single service, such as catering or cleaning, right through to integrated facility services.Services available through ISS include facility services such as reception, cleaning, help desk,delivery of internal mail, grounds maintenance, pest control, buildings maintenance and more.
ISS aim to manage facility services provision through the application of a teamwork ethic whichprovides a flexible and business driven service to meet customers' requirements now and wellinto the future.
FMA Australia ACT Branch – AGMImmediately following the guest speaker at ourbreakfast at Floriade, members of the FMA AustraliaACT Branch conducted their annual general meetingwhich was attended by Carolyn Journeaux from theFMA Australia national office. Following a series ofnominations for committee members of the FMAAustralia ACT Branch, a new committee was formedfor 2008-09.
We would like to thank past committee members,Rebecca Petrass and Phil Cooper, for their support ofthe FMA Australia ACT Branch over the past year. Wewould also like to welcome newcomers to thecommittee, Alan Borger, Fiona Motherway and JasonGoldsmith. Minutes of the AGM will soon be availableto all members.
FMA Australia ACT Branch - Committee
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The first FMA Australia ACT Branch new committee meeting was held on Tuesday 21 October,2008 at to determine the following composition of the 2008-09 committee:
Peter Mollison Chair [email protected] Borger Vice Chair [email protected] McCown Secretary [email protected] Sudjiman Treasurer [email protected] Schmidt General/Events [email protected] Motherway Communication/Newsletter [email protected] Goldsmith General/Events [email protected] Kocic General/Events [email protected] Jones Board Member [email protected] committee consists of a good mix of members from practicing FMs to representatives of thebusinesses who support the local FM industry. The new committee will continue the precedentsestablished by previous committees in promoting local issues and supporting the local FMindustry.
The new committee is currently developing the 2009 calendar of events and welcomes ideas andsuggestions from all members. Please do not hesitate to contact any member of the committee ifyou have a suggestion for forum topics, speakers or sites to visit. Offers are also being acceptedfrom businesses interested in providing sponsorship for any of next year’s events.
Upcoming eventsThursday 13 November - Preview of the Bimberi Youth Justice Centre The Bimberi Youth Justice Centre is the first Australian juvenile detention centre to comply withinternational human rights legislation.
This site visit is your only opportunity to visit the newly constructed centre. Once the residentsmove in during November, the Centre will commence operations and no members of the publicwill have the opportunity to visit the facility.
Space is strictly limited, so click here for more information and register now.
Monday 8 December – Seminar and site visit to introduce basic building services This is a popular event for those who have recently joined the FM industry and might have alimited knowledge of how buildings work. It is an opportunity for mentors to bring along theirnew recruits to show them how different buildings operate.
You will be able to learn about basic building services from your peers, starting with a shortintroduction on the theory of the various types of building services which typically support abuilding's functional requirements. This will be followed by a tour of a plant room where you canidentify the equipment and what it does.
Further information about 2009 events will be released shortly.
Peter MollisonChair, FMA Australia ACT Branch
FMA Australia SA Branch News
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Vineyard at One Tree Hill
Membership updateThe battle for the hearts and minds of FMs continues here in South Australia as members andpotential members are wooed for competing “attention”. The Property Council, Green BuildingCouncil, the Australian Institute of Management and other industry groups are all complimentaryassociations to FMA Australia and are very vocal here in South Australia.
The FMA Australia SA Branch committee continues to strive to develop events that are not onlytopical but offer a significant point of difference to the events of other association groups. A goodrecent example was our refuse and recycling tour (reported in the September edition of FMAOnline) where nearly 70% of the attendance base was made up of non-members (46%) andguests (23%). In the coming months we are hopeful of converting that interest into new FMAAustralia memberships.
Our committee is made up of individuals with a wide range of skills and experiences which arebeing used to focus on growing our local membership. One strategy the committee has adopted isto target local universities by presenting FMA Australia as a supplementary resource for both builtenvironment and architecture curriculums and the expanding range of sustainability studies beingoffered on campus.
Upcoming eventsOur program of events for the remainder of the year includes the FMA Australia national course,Attracting, Developing and Retaining Quality FMs in Today’s Competitive Environment. OurNovember event is a presentation by Nick Rosshirt from Bestec on the new legionella legislationwhich will be followed by networking over drinks. This event will be held at the Skycity Casino onThursday 20 November from 4pm. It has been generously sponsored by ISS Facility ServicesAustralia.
The festive season is upon us and planning for our Christmas function is well underway. This yearthe FMA Australia SA Branch will host a cocktail party at a soon to be determined venue in theCBD. Even though South Australia is a small state, the FMA Australia SA Branch is gaining a goodreputation as an informative and entertaining group that represents good value for its members.
Future events in 2009 will continue to underpin FMA Australia’s corporate objectives and willinclude events that reflect topics raised in the FM Action Agenda and Australian Sustainable BuiltEnvironmental Council reports with a particularly South Australian flavour. The FMA Australia SABranch will continue to explore parochial opportunities that highlight our innovation and ability tomeet the sustainability and environmental challenges ahead of us. In 2009 the FMA Australia SABranch committee will continue to build our local membership base and are looking forward to
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leading a large contingent of ‘croweaters’ to the FMA Australia ideaction conference in Melbournenext year.
Grant SemmlerCommittee member, FMA Australia SA Branch
Main FeatureThe "how to" guide to green lease scheduling
Green lease schedules represent a whole new way ofthinking about leases based on collaborativenegotiation and a mutual obligation approach tomanaging energy efficiency in commercial tenancies.
FMA Online’s Bianca Frost speaks with LloydWoodford, Director of the Government EnergyEfficiency Team at the Australian Greenhouse OfficeDepartment of the Environment and Water to find outmore about the what, how and why of green leasingand discovers that Australia leads the world in thisnew area of lease contracting, law and negotiation.
Considerable scope for energy savings for bothlandlords and tenants exists in the commercial office
sector. Frequently, building energy consumption is considerably higher than was originallydesigned due to a combination of poor maintenance and tenant behavior. Green lease schedules(GLS’s) address the split incentive issue between building tenants and owners, which is one of themajor barriers to the deployment of building energy efficiency measures. GLS’s are designed toprovide an effective legal and management mechanism for building tenants and owners tomaximise the energy efficiency potential of their buildings in a collaborative manner.
What is a Green Lease Schedule?A GLS is a self contained generic document designed to be attached to, and incorporated into abase lease. GLS’s serve a two-fold purpose:
1. They establish a mechanism for achieving the required energy efficiency performancelevel of lettable building space by imposing mutual obligations on the landlord and tenantto meet stipulated NABERS standards; and
2. They provide a legally enforceable management framework to deal with issues relevantto the achievement of NABERS rating targets and allow preventative actions to be takenbefore there is a failure to achieve or maintain these standards.
GLS’s were first developed and introduced by Australia’s Commonwealth Government as part ofEnergy Efficiency in Government Operations (EEGO), a Commonwealth policy that aims to reducethe energy consumption of Australian Government operations with particular emphasis onbuilding energy efficiency. It commits to a progressive improvement of overall agency energyperformance through annual energy intensity reporting and minimum efficiency requirements. Forexample, one of the key objectives of the EEGO policy is for each Government portfolio to achieveset office building energy intensity targets of less than 7,500 MJ per person per annum for tenantlight and power by June 2011:
Lloyd Woodford, Director of the Government Energy Efficiency Team at theAustralian Greenhouse Office Department of the Environment and Water saysthat green leases assist tenants and building owners to work towards anoptimal, operational energy rating for both base building and tenancy.
Prior to the GLS there was no way of substantiating the performance of the
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Lloyd Woodford
base building over the life of the tenancy for either building owners ortenants,” explains Woodford.
“It was a situation of all care but no responsibility. The GLS ensures that abuilding works to that performance standard based on an agreed targetNABERS rating which is to be achieved and maintained by both buildingowners and tenants across the duration of a leasing agreement.”
According to Woodford, it is essential to include the consideration of GLS at theearly stage of the leasing life cycle and applies equally to leases for new andexisting buildings.
“The success of GLS negotiation relies on an understanding of the leasing life cycle,” saysWoodford.
“Building improvements come about when you either have a new building or a refurbishment inan existing building which generally triggers a new lease agreement.
“Commissioning is a central ingredient for the ongoing success of green leases. We’ve hadinstances where buildings have been commissioned three times in the first year in order to getthem right.”
An early inclusion approach allows both the tenant and building owner sufficient time toinvestigate the issues surrounding the use of GLS and to familiarise themselves with the termsand conditions involved. It also facilitates a better understanding of the importance and benefitsof the GLS which improves the success rate of its adoption as an annexe to the lease agreementwhile minimising the use of exceptions within the base lease agreement itself. This, in turn,maximises the potential of the energy efficiency performance of the tenancy and gives the besteffect to the aims and purpose of the GLS.
Figure 1: Leasing Life Cycle
Exceptions should only be considered if compliance with 4.5 stars or inclusion of all five essentialelements in the GLS is not practical or cost effective
Five essential elements of a Green Lease ScheduleThe Commonwealth Government has developed eight different GLS templates that are designedto accommodate for particular types of tenancies based on the area of the premises and the netlettable area of the building which the premises occupy.
There are five key elements to a green lease:
1. Target NABERS ratings by the building owner and tenant – GLS requires theachievement and maintenance of the specified NABERS rating by the building owner (forcentral services) and tenant (for tenant light and power).
2. Separate digital 30 minute on market status metering – This enables tenants andlandlords to readily identify their own energy usage and cost. The 30 minute interval
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electricity consumption data are useful for identifying and rectifying the inefficient use ofelectricity as well as system errors.
3. Energy Management Plan (EMP) – GLS requires that the building owner and tenantjointly develop and implement an EMP, which includes strategies to achieve and maintainthe target NABERS rating through the term of the lease. Both the building owner andtenant are obliged to monitor their performances against the EMP and to report annuallyto the other party on their compliance with the EMP.
4. Building Management Committee (BMC) – The building owner and tenant arerequired to establish a BMC with an energy management representative from each party.The BMC are required to meet quarterly to review energy performance, exceptions inenergy data, and EMP implementation issues. The BMC is also required to produce andmaintain various building energy performance reports and may also act as a vehicle forconsultation on issues arising from the GLS by formulating recommendations andsolutions to the building owner and tenant.
5. Remedial action / dispute resolution clauses – The GLS includes a self-containedremedial action and dispute resolution regime. This enables that non-compliance beaddressed and resolved in a cost-effective and time-efficient manner.
Essentially these elements facilitate an agreement between both parties as to how they are goingto manage the different components and responsibilities required of the tenancy as opposed tothe base building.
Each schedule clearly lays out who is responsible for each area of energy efficiency delivery andincludes behavioral, measurement, maintenance, risk and cost-sharing protocols relative to thefloor size and occupancy ratio of the tenancy lease.
Green leases are ideally suited to premises of 2000 square metres and above where the tenantintends to occupy 100 per cent of the building space for a minimum lease term between two tofive years. However, GLS’s have also been developed to accommodate for smaller premises and arange of occupancy ratios over different lease terms.
“For small tenancies, it can be very difficult for owners to agree to a green lease where they don’thave control over all the plant and equipment,” explains Woodford.
“For instance, in a building over 2000sqm, a building owner can exercise more control over theHVAC systems which are configured to produce a certain output. There is a system in place. Insmaller tenancies you might, for example, have stand alone air conditioning units which thebuilding owner has no input into.
“In this case, the Commonwealth has designed the D1 GLS which imposes an obligation onsmaller tenants to ensure that they have separate metering, lighting below 10 watts per squaremetre and an EMP.
“Whatever the size of the building or tenancy, a GLS provides a very clear delineation betweenwhat tenants have to do and what the building owner has to do to optimise the energy efficiencyof a tenancy,” says Woodford.
Differences between green leases and other leasesWhile standard base lease agreements often set the scene for an adversarial relationship betweenbuilding owners and tenants, a GLS seeks to create the conditions for a more collaborativerelationship between the two parties.
“Traditional style leases have been based on an adversarial contract model with no mechanismsto ensure that the energy efficiency of a building performed at its stated energy rating,” saysWoodford.
“If a building that was claimed to operate at a NABERS or former ABGR rating of 4.5 stars failed
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to perform at that level, this would become a dispute over a breach of lease with penalty rentabatements. However, in a green lease, building owners and tenants take on the responsibility ofenergy management together.
“A green lease represents an alliance between building owners and tenants to achieve mutualoutcomes in a collaborative and non-adversarial manner.”
Woodford says that green leases are about establishing a new language of collaborative mutualobligation by clearly structuring who is responsible for what and the ways in which they should goabout administering those responsibilities.
“GLS’s are about understanding the behavior and motivations of building owners and tenants andfinding a way the two can work together to achieve common objectives.”
The green lease tool-kit
The Commonwealth Government provides arange of tools, guides and information aboutgreen leases including:
• Fact sheets• Templates• Legal Guidance Notes• Green lease guides for both gross and netleases• Practice Notes• Energy Plans
For more information and to downloaddocuments visit click here
Green versus deep green leasesThere are different shades of green leases and Woodford warns lease negotiators to be wary ofgreenwash when determining a GLS.
“GLS’s can range from light green which consist of a single page of rhetoric based on all care butno responsibility through to deep green which is generally owner driven, heavy handed andloaded with penalty clauses,” says Woodford.
“The Commonwealth’s approach sits mid-way between these and aims for a more collaborativeapproach based on mutual obligations for targets, risks, costs and remedial tasks related toenergy efficiency performance.
“This is why green lease clauses are attached as a schedule at the back of the base lease. If abuilding or tenancy isn’t performing to standard then both parties are protected from being inimmediate breach of the lease should something not work immediately.”
While the Commonwealth GLS’s currently focus on energy efficiency, other sustainability clausessuch as water conservation and waste reduction can also be included on a GLS.
“At the moment we’re trying to transform market behavior,” says Woodford. “The first big hit isabout targeting energy use in commercial office buildings. Other environmental clauses can beimplemented by either building owners or tenants but the first step in changing behavior isfamiliarising both parties to the mechanics of a GLS.
“If you front up with water, waste and energy targets it can all become too much and too hard forparties to contemplate. However, if you introduce a mechanism that they are comfortable with,then you are much more likely to see commitments made and upheld.
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Tips for green leasing:• DO:
Became an informed customerSet targetsUse meteringDevelop energy plans
“At the end of the day, a GLS is about reducing greenhouse gas emissions and ensuring thatbuildings that were designed to perform to a particular rating are actually achieving that ratingand not something much less.”
Benefits of a green leasing scheduleBuildings designed to achieve high levels of efficiency often operate at far below their potentialwithout effective management of performance, sometimes doubling the energy consumption andoperating costs for the building. Under typical commercial building lease arrangements, thetenant pays the building energy costs yet does not have control over equipment operation andcannot guarantee, or in some cases even measure, whether they are achieving the energyefficiency outcomes they desire or have contracted for. In contrast, in a “set and forget” leasearrangement, there is little incentive for building owners to properly maintain or upgrade plantand equipment or to strive to achieve high levels of building energy management performance.
Woodford says that the split incentives for building owners and tenants to achieve target NABERSratings is one of the key issues that GLS’s have sought to address.
“As a self-contained document that is designed to be attached to the base lease, the GLS outlinesmutual contractual lease obligations for tenants and owners to achieve energy efficiency targets(or potentially other environmental obligations, such as water efficiency). This ensures thatbuildings operate at agreed levels through regular monitoring and that issues are addressed asthey arise,” says Woodford.
“A GLS promotes uniformity, consistency and market acceptance while minimising the need forlegal advice on individual lease agreements relating to energy efficiency. Standard clausesrelating to the agreed performance of the building, agreed energy management plans andmetering and data collection can offset the potential for disputes later down the track.”
For building owners, the main benefits of a GLS include the opportunity to right-size plant andequipment, validate engineering and electrical designs and verify building performance, all ofwhich can lead to increased cost savings and improved rental returns. By communicating withtenants prior to settling a lease contract, building owners can gain a better understanding of atenant's requirements in terms of fit-out and commission building services accordingly.
From a tenant’s point of view, a GLS with its explicit emphasis on metering and measurementensures that they are receiving the building performance that they have contracted for.
“Measuring, through 30 minute metering and data collection,” claims Woodford “is what has madegreen leases possible.”
“Collecting, analysing and identifying any anomalies within data sets is what enables the efficientoperation of buildings. Measurement allows building owners and tenants to monitor energy loadsand uncover any issues with the building’s operational systems. That might include an issue withautomatic lighting systems where the lights come on at three in the morning because a securityguard is in the building or whether the building has some other issue with its plant andequipment relative to tenant activity. There is a host of issues that need to bedded down in thefirst year of a tenancy to ensure optimal energy efficiency.
“There’s a whole process related to measurement that is very important. A properly administeredGLS instills a continual improvement and proactive management process which means tenantsare able to pick up and address any anomalies as they occur, rather than waiting and finding out12 months down the track that a premise is not meeting its contracted energy standards.”
Another benefit delivered by GLS’s is a positive feedbackloop for other energy efficiency supporting infrastructuresuch as smart meters, energy service companies, energyefficient appliances and energy efficient building design. Forexample, green leases encourage the effective use of newadvances in digital metering technology that pinpointenergy consumption and provide more useful energy
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Appoint building energyrepresentativesEngage consultants whounderstand what protocols arerequired to meet yourobjectives i.e. energy ratingsSeek qualified legal advice
management information. Green leases also encouragemarket demand for the use of energy service companiesand energy performance contracting in providing supportservices for landlords and tenants.
Woodford concedes that there are various market, financialand cultural reasons for not being able to secure a GLSwithin a tenancy agreement.
“Often it depends on how active each party is in working to achieve a GLS. In some instances, wehaven’t been able to get a GLS in place because there hasn’t yet been that cultural shift in termsof understanding what a GLS is all about,” he says.
However, Woodford remains optimistic about the future of GLS not only in the Government sector,but in the private corporate sector as well.
“The Commonwealth Government is using green leases and a number of States have followedsuit as well. We’ve also had a lot of interest from private organisations wanting to use our GLSenergy plans and templates.
“Whether they are blue chip tenants or blue chip owners, people can see merit in the green leasebecause, firstly, a GLS makes sure building owners and tenants are getting the performance theywant from their premises and secondly, it prescribes an upfront charter of responsibilities for eachparty to achieve it.”
Making the business case for the inclusion of a GLSGLS is a benchmark for best practice in terms of optimising building energy efficiency andreducing contributions to greenhouse gas emissions from the built environment. However, asidefrom the environmental benefits, GLS’s provide a compelling business case for both buildingowners and tenants.
“We would like the market to understand that it is not a form of compliance legislation but that itis simply good business,” says Woodford.
Woodford quotes Chris Wheeler, a leading authority in green lease law who said that if you’re notdoing green leases for economic reasons then “you’ve got rocks in your head”.
“Green leases protect and benefit both building owners and tenants,” stresses Woodford.
“By understanding and becoming an informed customer for your tenancy and base building you’reactually ensuring that your solutions and operational requirements meet what your desiredenergy target is.
Woodford says that a good business case is one that adopts a sound business approach byunderstanding the financial and behavioral drivers that impact on lease negotiations whiledelivering achievable and sustainable economic and environmental outcomes for all parties.
“At the end of the day, if systems such as air conditioning are working properly, then you haveless fault reports which save time and money and improves productivity for both building ownersand tenants.
“Green leases by their very nature are embedded in the objective measurement and validation ofbuilding performance which is a common sense approach to creating win-win situations for bothparties.”
Lloyd Woodford is Director of the Government Energy Efficiency Team at the Department of theEnvironment Water Heritage and the Arts.
He is a licensed real estate agent and holds formal qualifications in economics, law andeducation. He has been involved in every phase of the property life cycle including nationalproperty portfolio management, site or building acquisition, financing, construction, leasing,sales, refurbishment and long term management.
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Woodford is one of the founders of GLS in Australia and has assisted internationally with thedevelopment of the green leases for key organisations such as Oxford University, London ClimateChange Agency , Canadian Property Council, Établissement Public pour l’Aménagement de laRégion de la Défense (EPAD Paris), and is the co chair with the United States Government on theAsia Pacific Partnership Green Lease project.
Making the most of Change Management and RelocationKirsten Smith, a Change Management specialist in the property industry, speaks toFMA Online's Max Winter about the change management process and the workentailed in optimising relocation and business process outcomes.
Relocation Expertise Making the most of Change Management opportunities also means ensuring that you have theright choice of relocation expert to assist your organisation. FMA Online presents some of theleading experts in corporate relocations.
Read More
General NewsHow to manage Green Retrofitting your buildingThe Green Retrofitting Seminar series developed by FMA Australia has proven to be a greatsuccess with the first of the series providing positive feedback from attendees and a host ofquestions answered by the impressive line-up of panel speakers which included:
• Chair: Bryon Price, AG Coombs Group• Bruce Precious, GPT Group• Andrew Beasley, Colliers International• Gavin Gilchrist, Big Switch Projects• Tony Dorotic, Szencorp• Egan Smith, ECS Australia
Managing Director of Big Switch Projects, Gavin Gilchrist, took time out to speak to FMA Online’sMax Winter about the seminar series.
FMA Online: What do you think attendees of the seminar series can expect?
GG: There’s a lot of pressure on owners of existing buildings to review their environmentalperformance and to improve it, and that’s the case whether you are the owner of an officebuilding, the operator of a major tenancy within an office building, the owner of a shoppingcentre, a registered club, or a hotel.
There is a lot of confusion in the marketplace about exactly what improving the environmentalperformance of a building really means, and where people can get started.
This course is designed to show them how to make that start - in a very targeted and tailoredmanner, explaining how to reduce their water use, improve the overall quality of their asset, andthe process by which they can review their buildings and make the upgrades needed to reducetheir energy use and consequent carbon emissions.
The seminar we have held to date has seen a terrific mix of case studies provided by majorproperty owners such as GPT, along with service providers like myself, Szencorp and the A.GCoombs Group, demonstrating the opportunities available in performance-based maintenancemanagement services, coupled with some really good advice about how to go about the process.
FMA Online: Who do you think should attend?
GG: The course is designed for anyone who is responsible for the commercial operation of aproperty of any type such as office buildings, major tenancies within buildings, warehouses,
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shopping centres, hotels, hospitals, and so forth.
The seminar series is really targeted at people who have identified the need to begin the journeytoward sustainable outcomes for their buildings, whether they may be under pressure from thetenants, their shareholders or their clients, from the community generally, or from theirgovernment administration if they work for government departments. The seminar series is verymuch focused on improving the environmental performance of existing buildings.
FMA Online: Will the seminar series cover energy reporting requirements?
GG: The question has come up. There are a number of different reporting requirements indifferent states such as Energy Efficiency Opportunities or the National Greenhouse and EnergyReporting Scheme (NGERS), and these requirements are some of the reasons why there hasbeen so much interest. These requirements can be covered and we leave plenty of time forquestions on specific issues, so certainly, we can answer them.
FMA Online: Is there anything you would like to add?
GG: While there has been a lot of focus in Australia on new iconic green buildings, the greatchallenge for our society is to address the shortcomings of the existing building stock. Thisprocess is much harder, since what we’re trying to do is to reduce the building’s energy use andcarbon emissions while maintaining indoor air quality at the same time as the building is inoperation. So you have tenants in the building or you have guests in the hotel or shoppers in theshopping centre, and sometimes in buildings such as hospitals, you have the facility open and inuse 24/7. It often means you are trying to upgrade the building at the same time as it is beingused.
It is easier to build a brand new green building from scratch in terms of the process. We knowthat the cheapest, fastest way to reduce Australia’s greenhouse gas emissions is to fix thecommercial building stock and to a lesser extent our residential building stock, so the challengefor all of us is to work out ways of doing this. This seminar series is an excellent endeavour todemonstrate the lessons learned and to explore ways that facility managers can begin thatjourney.
The seminar presents case studies of existing building upgrades and apart from the successesinvolved, the case studies also present the issues and shortcomings that have necessitated therefinement of the strategies needed to achieve project objectives.
We have had excellent feedback from the first seminar, and FMA Australia has put together agreat list of presenters with some fascinating case studies. I’ve found it a really interesting areato present and explore. Green retrofitting represents an exciting opportunity for the commercialbuilt environment, and while it is challenging, most of all it is ultimately rewarding.
For further information on the program, click here.To register for your seminar click here
Facility and property managers targeted for new carbon complianceThe decision by the Federal Government to use ‘operational control’ of ‘facilities’ as the test forallocating new emissions reporting obligations across the Australian corporate landscape hassignificant implications for facility managers.
Under the National Greenhouse and Energy Reporting Scheme (NGER Scheme), facility orproperty managers may, in many circumstances, be responsible for reporting on the greenhousegas emissions from one or more of the facilities they manage from 1 July 2008.
Non-compliance with the new laws may lead to significant civil penalties (over $220,000),personal liability for CEOs and employees and publication of infringements.
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As proof of the Government’s intention to take compliance with the NGER Scheme seriously, theyhave established a new enforcement officer, known as the Greenhouse and Energy Data Officer(GEDO).
The inaugural GEDO, Mr David Rossiter will appoint authorised officers to assist with enforcingcompliance. These authorised officers have already been granted wide-ranging powers ofinvestigation, search and seizure and auditing of company records under the National Greenhouseand Energy Reporting Act 2007 (NGER Act).
Background to the NGER SchemeA crucial part of the Government's policy approach for dealing with climate change andfundamental to the effective operation of any emissions trading scheme (now called the CarbonPollution Reduction Scheme or CPRS), is being able to ascertain precisely how much greenhousegas is being emitted in Australia and by whom.
Enter the NGER Scheme, whose primary purpose is to introduce a uniform national system fordata collection and disclosure with the linchpin being a set of rules for assigning Australia'sgreenhouse gas emissions to an ‘owner’. The ‘owners’ will be corporate groups who (if their totalemissions from their corporate group members meet the thresholds) then have annual disclosureobligations with serious penalties for non-compliance.
Contrary to popular misconception, these laws apply not just to emissions intensive industriessuch as electricity generation, aluminium smelting and mining, but to those industries such as theproperty industry who are responsible for greenhouse gas emissions occurring “upstream” (i.e. asa result of their electricity use).
This may include facility managers. In fact, facility managers have received special attention inthe explanatory and discussion materials published by the Department of Climate Change whichhave accompanied the development and release of the new laws.
Thresholds
For the 2008/2009 financial year the threshold for total emissions for a corporate group is125kt or more of greenhouse gases (CO2 equivalent), or 500TJ or more of energyconsumed or produced.There is also a single ‘facility’ threshold of 25kt or more of greenhouse gases (CO2equivalent), or 100TJ or more of energy consumed or produced. This ensures that large‘facilities’ will be reported on even where a corporate group may not otherwise meet thetotal emissions threshold.
Although initially small and medium corporate groups will probably not be caught, the aboveemissions thresholds all reduce by 60% within 3 years, ensuring that the NGER Scheme has thewidest possible coverage (in excess of 700 corporate groups) by the time that the CPRS isintroduced.
Determining ‘ownership’ of emissions for the purposes of disclosureThe two main concepts for determining the ‘owner’ of greenhouse gas emissions, for thepurposes of disclosure under the NGER Scheme are ‘operational control’ and ‘facility’.
‘Operational control’ and how it affects facility managers
The Government has chosen ‘operational control’, as opposed to ‘financial control’, as the test forownership of emissions . This is significant for facility managers given that they take on theresponsibility for managing and operating a variety of different projects and assets for theirclients.
The ‘operational control’ test means that responsibility for reporting of emissions, consumptionand production will fall on whichever entity has the authority to introduce and implementoperational, health and safety and environmental policies over the relevant ‘facility’.
Where more than one entity can satisfy the above test, a ‘greatest authority’ test will be applied
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(but with the exclusion of health and safety policies).
The following is an extract from the NGER Guidelines which were released to assist companiesand advisers in interpreting the legislation:
Third party managers or operatorsIf a third party is contracted to manage or operate a facility on behalf of the owner, it is expectedthat authority to introduce policies will be shared between the owner and the manager oroperator according to conditions specified in the contract between the parties. The greatestauthority to introduce policies is thus dependent on the contractual relationshipbetween the parties.
In some circumstances the greatest authority will rest with the facility manager as theparty with day-to-day on-site managerial responsibility. This is, however, balanced againstthe ability to introduce operating and environmental policies, which can sometimes rest with theowner. [Emphasis added]
Perhaps even more useful to FMA Australia members currently grappling with the application ofthe ‘operational control’ test is the Regulations Policy Paper, which was released in February 2008(prior to the issue of the NGER Regulations) to stimulate discussion with stakeholders andinterest groups.
Although not all areas of the policy paper were adopted in the NGER Regulations (e.g. proxy testof energy billing for commercial property), the NGER Regulations have not altered the‘operational control’ test in any way and the following section is therefore useful in consideringhow it will be interpreted.
Legal advice indicates that in circumstances where a third party is responsible for managing oroperating a facility, the greatest authority to introduce operating and environmental policies isarguable and may ultimately be determined by the conditions of the contract betweenthe facility owner and operator. In some circumstances contract conditions may beprescriptive and require an operator to introduce policies determined by the owner. In othercircumstances contract conditions may be non-prescriptive and allow the operator to introducepolicies as considered necessary. However, even where contract conditions are prescriptive,operators may be able to introduce some policies while the owner would be responsible forothers.
Legal advice further indicates that the greatest authority to implement policies will, in themajority of circumstances, be with the facility operator.
Therefore, on balance, in circumstances where more than one corporation could beconsidered to have some ability to satisfy the requirements of paragraph 11(1)(a), afacility operator will generally be taken to have operational control over that facility inpreference to the facility owner.
That extract evinces a clear intention that even where facility owners maintain some level ofauthority to introduce and implement certain policies, it is the facility manager responsible for theday-to-day management of the facility who may well be considered as having ‘operational control’under the NGER Act.
Given that the contractual conditions will be the determinative factor, many large corporategroups who engage facility managers may currently be seeking to shift their risk by effectively‘delegating’ operational control of their facility through drafting special clauses into contracts andproject documents.
Facility managers should also consider whether they wish to draft similar clauses to ensure thatthey are not responsible for reporting emissions in situations where ‘operational control’ isunclear. Alternatively, managers should consider whether the legislation presents them with anopportunity to offer a new service to clients by collecting data and accepting responsibility forreporting under new contracts. In doing so, facility managers should ensure that the increasedoperational costs as well as associated corporate risk and liability is properly incorporated or
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reflected in the commercial terms.
Defining a ‘facility’ – not as easy as it may seem
‘Operational control’ as a concept is essentially meaningless without a proper understanding ofwhat it is that one has operational control over – a “facility”. Identifying a ‘facility’ under theNGER Scheme involves applying potentially complex tests (especially where activities at a site cutacross many different industry sectors) which cannot be given the attention they deserve in thisintroductory article.
Facility managers should seek legal advice for identifying ‘facilities’ within the meaning of theNGER Scheme as this could be a determinative factor as to whether facility managers meet thereporting thresholds.
Way forwardWhile it may be tempting for corporate groups to apply traditional concepts of ownership,management or control and to think simply in terms of assets or projects, these concepts arequite removed from the specific legal tests for ‘operational control’ and ‘facilities’ which have beenintroduced under the NGER Scheme.
Given the particular attention given to facility managers by the Government and the seriousconsequences for non-compliance, FMA Australia members should be carefully considering howthe NGER Scheme will impact their own activities as well as the activities of their clients.
Although liabilities do not arise until August 2009, the legislation requires data to be reportedfrom 1 July 2008. It is therefore essential that facility managers seek advice now to determinethe extent (if any) of their potential liability and put in place compliance procedures ensuring thatcorrect data is being collected and recorded for all activities, as of four months ago.
At the very least, being able to demonstrate that a corporate group sought advice and carried outany recommendations may avail CEOs of potential personal liability for non-compliance byproviding a defence under section 48 of the NGER Act.
Facility managers should also seek to identify a seemingly unique opportunity which is presentedby the NGER Scheme – the chance to offer clients an additional service which could be potentiallyvery valuable to their corporate risk profiles, by either accepting ‘operational control’ or putting inplace systems to allow for the collection and distribution of required data for their clients.
It is absolutely essential for all facility managers to understand the detailed requirements of theNGER Scheme. This article sets out only a very broad summary of the more significant issues invery general terms. Defining a ‘facility’ and determining who has ‘operational control’ requires aconsideration of many issues and an examination of any contracts and documents that in any wayaffect the operations of the relevant facility.
Please call Evan Economo or Scott Laycock of Gadens Lawyers on 02 9931 4950 for moreinformation.
Expressions of interest wanted for Green Precincts funding
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The Green Precincts Fund was announced in the 2008-09 Federal Budget, with funding of $15 million overfour years to support at least 10 high profiledemonstration projects that deliver water and energysavings, while educating the community about waterand energy efficiency.
Expressions of interest are now being sought forinnovative projects that demonstrate and deliversignificant energy and water savings for widely usedpublic facilities. Applications are due on 22 November.
The Green Precincts Fund supports both theGovernment's 10 year, $12.9 billion Water for theFuture plan, to secure the long-term water supply for
all Australians and the Solar Homes and Communities plan, to encourage local communities tobetter manage their water and energy use for current and future generations.
The main objectives of the Green Precincts Fund are to encourage and demonstrate innovation inthe design and use of water and energy efficiency technology; to raise awarenss about andencourage the take-up of water and energy saving measures; and to deliver direct environmentalbenefits from water and energy efficiency measures at Green Precincts project sites.
Projects must demonstrate and deliver significant water savings relative to comparable facilitiesthrough water efficiency measures such as high efficiency rated products, flow controlrestrictions, greywater use, rainwater and stormwater harvesting systems, efficient outdoor waterand landscaping systems and smart metering.
They will also be expected to deliver substantial reductions in greenhouse gas emissions throughenergy efficiency measures, such as solar power generation, solar hot water services, smartmetering, energy efficient appliances and lighting, wind generation and functional green buildingdesign. In order to qualify projects must be built at facilities that are for public use by a largenumber of people such as public libraries, shopping centres, community buildings, major sportingcentres and other public buildings and facilities.
Successful recipients of Green Precincts funding will also be expected to include a significantcommunity education component as part of their proposal.
Organisations eligible to apply for funding, which is capped at 50 per cent of approved costs, withminimum funding of $500,000 up to a maximum of $1.5 million, include communityorganisations, sporting clubs and state and local government.
For more information including guidelines and application forms, visitwww.environment.gov.au/water/programs or call 1800 218 478. Expressions of interest close on22 November.
Top honour for work on world-class convention centreAE Smith has been awarded a prestigious industry accolade for their work on the newlycompleted $115 million Darwin Convention Centre.
The 2008 Engineering Excellence Award was presented to AE Smith at the Engineers AustraliaNorthern Division’s annual Engineering Awards that aim to celebrate world class engineeringprojects.
The coveted top honour was shared with a team of engineering companies appointed as theConvention Centre’s fire engineers.
AE Smith collaborated with Connell Wagner, Sitzler Laing and O’Rourke Joint Venture to completethe engineering design and implementation for the Darwin Convention Centre, which is amongAustralia’s largest convention facilities.
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The rigorous judging process for the ExcellenceAwards includes reviewing how projects exceed clientexpectations, their community benefit as well asenvironmental sustainability.
“We’re very proud to have been recognised at thislevel for such a high profile project,” comments MarkJacobson, AE Smith’s Engineering Manager forQueensland.
“Collaborating with other engineering companies todeliver an outstanding project has also been veryrewarding,” he adds.
Winning the Northern Division overall accolade will now automatically enter AE Smith and partnercompanies into the Australian Engineering Excellence Awards, which will be announced at aceremony at Parliament House later this month.
Report on workplace violence and the role of facility managersThe IFMA Foundation has released a new report onworkplace violence entitled Violence in the Workplace:The Role of the Facility Manager.
Written by Wayne D. Veneklasen, Ph.D., CFM, andDonald W. Barnes Jr., CPP, the report looks at thehistory of violence in the workplace, examines thescope of the problem, describes the statutessurrounding it and concludes with a focus on planning,response and recovery.
While publications on workplace violence havetraditionally focused on the preventive role of thehuman resources department, there are many aspectsof the problem that can be alleviated by having the
proper safety plans and security procedures in place — and by the facility itself. This new reporttakes the perspective of the building owner and facility manager, while outlining the steps theycan take to help mitigate this problem.
“There is a lot out there on workplace violence. You read about it all the time. However, there hasbeen nothing done on what it means for the facility manager. What can they do if somethinghappens?” said Veneklasen.
“There is no simple answer. We’re just trying to create opportunities for people who have aconcern and want to do something about it. Here are some tools. You can assess your ownvulnerability and learn how to write a workplace violence policy if one doesn’t exist.”
The report was made possible through contributions donated in memory of W. David Beverly, thelate husband of Linda Beverly, CAE, IFMA’s vice president of administration. A long-time engineerat the National Aeronautics and Space Administration, David Beverly was killed on April 20, 2007,at Johnson Space Center in Houston, Texas, by a contract engineer who shot him and heldanother co-worker hostage before committing suicide. This senseless act impacted the lives ofcountless people and underscored the very real threat posed by violence in the workplace.
“While it isn’t always possible to predict when workplace violence will occur, we hope that thetools outlined in this report will help facility professionals do their part in preventing these acts,”said IFMA Foundation Executive Director William Rub.
“Our goal is to help create a safer workplace for everyone.”
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Murray Wickham
To obtain a free copy of the report, visit www.ifmafoundation.org.
Branch Committee Member Profile: Murray Wickham, Chair, FMA Australia QLDBranch
Murray Wickham is the manager of GHD’s Ipswich office based inSpringfield, south-west of Brisbane. GHD is a multi-disciplinary professionalservices company providing services in the fields of infrastructure, mining andindustry, defence, property, buildings and the environment.
Murray has been a member of FMA Australia since 1999 and has served onthe FMA Australia QLD Branch committee for the past three years. Lastmonth, Murray was elected Chair of the FMA Australia QLD Branch after long-serving former Chair, Lex Dewar, stepped down. FMA Online’s Bianca Frostspeaks with Murray about the past, present and future success of the FMAAustralia QLD Branch and finds out what motivated him to take on the role ofFMA Australia QLD Branch Chair.
FMA Online: What is your background in facilities management? MW: I am a carpenter and joiner by trade and also hold qualifications in constructionmanagement. I began my career in construction and worked my way up through sitemanagement to project management as a member of the Australian Defence Force (ADF), whereI worked for over 20 years in both construction management and facilities management.
After leaving the ADF, I was self-employed for four years as a contractor to the ADF to managethe maintenance of their health facilities at the Enoggera Barracks in Brisbane. This contractprovided me with valuable experience in the operation and maintenance of state of the artfacilities which included a hospital, dental facility and malaria research facility. Since joining GHDin 2001, I have been responsible for providing strategic facility management advice to clients ona range of projects with the GHD Facility and Asset Management Group and have subsequentlybeen involved in developing GHD’s architectural practice in south Queensland.
FMA Online: What do you like most about serving on the FMA Australia QLD Branchcommittee?MW: Serving on the FMA Australia QLD Branch committee has been a really enjoyable experienceon both a professional and personal level. Meeting and getting to know new people with similarinterests and experiences has been one of the greatest benefits of being part of the committee.Not only have I been able to contribute to a cause that I believe in, I have also gained personallyby getting to know other members, not just as professional colleagues, but as people.
FMA Online: To what do you owe the success of the FMA Australia QLD Branch?MW: We have a strong core of long standing committee members that have been involved yearafter year. At this year’s annual general meeting Lex Dewar stepped down as Chair after fouryears of service but will remain on the committee as an active member. Greg Tenbrink alsostepped down from the committee this year after ten years involvement both nationally andlocally but will also continue to be involved with our Branch activities. Both Lex and Greg – andindeed, all of our committee members, both past and present - are very passionate about makingsure that FMA Australia keeps progressing in Queensland. Collectively, we share a common beliefin the value that a professional body of facility managers can contribute to the betterment of ourindustry. Our events allow facility mangers and other allied professionals and service providers tomeet and network with people from different fields and not become isolated from the rest of theFM industry.
FMA Online: What made you stand for the FMA Australia QLD Branch Chair?MW: I had been considering it for a while since Lex declared his intention to step down earlierthis year. I know from experience that finding the time to commit to committee activities can bedifficult but I really believe that it is worthwhile to do these things in order to give yourself theopportunity to grow both personally and professionally. As the incoming Chair, I expect that there
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Fiona Motherway
will be certain challenges in terms of balancing the needs of the committee with that of my workbut, at the end of the day, I think these challenges will be well worth the rewards.
FMA Online: What will be the main focus of the FMA Australia QLD Branch over the next12 months?MW: I think there is a great opportunity in south Queensland to grow our membership becausethere is some significant growth occurring in the industry, particularly within the governmentportfolios of education, health, main roads and other State departments who engage largenumbers of facility managers. These are the areas that we need to target because while we seesome people from those areas attending our events, we don’t see a lot. One of our main focusesover the coming year will be to make contact with senior management in those areas anddemonstrate what benefits FMA Australia can deliver their organisations both in terms ofprofessional development and networking opportunities. This is also a great opportunity to bringtogether the public and private sectors and facilitate an exchange of ideas and informationbetween the two.
FMA Online: What upcoming events are being held by the FMA Australia QLD Branch?MW: The next main event coming up for the FMA Australia QLD Branch is our Christmas event. Acouple of years ago we hosted an event at Southbank and that was very successful. This yearwe’re planning to hold something similar with a special guest speaker and a short presentationalthough essentially it is an opportunity for members to get together, recharge their batteries andinspire each other for the coming year.
FMA Online: Is there anything else that you would like to add?MW: I really want to acknowledge the hard work of the various committees and committeemembers over the time that I have been involved with the FMA Australia QLD Branch and, inparticular, the leadership of the former FMA Australia QLD Branch Chair. It is my desire tocontinue and build on the many fine traditions that have been established by the FMA AustraliaQLD Branch over the past several years.
Registration information for the FMA Australia QLD Branch Christmas lunch will be availableshortly. For further information, please contact Stacey Vassiliadis at [email protected] or byphoning (03) 8641 6610.
New Member Profile: Fiona Motherway, National Facilities Manager, Jones LangLaSalle
After nine years abroad working in facilities management, Fiona Motherwayreturned to Australia to take up the role of National Facilities Manager atJones Lang LaSalle, on the Commonwealth Government Centrelink account.
FMA Online’s Bianca Frost spoke with Fiona about the differences in Irishand Australian FM practice and discovered that floods and cyclone watch arejust a few of the challenges she faces in running Centrelink’s large,geographically diverse portfolio of properties.
FMA Online: When and why did you join FMA Australia?FM: I joined FMA Australia last month. The first and foremost reason why Ijoined was to meet and network with other facility management
professionals. Joining FMA Australia provides a really valuable opportunity to meet other peoplethat you can share and exchange ideas with. Whatever issues you might be having with abuilding or services contract, it is likely that someone else has had that experience. Anotherbenefit I saw in joining FMA Australia was the opportunity to access professional developmentcourses to build on my professional skills. I’ve only recently moved back to Australia after livingin Ireland for the past nine years. During that time I was a member of the British Institute ofFacility Management (BIFM) and the Irish Property and Facility Management Association (IPFMA)which provided me with a lot of worthwhile information that assisted me in my work. Onreturning to Australia, I was keen to continue my association with a professional FM body and
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was delighted to discover that FMA Australia provided just that vehicle.
FMA Online: Not only are you a new member of FMA Australia, you have also joined theFMA Australia ACT Branch committee. Why did you decide to join the committee? FM: It’s very easy to join an association and sit back and wait for something to happen and hopethat your expectations are met, but I thought it would be really great to get involved andhopefully shape the future direction of FM in the ACT.
FMA Online: What is your background in facilities management?FM: I’ve been working in facilities management for nearly 10 years now. Prior to my career in FM,I worked in IT training. When I moved to Ireland I was looking for work in IT when a job came upfor a facilities assistant with a British software company. This was during the time of the CelticTiger in Ireland which was a huge economic boom period. The company I went to work for wasgrowing rapidly and offered lots of opportunities as they were fitting out multiple new buildings tofacilitate the expansion of their operations in Ireland. I worked there for a few years beforemoving into facility management roles with an American bank and then a legal firm. I’ve beenvery lucky in my FM career to have had exposure to a diverse range of clients, roles andexperiences.
FMA Online: What does your current role involve?FM: I work for Jones Lang La Salle and my current role is National Facilities Manager for ourclient, Centrelink. I lead a facilities team which consists of myself and four other people. Togetherwe manage the facility services for the national Centrelink network which includes 430 offices andapproximately 580,000 square metres of floor space nationwide. It’s an interesting andchallenging role and quite unlike anything I’ve done before.
FMA Online: What do you like most about your work?FM: What I like most about my work are the challenges that arise from managing such a widegeographical spread of offices. For example, from November to April all of our client’s northernarea offices are on cyclone watch, which is something that I’d never had to consider before in myfacilities career. There are an enormous amount of challenges associated with the portfolio and noday is the same as the next.
FMA Online: How do you manage such a large number of offices over such a wide area?FM: One of the most difficult things I found when I first took on this role was coming to termswith the fact that, even as the senior facilities manager on the account, I can’t always knowwhat’s going on at every site all of the time. It’s simply impossible. We’re fortunate thatCentrelink is a very structured organisation and have engaged their own regionally-basedproperty staff, in addition to the services that Jones Lang LaSalle provides. We have daily contactwith our client representatives around the country and have built an excellent workingrelationship with each of them.
FMA Online: What kind of challenges do you face in a working week?FM: Providing facilities services to a large number of remote sites is an enormous challenge. Atthis time of year in certain locations there is a likelihood of cyclones occurring, so we’re nowweather watching most days to see what’s happening over the top end of Australia. Sourcingexperienced and qualified local labour can sometimes also be difficult. Responding to emergencysituations in remote areas often requires a creative approach. During the floods in Katherineearlier this year, our contractors had to use boats to access the site in order to carry outemergency works to the local Centrelink office.
FMA Online: Can you tell us something about the company you work for?FM: Jones Lang LaSalle is a financial and professional services firm specialising in real estateservices and investment management. We have more than 30,000 people in 700 cities in 60countries serving the local, regional and global real estate needs of those clients. In response tochanging client expectations and market conditions, we assemble teams of experts who deliverintegrated services built on market insight and foresight, sound research and relevant marketknowledge.
FMA Online: Have you noticed any significant difference between FM practice in Ireland
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Carly Jenkins
and Australia?FM: Based on my time in Ireland, I would say that FM is not as well recognised as a discipline asit is here in Australia. In Ireland it would be quite common for people to ask: Facilitiesmanagement? What is that? In Australia, people seem to be much more informed and not justproperty people. Even people outside of the industry seem to know what facilities managementis, even if that is only on a basic level. FM is a relatively new discipline in Ireland and theassociation I was a member of didn’t have the same resources as FMA Australia. I was verypleasantly surprised to return to Australia and discover that there was such a well organised andwell resourced professional body for facility managers in Australia.
FMA Online: How do the sustainability initiatives you encountered in Ireland compareto those in Australia? FM: I think Australia would certainly be leading Ireland in terms of sustainability issues. I havereally noticed that the kind of initiatives that we have adopted on behalf of our clients in terms ofwaste, water, energy management and so on, just weren’t at the front of people’s minds withinthe organisations that I worked for in Ireland. Admittedly, these were non-governmentorganisations during an enormous boom period so their focus was on rapid expansion rather thansustainability. Perhaps now as the world is facing recession, there might be a renewed focus onsustainability as a cost saving measure.
FMA Online: In your opinion, what are going to be the big issues facing the FM industryover the next five years?FM: Of course, sustainability would have to be the big one and finding the best way to reportperformance is becoming increasingly important. In particular, I think that water measurementand conservation will definitely become an enormous priority for facility managers. While energymanagement is a relatively straightforward service to report on in terms of reductions andsavings, water usage has yet to achieve the same status which I find surprising in a country likeAustralia which is the world’s driest continent. From what I can see at the moment, there is notnearly enough focus commercially on water measurement and conservation. In our case, workingwith a government client, I believe this is going to become a very hot issue over the next severalyears.
FMA Online: Finally, as a new member of FMA Australia, what are you looking forwardto most in terms of your membership?FM: I’m looking forward to the opportunity to go to events, hear keynote speakers and also visitsites. For me, site visits are really important. It’s great to go along to a lunch and listen to aspeaker but it’s really interesting as a facility manager to visit a site, have a good look aroundand find out how other facility managers operate their premises and deal with the challengestheir facilities pose.
Five minutes with… Carly Jenkins, Administration Coordinator, FMA Australianational office
Behind the events, professional development, membership activities andpublications put on by FMA Australia, is a small team of dedicatedprofessionals working hard to provide the FM industry with the tools, ideasand information that it needs to flourish as a professional, respected andproperly recognised industry. This month FMA Online takes you to FMAAustralia’s national office in Melbourne to meet its newest recruit, CarlyJenkins.
I joined the FMA Australia national office three months ago as theassociation’s new Administration Coordinator.
My core responsibility at FMA Australia is to support its staff in the threekey areas of membership, professional development and marketing, in addition to theassociation’s general administration requirements.
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Liong Khoo
Before joining FMA Australia I was working as an administration officer for a health careorganisation in Melbourne’s eastern suburbs. This is the first time I have worked in a membershiporganisation and I have been pleased to find it a lot more customer oriented than otherorganisations I have previously worked in.
What I enjoy most about my role at FMA Australia is its scope and variety. Working acrossso many different functions of the organisation has enabled me to gain experience in many newand challenging areas that I hadn’t previously been exposed to. I also enjoy working with adiverse team of professionals who are passionate about their work and I am motivated by thepositive office culture which this creates.
One of the greatest challenges I have faced since joining FMA Australia has been learningthe terminologies specific to the FM industry. However, this has also enabled me to learn a lotmore about the breadth and complexity of issues involved in facilities management. I now have amuch better appreciation and understanding of what goes on behind the scenes in terms ofbuilding management. For example, when I enter a building, whether that be the office or ashopping centre, I’m much more aware of all the effort that goes into cleaning, heating, coolingand maintaining those spaces. I have learnt that FM is a very complex industry.
The most valuable lesson that I have learnt since starting at FMA Australia is theimportance of prioritising and following time frames. We run a large program of concurrent eventsand member services with only a relatively small team so it is imperative that we manage ourtime effectively.
Recent projects I have worked on include membership administration and administration forour new seminar series ‘Do you know HOW to manage green retrofitting ?’. I am working onvarious other professional development courses and seminars such as the Managing Fire Risks forSafety seminars which were recently held in Victoria and NSW. It is also my responsibility toprepare the weekly branch emails that we use to communicate upcoming events and professionaldevelopment opportunities to our membership.
My main interests outside of my work at FMA Australia are going out with friends, stayingfit and travelling.
Appointments: New leadership for GHD in Malaysia, Liong KhooLeading international professional services company GHD has appointedLiong Khoo as its Malaysian Operating Centre Manager. Liong, a Malaysian,has been living in Australia for the past 30 years and has returned to hishome country to head GHD Malaysia’s operations.
Liong is a civil engineer with more than 25 years experience, predominantlyin water projects. He joined GHD in Sydney in 1983 and has worked onprojects in water supply, water treatment, sewerage, wastewater treatmentand water recycling.
Liong was country manager for Malaysia from April 2004 to December 2005.During this 20 month period he was instrumental in growing GHD Malaysia’s
business from three staff to more than 90 staff. Currently, the firm employs over 200 dedicatedengineers, drafters, scientists and support staff in its Malaysian operations.
Liong’s vision is for GHD Malaysia to be the country’s premier professional services consultant,while making valuable contributions to the community.
Liong said: "There are tremendous opportunities in Malaysia and we want to be recognised foradding value to important projects for our clients".
GHD has operated in Malaysia since 1978, specialising in civil infrastructure, industrialinfrastructure, building and structures, water and environment and asset and facilitiesmanagement. The company is a bumiputra-status company registered with the Ministry of
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Angus Nardi
Finance and Board of Engineers Malaysia.
The firm has successfully delivered a number of important projects in Malaysia, including SultanAzlan Shah Dam, Malaysia’s first and largest roller compacted concrete dam in Sg.Kinta, Perakand the Islamic Civilisation Park in Kuala Terengganu.
Appointments: Property Council appoints NSW Deputy Executive Director, AngusNardi
The Property Council of Australia has appointed Angus Nardi as theorganisation’s Deputy Executive Director as part of a plan to increase itsengagement with political leaders in NSW.
Mr Nardi has been the Property Council’s NSW Policy Manager for the pasttwo years and will now take responsibility for sustainability and planningissues, including implementation of the planning reform package passed byParliament in June and soon to be drafted plans for central Sydney.
NSW Executive Director Ken Morrison said it was the right time in the politicalcycle to devote more resources to engagement with political leaders andpromoting policies in these two vital areas.
“This appointment strengthens the industry’s capacity to initiate innovative policy solutions to thenew Premier and his Cabinet and to the Opposition in the lead up to the 2011 election.
“Angus has made a tremendous contribution to the Property Council to date and this appointmentallows him to continue this on a broader basis.”
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