Volume 6 Number 4 December 2012–February 2013 Careers in facilities management The leading resource for facilities management in Australasia Official magazine of the Facility Management Association of Australia Print Post Approved 340742 00155 $9.95 inc GST FM’s 2012 Awards for Excellence
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Volume 6 Number 4December 2012–February 2013
Careers in facilities
management
The leading resource for facilities management in Australasia
Official magazine of the Facility Management Association of Australia
Print Post Approved 340742 00155 $9.95 inc GST
FM’s 2012 Awards for Excellence
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FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 1
02 Chairman’s message
03 CEO’s message
04 Industry news
BEST PRACTICE
06 Work on the Move a winner
RESIDENTIAL
10 Residential facilities management
FMA AUSTRALIA INDUSTRY AWARDS FOR EXCELLENCE 2012
12 Shining a spotlight on FM’s high achievers
GREEN BUILDINGS
18 Healthy buildings, healthy people
22 Meeting the energy management challenge
25 You don’t need to move to get good NABERS
GREEN BUILDINGS – WASTE
28 Don’t waste what you can use
FLOORING
34 Profitable and green: a carpet- maker’s tale
THE MODERN WORKPLACE
38 Breaking away from assigned desking: …the only chance at a flexible and sustainable workplace
TECHNOLOGY AND INNOVATION
40 Hosted software versus in-house. What will suit your business?
MINING AND REMOTE LOCATIONS
45 Significant opportunities for facilities management in remote mining camps
SECURITY
49 Combining physical and logical access control on NFC- enabled BYOD smartphones
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8 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
Expert energy management solutions
Since 2005, SBS has developed and commercialised innovative
technology solutions to cater for the dynamic needs of the
utility services, including:
3 Advanced industrial and commercial metering solutions for multi
utility services
3 Green Star, NABERS and NGERS information visualisation
3 Real-time Smart Grid Energy visualisation including in-home
displays
3 Online energy, water, air-conditioning, heat, liquid fuels and gas
management
Our most recent projects involve provision of systems to Westfield,
Rio Tinto and City of Sydney.
NMI pattern approved metersAs of 1 January 2013, any electricity meter used for billing of
electricity must be National Measurements Institute (NMI) pattern
approved. From this date, it will be a criminal offence to use a non-
pattern approved electricity meter for billing.
SBS stock a full range of EDMI NMI Pattern Approved Electronic
Meters and are the official Australian Agent for EDMI Electricity
Meters and also Kamstrup Ultrasonic Water Meters, Heat Meters
and Gas Compensator Calculators. It is important to note that our
systems are likely to be one of the few legal solutions for metering
via Modbus on a BMS as the vast majority of panel meters in the
market are not NMI Pattern Approved.
EDMI metersSBS uses EDMI Electronic Meters as its measurement platform for its
utility services. All meters are individually calibrated against traceable
standards and come complete with individual NATA endorsed
calibration certificates. In regards to data collection, the following
characteristics (although not limited to) set these meters apart from
the rest of the market:
3 Holds up to 24 years of 30 minute data (load profile)
3 Holds up to eight (8) rates of tariff data
3 Displays total for current period (kWhrs, VARhrs, power factor)
3 Maximum demand
3 No back-end PC or other device needed to log data
3 Electronic Flag Alarms (EFAs) designed for meter integrity
3 Voltage sage/swell logs
3 Power quality parameters
3 Communication logs.
Multi-utility end-to-end metering solutions Being one of the very few sub-metering providers that provide multi-
utility solutions, our end-to-end solutions unify all utility services
(electricity, water and gas) into the one system. We also look at the
whole picture in our design and implementation of our customised
solutions and offer the following services as part of our customised
solutions:
3 Meter system design and consultancy
3 Provision of utility grade meters
3 Commissioning (hardware and software)
3 Integration of meter reading system to existing BMS if required
3 Remote data retrieval
3 Data validation and export
3 Export of data
3 Customised client software solutions
3 Billing services
Specialised AMR systemWe specialise in the provision of systems that are timely, accurate
and cost-effective. Our Automatic Meter Reading (AMR) systems
allow remote data retrieval via:
3 Ethernet
3 GSM/GPRS/3G
3 Push GPRS
Data guaranteeWe are so confident that our data collection systems will work first
time every time, we guarantee the integrity of the data if we have
designed, installed and commissioned the metering system. This is
our data guarantee to all of our clients.
Smart Building Services Pty Ltd (SBS) is an expert energy management solutions provider that offers
metering network design, data collection and unique online software solutions and utility-grade
hardware.
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Multi-Unit Residential
Multi-U
nit R
esiden
tial
Facilities Management
Good Practice Guide Out now!
Electronic
Download from www.fma.com.au
Hard copy
Hard copies of the Guide can be purchased for $49.95 (inc GST) by contacting FMA Australia on 03 8641 6666, via email on [email protected] or download the purchase form from www.fma.com.au.
Free member copy
A limited number of printed copies are available free of charge to General Members, courtesy of Facility Management Victoria Pty Ltd. To obtain your free copy contact FMA Australia on 03 8641 6666, via email on [email protected] or download the purchase form from www.fma.com.au
FACILITY MANAGEMENT VICTORIA PTY LTD
Facilities Management Strata Legislation Stakeholders Sustainability Energy Water Waste Maintenance Planning Essential Services Record Keeping Dangerous Goods Hazardous Materials Health & Amenity Indoor Air Quality Noise and Acoustics Security Access Management Traffic Management Emergency Management Contract Management Procurement and much more!
Over the next five years, multi-unit residential apartment
construction is forecast to surge. The growing trend for
Australians to seek higher-density living instead of traditional
single-unit housing stems from a range of factors, including a
preference for inner-city living, escalation in residential land values,
and declining average household sizes.
Multi-unit residential facilities cover a range of property types and
construction styles, from high-rise apartments with units stacked
horizontally and vertically, to low-rise villa-style complexes with units
clustered around central features.
Each type has its own unique features, challenges and
opportunities, not least for the facilities manager.
A common theme is that they all involve a number of individual
property owners sharing in the decision-making regarding
management, maintenance and operation of common property and
shared services, which introduces a different element of complexity
to the management of each facility.
A number of factors make multi-unit residential different from
other types of buildings, such as commercial office facilities:
3 it is someone’s home (every hour of every day)
3 different types of emotions are involved
3 different priorities (for example, the need for continuous hot
water).
Owners’ corporations, or bodies corporate, are created to
manage and maintain the common or shared property created when
properties are strata-titled or subdivided. All lot owners automatically
become a member of the owners’ corporation or body corporate,
and it is this body that engages the facilities manager.
As with other types of facilities, a residential facilities manager
may be employed directly as an employee, or they may be engaged
as a contracted service provider to deliver one or more, or all, facility
services.
The residential facilities manager works closely with the strata
manager and property manager and, in some circumstances
(particularly with smaller properties), may in fact be one person with
multiple roles.
In its role as the peak national industry body for facilities
management, FMA Australia is now developing a series of good
practice guides, with the first of these recently launched in
Melbourne.
The FM Good Practice Guide for Multi-Unit Residential provides an
overview of facilities management in multi-unit residential buildings,
focusing on common areas and shared services.
Developed with funding from the Hi-RES program coordinated
by the City of Melbourne, the purpose of this national guide is
to provide a common understanding of issues and good practice
requirements, helping to bridge knowledge gaps between the various
stakeholders involved in the development, construction, operations,
maintenance, management and administration of multi-unit
residential buildings.
Forming part of a series of good practice guides, this publication
covers all key areas relevant to those involved with facilities
management activities within multi-unit residential facilities,
regardless of size, complexity or location.
Residential facilities managementWith a growing number of Australians living in apartments, townhouses and other types of multi-unit
residential facilities, the role of the facilities manager is becoming increasingly important. The recently
released FM Good Practice Guide for Multi-Unit Residential is helping to drive progress in this area.
For more information visit www.fma.com.au.
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12 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
FM Industry Awards for Excellence 2012
The 2012 FM Industry Awards for Excellence were held
at a stunning gala event at the Grand Hyatt Melbourne
on 22 November 2012. In what has become the industry
night of nights, nominees and guests were able to celebrate a
year of outstanding achievement, while enjoying great food and
entertainment.
With a record number of entries the following are the winners and
highly commended for 2012:
Facilities Manager of the Year
Brad Collins, Cromwell Property GroupBrad is a facilities management professional who has 17 years’
experience with a diverse range of assets. In his role as National
Facilities Manager for Cromwell, Brad oversees a portfolio of 28
assets worth $2.4 billion, and a team of 14. His building services
technical expertise and knowledge of sustainability management have
resulted in several accolades for his employer. Brad is also Branch
Chairman of the FMA Australia Queensland Branch, and is closely
involved with other member associations.
Finalists: 3 Kelli Jansz, Jones Lang LaSalle
3 Michael Barlow, Five D Holdings Pty Ltd (Highly Commended)
Young Achiever of the Year
Glen Cooper, Leighton Contractors – Services DivisionGlenn Cooper is responsible for facilities management of CitiPower’s
and Powercor’s sites in Western Victoria. Glenn works closely
with the client’s Asset Manager at each site, and ensures the
delivery of efficient facility maintenance, essential services, lifecycle
management, project management and minor works. A key focus of
this work is delivering the works scope in line with both the client’s
and Leighton Contractors’ safety policies and procedures. Glenn’s
work enables the client to deliver reliable electricity distribution
services.
Finalists: 3 Jack Gardner, Knight Frank Australia Pty Ltd
3 Matthew Brancato, Jones Lang LaSalle Telstra Account (Highly
Commended)
With thanks to Neil Wood, 2011 Facilities Manager of the Year, for
his generous $500 prize donation for the 2012 Young Achiever of the
Year.
Consultant of the Year
Kingfisher RecruitmentEstablished in 2005, Kingfisher Recruitment is a professional
recruitment organisation specialising in the built environment. Driven
by their customers and a progressive approach to doing business,
Kingfisher Recruitment provides leading organisations with access to
high-level recruitment advice and quality candidates.
With a dynamic, enthusiastic and motivated team of recruitment
consultants, Kingfisher Recruitment staff members consider
themselves not as sales people, but as being committed long-term to
recruitment in the built environment.
Finalist: 3 Telstra 2012 Corporate Environment Reporting (Jones Lang
LaSalle)
Contribution to Energy Efficiency
275 Kent Street (Mirvac)The Mirvac Engineering and Operations Team at 275 Kent Street,
Westpac Place, led by Senior Engineering and Operations Manager
Peter O’Reilly, achieved a 15 per cent overall energy reduction
between April 2011 and March 2012.
Delivered as part of a collaborative project that involved the
engagement of contractors and tenants, the team members have
been key contributors to leading innovations in the industry, including
developing and trialling of new control strategies, which have been
filtered through the Mirvac portfolio.
Finalists: 3 Mirvac Portfolio
3 Westfield – Building Service Energy Integration Project
(Controlworks)
Impact on Organisation and Workplace
Spotless Managed Services – Housing NSW ContractSpotless Managed Services – Housing New South Wales Contract
has been conceptualised and based on a collaborative/partnership
approach that specifically supports the employment of local, small
to medium-sized enterprises. The Works Management IT Software
System that has been developed for the contract continues to be the
nucleus of their success, as it processes approximately 800–1000
works orders per day for Housing New South Wales, distributing
them to more than 250 different sub-contractors across multiple
geographic regions.
Finalist: 3 Worksmart@420 George (Jones Lang LaSalle)
Shining a spotlight on FM’s high achievers
Proudly supported by
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FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 13
FM Industry Awards for Excellence 2012
In-House Client Team of the Year
Commonwealth Bank of AustraliaThe Commonwealth Bank Group is Australia’s leading provider of
integrated financial services. The Property team’s service offering
is aligned to our Group’s vision and continues to positively impact
the Group, its culture and its customers. Since Property was first
insourced, its delivery of service excellence and innovation has seen
their internal service offering continue to grow. This year, their strong
internal brand is seeing the team expand to commence supporting
the group’s international operations.
Finalists: 3 Cromwell Property Group
3 Glen Eira City Council’s Building Asset Management Sub
Committee
Industry Innovation
1200 Buildings Program – Environmental Upgrade Finance (EUA)
The 1200 Buildings Program was launched by the Lord Mayor Robert
Doyle in March 2010 and aims to catalyse and support the retrofit
of 1200 commercial buildings in the municipality of Melbourne.
The program is innovative, as it is the largest program of its kind in
Australia and offers building owners access to finance through a new
finance mechanism: environmental upgrade agreements, designed to
encourage retrofit activity in a financially constrained environment.
Finalists: 3 Innovation in Technology (FM Innovations) (Special
Commendation)
3 JLL FM Service Delivery Model (Jones Lang LaSalle)
Let us help change your world. T:+61 (0) 2 6241 7853 [email protected] www.fsifm.com.au
Concept Evolution™ Facilities Management Software: ● Web-based● Easy to use● Functionality rich● Scalable● Self-service portals● Cross-platform mobile
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322548A_FSI FM | 1777.indd 1 10/21/12 2:44 PM
Proudly supported byProudly supported by
1777_Facility Perspectives Dec 2012.indd 13 11/8/12 4:42 PM
14 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
FM Industry Awards for Excellence 2012
Service Provider of the Year
Department of Customs and Border Protection Account Team (Jones Lang LaSalle)In the first year of taking over the Customs and Border Protection
account, the Jones Lang LaSalle team has added significant value.
Following a smooth transition, the team has implemented a rigorous
supplier qualification process to better leverage vendor relationships
for the Department.
The facilities management team is aligned with the Department’s
overall objectives and has delivered $1.5 million in cost avoidance or
savings during the first 12 months, and achieved an average customer
satisfaction score of 4.5 out of a possible 5.0.
Finalists: 3 Provision of Property Services to the City of Sydney (Brookfield
Multiplex Services)
3 Western Power (Leighton Contractors – Services Division)
Sustainability and Environmental Impact
Water Efficiency – Perth District Court (Brookfield Multiplex Services)
Brookfield Multiplex Services has worked in collaboration with the
Western Liberty Group, the Department of the Attorney General,
the Water Corporation and other relevant stakeholders to revisit all
aspects of water usage at the Perth District Courts. This is in order to
identify a range of initiatives to deliver the most efficient, sustainable
water usage strategy. Since 2009, water consumption for the Court
has fallen by 26 per cent, from 23,313kL per annum to 17,169kL per
annum.
Finalists: 3 Environmental Reporting System/Emma Buick (DTZ, a UGL
Company)
3 Telstra 2012 Corporate Environment Reporting (Jones Lang
LaSalle)
Thanks to all our Partners for their valuable support:
Principal Partner
Major Partner
Corporate Charity Partner
Prize Draw with thanks to
Event images
Images from the awards gala can be viewed on the official
FMA Australia Flickr account by visiting:
www.flickr.com/people/fmaaustralia
Proudly supported by
Proudly supported by
1777_Facility Perspectives Dec 2012.indd 14 11/8/12 4:42 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 15
company profile
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 X
company profile
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With an Australia-wide network of over
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Our pest control technicians are fully licensed to Australian
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Amalgamated Pest Control can also provide specialist support for
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We provide an online reporting system so you can manage all of
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Amalgamated Pest Control provides 100 per cent Australian-
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16 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
Quality and innovation in hot waterRinnai Australia expands the range of commercial water heating solutions with the development of a
new product – the HEX250, reflecting Rinnai Australia’s global commitment to quality and innovation.
This is a great addition to the already expansive range of hot
water, warm water and solar pre-heat products that Rinnai
currently offers. A key feature of the HEX250 is the use of
stainless steel throughout the parts in contact with the consumable
water.
The concept of the HEX250 is straightforward. The water in the
tank is heated by an external heat source, usually the HD200. Heated
water is stored within the tank and this energy is transferred through
the heat exchange coils, heating the consumable hot water to deliver
the desired outlet temperature. This separates the consumable hot
water from the heat source, helping to manage water quality issues
and prolong the unit’s service life. The heavily insulated, 250-litre
tank is manufactured in 444-grade stainless steel, while 316 grade
stainless steel is used to manufacture the coil and the 32-millimetre
headers. An industrial float valve is used to control the level of
the water within the tank as it is a non-pressurised system, as
demonstrated in the image below.
HEX250 systems are built in modules, using the dedicated Heavy
Duty Continuous Flow water heater as the standard heat source.
Rinnai Heavy Duty Water Heaters are very reliable, with a thermal
efficiency over 81 per cent. The heat source is available in modules
of one, two or three water heaters with the option of internal or
external models.
The HEX250 system will deliver a constant output temperature of
60 degrees Celsius. To further enhance the efficiency of the HEX250
system, Rinnai has utilised an innovative control system that adjusts
the temperature of the heated water to reflect the consumable water
demand. It does this with an accurate temperature sensor, therefore
reducing the amount of start ups each Continuous Flow unit has to
complete. The water heaters have modulating burners, which match
the output of the heater to the hot water demand. The reduction in
start-ups prolongs the life of the heat source and reduces the start-up
gas consumption.
Rinnai has adopted a modular approach: HEX250 tanks, pump kits
and manifolded Heavy Duty Water Heaters are packaged separately
for easy handling and positioning on site. Rinnai’s commercial team
can design a solution utilising the HEX250 to meet your needs,
whatever the criteria. Complete systems can be assembled and
skid mounted in Rinnai’s state-of-the-art South Australian factory
using the same modular approach offering easy transportation and
installation into position. Skid mounted systems require minor fit-off
of electrical, cold, hot, return and gas connections before operation.
Supplied by Stuart Lawrence. Contact Rinnai commercial for further information on 1300 555 545.
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1777_Facility Perspectives Dec 2012.indd 17 11/8/12 4:42 PM
18 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
green buildings
This raises the question: why haven’t ‘healthy’ buildings
received the same recognition as ‘green’ buildings? When this
question was posed recently at the Healthy Buildings 2012
conference in Brisbane, lively debate ensued.
‘It’s true that the original genesis of Green Star was about “saving
the planet”,’ says the Green Building Council of Australia’s Executive
Director of Green Star, Andrew Aitken. ‘While this has shifted in
recent years, and we are now more focused on the “people” aspect
of buildings and communities, we tend to see reports about energy
and water savings in green buildings, but less information about the
benefits for people.’
A number of environmental assessment tools exist for green
buildings, including Green Star, which rates buildings and
communities at the design and construction phase, and NABERS,
which assesses buildings at the operational phase. Both assess indoor
environment quality, while a Green Star rating tool to assess the
operational performance of existing buildings is also in development.
‘Around 30 per cent of the Green Star points available concern
people issues, which is striking when you consider that 25 per cent
of the Green Star points are available in the Energy category, and
around 15 per cent in the Water category,’ Aitken says.
‘However, we find that companies are more comfortable reporting
on easy-to-measure factors such as energy savings, water reductions
and dollars in the bank. When it comes to the impact that buildings
have on people, such as office productivity, worker sick days or
teacher and nurse turnover rates, they are less inclined to want to
report on those.’
Nicholas Burt, Chief Executive Officer of the Facility Management
Association of Australia (FMA) agrees. ‘It is much easier to
understand – and in turn measure – a cost saving associated with
energy reduction than it is one concerning human behaviour. Without
a clear, evidence-based measure against which you can benchmark
the changes in productivity, it’s hard for organisations to put a dollar
figure on the benefits,’ he says.
Vyt Garnys, Managing Director of CETEC, is an expert in indoor
environment quality (IEQ). He thinks the phrase ‘healthy building’
is limiting in itself. ‘A ‘healthy building’ implies that the building is
healthy, rather than that it facilitates better health among the people
who live and work in the building. What we’re really talking about are
“occupant optimised buildings”,’ Garnys says.
People and planetIEQ – which encompasses not only air quality and ventilation, but
also issues such as thermal comfort, noise, visual environment and
space – has both physiological and psychological impacts. Poor
IEQ contributes to increased sick leave, increased staff turnover,
reduced productivity and negative employee attitude. The CSIRO
has estimated that it costs the Australian economy $12 billion a year.
The OECD suggests that illnesses – such as asthma, headaches and
allergies – associated with indoor air pollution are now one of the
most acute problems related to building activities around the world.
Numerous studies over the years, both in Australia and
internationally, have found that better IEQ in buildings reduces sick
leave and improves worker productivity and health. Typically, these
gains vary between two and 10 per cent per worker.
Healthy buildings, healthy peopleBY MARK THOMSON, CORPORATE SUSTAINABILITY PRINCIPAL OF THE SCHIAVELLO GROUP OF COMPANIESFrom the plague houses of the 16th century to the ‘sick’ buildings of the 1980s,
where we live and work has always had an impact on human health. While
the way that buildings are designed, and the materials and methods used to
construct and operate them, have been high on the green agenda for some time,
the consequences for human health have been less prominent.
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FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 19
green buildings
Most of these studies examine the impact of good IEQ on
individual buildings. A post-refurbishment study of the Green Star-
rated 500 Collins Street in Melbourne, which underwent a green
upgrade in 2005, revealed a 39 per cent reduction in average sick
leave days per employee each month, and a seven per cent increase
in the lawyers’ billing ratios (despite a decline in the hours worked).
In addition, the typing speeds of the building’s legal secretaries
improved by nine per cent.
Another study, conducted by the University of Technology, Sydney,
tracked more than 2500 employees of Macquarie Bank over a 15-
month period as they moved into their new Green Star-rated office.
The researchers found that a combination of sustainable building
design attributes and activity-based working environments improved
perceived productivity by as much as 15 per cent.
The reliability of ‘perceived productivity’ metrics does pose some
problems, though. ‘One of the challenges of measuring productivity
is that everyone performs at different output levels in the same
space, depending on the tasks required. The credible studies of
productivity conduct both pre- and post-occupancy studies, and then
assess quantifiable skills such as keystrokes, rather than cognition or
planning,’ Vyt Garnys explains.
Andrew Aitken says that some clear and reliable metrics are
already emerging. He points to the first healthcare facility to achieve
a Green Star rating: the Flinders Medical Centre, which has seen a
nine per cent increase in the number of babies born since it opened
its new green wing. The hospital is getting more people through the
facility, with shorter recovery times, due to the emphasis on healthy
building principles.
‘This is a clear metric that underscores what the hospital is built to
do – heal people, treat people, deliver babies. We hear similar stories
of hospitals in the United States that can demonstrate reductions in
analgesic requirements for patients, faster healing times and lower
nurse turnover rates. These are very simple metrics and remind us
why we have a hospital in the first place,’ Aitken explains.
Measuring and managingSo, what would a healthy building rating tool measure? There seems
to be general consensus that it would include both a ‘wellness’
component that supports creativity, innovation and general
wellbeing, and a ‘productivity’ component, which measures sick days,
costs of sick leave and staff turnover, among other things.
The FMA is looking for a set of evidence-based metrics that
measure productivity, health and wellbeing, and consider issues of
engagement with tenants and occupants in operational management.
‘The FMA would welcome a very robust measurement system,
because it is a high proportion of what the operational management
of a facility is about. It’s ensuring that building is a productivity
producer or a liveability producer,’ says Nicholas Burt.
‘A productivity metric also needs to encompass engagement –
in terms of how the facility is operated – and how the occupants
interact with the building,’ Burt explains.
‘Facilities managers are integral to the process of measuring and
managing health and productivity, because they are responsible for
how the building operates and supports the occupants within. They,
probably more than anyone, understand what the building occupant
wants and needs,’ Burt adds.
The NABERS Indoor Environment rating tool, released in 2008, has
been largely overlooked in the marketplace, with less than 15 ratings
achieved since its launch. It offers the opportunity for a tenancy, base
building and/or whole building rating, and is considered to be the
most comprehensive metric available to measure healthy buildings.
‘It hasn’t been overlooked – it’s been rejected,’ says Chief
Executive of the Property Council, Peter Verwer. ‘We need to be
frank and realistic about the market’s perception of the Indoor
Environment rating tool and its shortcomings, given industry’s very
strong embrace of other environmental benchmarks.’
For Verwer, there are ‘technical and judgement issues to be
made in relation to developing a benchmark that is as powerful as
environmental benchmarks have been in changing behaviour.
‘We’re totally capable of doing it – we’ve already done it with
Green Star. But we have to create a new mandate, and the way to
do that is through engagement. This has worked very well with the
environmental agenda, but hasn’t occurred in the healthy buildings
arena,’ Verwer says.
‘Changing market behaviour is a matter of communicating simple
stories,’ Verwer adds.
‘When you explain that ‘this building is delivering a four per
cent higher return’, or, ‘this hospital is improving recovery times by
nine per cent’, people get it, and they understand the value of that
building.
‘The horse that’s already winning the race in Australia, the one that
has the money, the momentum, and the market credibility is Green
Star,’ says Verwer. ‘Green Star has been focused on “planet saving”
and is now beginning to shift to “people saving”. Green Star has the
capacity to address the people issues of our buildings.’
For healthy buildings to receive the same focus as green buildings,
existing rating tools must address the growing awareness of IEQ
on productivity. The panel concluded that it is best to have a
consolidated tool from a single organisation, most likely rolled out
by the Green Building Council of Australia, due to its wide industry
acceptance and marketing capability. It is important that one tool can
address both issues, and the forthcoming Green Star – Performance
tool offers a great opportunity to ensure that all future rated buildings
are both healthy and green. Ongoing discussions between the FMA,
GBCA, NABERS and other stakeholders will ideally ensure more
productive, healthy and green rating tool offerings for the future.
Mark Thomson was Day One Convenor of Healthy Buildings
2012, the official conference of The International Society
of Indoor Air Quality and Climate. Mark is Corporate
Sustainability Principal of the Schiavello Group of Companies.
1777_Facility Perspectives Dec 2012.indd 19 11/8/12 4:42 PM
20 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
Delivering controlled temperature waterRheem is often asked which is the better solution for applications requiring controlled temperature
water, such as nursing homes, retirement villages, hospitals and hotels.
There are three primary requirements to consider in selecting
the right solution:
1. Safety
2. Initial capital outlay
3. Ongoing maintenance costs
Thermostatic mixing valves (TMVs)Systems using TMVs circulate water at temperatures exceeding
60°C around the building and temper at the bathroom to produce
controlled temperature water at around 45°C to 50°C.
3 Two bathrooms are usually served by one TMV
3 TMVs are installed in cabinets to prevent tampering
3 To limit the potential for the growth of Legionella bacteria,
the dead leg from the TMV to the tap must be as short as
possible, and no more than 6 to 10 metres, depending on local
regulations.
Guardian warm waterGuardian warm water is a centralised system that produces water at
around 45°C to 50°C and circulates this around the building.
3 All warm water outlets are supplied from the one plant
3 Guardian is supplied in a lockable metal cabinet and located in a
plant room to prevent tampering
3 To limit the potential for the growth of Legionella bacteria the
length of the dead leg from the ring main to the tap must be as
short as possible, and no more than 6 to 10 metres depending
on local regulations.
SafetyAll TMVs must be certified to AS4032.1. Rheem Guardian employs
large capacity TMVs that are certified to AS4032.1 and Rheem
Guardian is listed as an approved warm water system with New
South Wales Health.
The temperatures produced by TMVs and Rheem Guardian are
within the range that can support the growth of Legionella bacteria.
Appropriate installation and maintenance practices are required with
either system type. Rheem recommends the inclusion of a process of
disinfection to manage the potential for Legionella growth.
Initial capital costsThe capital and installation cost of TMVs increases with the size of
the establishment. Up to around 32 beds, TMVs provide a lower
capital cost and installation investment; however, over this size,
Rheem Guardian provides the lowest cost of compliance.
Maintenance costsUnfortunately, maintenance
costs are rarely considered
at the design stage, where
capital expenditure is
divorced from running
expenses.
Both TMVs and
Rheem Guardian have
maintenance requirements.
It is here that the benefits
of Rheem Guardian
dramatically outweigh
those of TMVs, regardless
of building size, as the
maintenance is restricted
to one centralised plant.
Total life cycle cost
analysis is shown below for
a range of aged care facility
sizes.1
Number of Beds 22 70 146
TMV Guardian TMV Guardian TMV Guardian
Qty/model 11 80L/min 35 160L/min 73 240L/min
Capital Cost $6900 $9400 $22,000 $14,000 $45,600 $19,000
10 yr Life Cycle Cost $29,760 $25,970 $94,690 $39,080 $197,500 $47,040
15 yr Life Cycle Cost $40,510 $32,810 $128,900 $50,120 $268,870 $59,640
1 LIFE CYCLE COST IS A COMBINATION OF CAPITAL COST, INSTALLATION COSTS AND MAINTENANCE COSTS. COSTS MAY VARY DEPENDING ON THE MODEL OF SYSTEM EMPLOYED, THE WATER CONDITIONS AND MAINTENANCE REGIME REQUIRED AND/OR EMPLOYED.
Rheem Heat Store® efficient in space, energy and time...
* Available in all states except South Australia ® Registered trademark of Rheem Australia Pty Ltd
• Large capacity storage tanks• Reduces plant space footprint• 4 tank sizes from 1,500 to 5,000L• High efficiency selective surface collectors• Fully frost protected• Reduces installation time
• BMS connectivity
When high efficiency is demanded, look no further than Rheem Heat Store®.
The large capacity tank system operates on the Drain Back principle and uses Rheem’s high performance BT collector, simultaneously optimising plant space and roof footprint whilst providing freeze protection, and improving heat retention.
Couple with Heat Pump boost or Solar Secondary Recirculation to maximise the solar potential.
For more information about Heat Store call 132 552
Rheem Heat Store® Commercial Solar
COMMERCIAL SOLAR
NEW
1777_Facility Perspectives Dec 2012.indd 21 11/8/12 4:42 PM
22 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
green buildings
Many businesses are now looking into external energy
management services that can have a significant impact
on profitability by reduction or, in some cases, helping to
realise new revenue streams. For example, many businesses have
been boosting their bottom lines by participating in demand response
programs, an energy management initiative that pays organisations in
exchange for using less electricity in a few hours of the year.
What is demand response?Demand response (DR), otherwise known as demand side
management (DSM), actively incorporates end users in balancing the
supply and demand of electricity during peak periods; for example,
high demand. During these times, typically in the hottest days of the
summer months or in the rare occurrence of major system failures,
the amount of electricity generated cannot meet demand, posing
the risk of costly blackouts. Peak periods only amount to a few hours
in a year, but millions of dollars are invested in building supporting
infrastructure, and these costs are included in the end user’s
electricity bill. Coupled with high-demand peak tariffs, it makes good
business sense to actively mitigate these additional costs and to make
efficient use of readily available resources.
By signing up for demand response, participating organisations
are paid as a power plant would be to reduce their electricity use
during these times of supply/demand imbalance. In addition to
the annual payments received for enrolment, further rebates are
available depending on performance during DR dispatches. Demand-
side aggregators help connect energy users to utility DR programs,
and help manage the process for ease of participation. From
creating customised energy reduction plans, which protect business
profitability, to monitoring performance and verifying results, the
right partnership ensures that there are no risks, and businesses can
focus on their core operations.
DR in actionParticipation in DR is a resource from which most industries can
benefit. Methods of curtailment vary with each facility or site, and
there are a number of ways to lower energy use for participation.
For most, these can include minor adjustments in HVAC systems,
Meeting the energy management challengeBY JEFF RENAUD, DIRECTOR, AUSTRALIA AND NEW ZEALAND, ENERNOC
With electricity prices on the rise and the recent implementation of a carbon tax law, there is a renewed
incentive to get the most out of every energy dollar. Electricity bills can account for a large portion of
operating expenses, but often don’t include information that can be used proactively and inspire long-
term change.
1777_Facility Perspectives Dec 2012.indd 22 11/8/12 4:42 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 23
green buildings
which is demand that can be unloaded without an immediate effect
on building occupants. Turning off unused and ambient lighting, or
adopting load zone switching to utilise natural light, can also be used
to transform business expenses into incoming payments. Industrial
plants may also look into conducting maintenance to make the most
of the program, and offset any costs related to not being in full
production any other time of the year. Indeed, many organisations,
regardless of industry, have been able to make DR work for them,
and have strengthened the way the facility contributes to the
business.
‘You can’t manage what you don’t measure’Participants of demand response programs also gain access to smart
meter data, which can reveal more opportunities to save energy.
Real-time monitoring software provides visibility into demand
response dispatch performance, allowing participants to track their
contribution and earnings, and can help identify other opportunities
for savings through peak shaving, facility start-up and shutdown
schedules, and increased overall efficiency. This platform also
provides the capability to compare the energy data and spend of
multiple sites for ease of management.
Cost, control, convenienceTechnology advances have simplified the process of participating in
DR. BMS systems help execute curtailment processes and restore
normal operations with minimal labour investment, and businesses
are given advanced warning of any impending grid emergencies,
which ensures a smooth transition. Unless otherwise requested,
businesses are assured complete control over their involvement and
reduction strategies, and with DR aggregators offering technical
support and coaching to maximise earning potential, there are
further benefits to proactive participation, as businesses are also
paid for each kilowatt of capacity returned to the grid during DR
dispatches. In addition to saving dollars that would otherwise be used
to pay dramatically increased tariffs, participants can expect another
resource of revenue, while supporting a community effort in ‘keeping
the lights on’ and the environmental impact of utilising existing
resources for electricity.
In the short term, the business case for demand response
is simple: earn money by helping increase the reliability of the
electricity grid by reducing peak demand. In the long term, demand
response can also support key strategies, including corporate
and environmental responsibility initiatives, cost reduction, and
community support efforts. Overall, the benefits of demand response
are making this simple energy management approach a practice that
many businesses can’t afford to ignore.
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Jeff Renaud is Director, Australia and New Zealand, at
EnerNOC, a world leader in energy management applications
and services.
For more information, please visit www.enernoc.com.au.
1777_Facility Perspectives Dec 2012.indd 23 11/8/12 4:42 PM
24 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
Cost-effective energy efficiencyHigh Performance Window Films offer a range of window films that can assist with the thermal
properties of a building, including Enerlogic Window Films.
Enerlogic Window Films are an innovative and highly advanced
new glass window film for application to buildings and homes.
When applied to ordinary glass, the film makes it perform like
double glazing, for as little as a quarter of the cost.
Designed for both winter and summer climates, Enerlogic Window
Films deliver maximum energy efficiency all year round and are quick
and easy to install, without the replacement of glass and frames.
Adding up to 92 per cent more insulation to windows, Enerlogic
Window Films will allow you to save money and invest in the
environment at the same time.
3 Warmer Climates: Enerlogic 35 has been designed to deflect
solar heat penetration by up to 76 per cent and, 99 per cent of
the sun’s UV rays.
3 Cooler Climates: Enerlogic 70 allows the winter sun’s natural
light and warmth to enter while shielding away 49 per cent of
solar heat from the summer sun and improving the window’s
internal insulation capacity by 92 per cent in winter.
In addition to this revolutionary glass insulation, HPWF supply and
install a range of solar window films that cut solar heat gain by up to
80 per cent.
Solar window films make living and work environments more
enjoyable all year round as solar energy is blocked, eliminating hot
spots. The application of some solar window films, specifically those
that block up to 80 per cent of solar heat, can slash building and
living energy costs, quickly paying for themselves by reducing the
load on air-conditioning systems.
For more information on the High Performance Window Films range of Enerlogic Window Films and solar films visit www.hpwf.com.au
It is a false perception by owners and managers of existing
commercial office buildings that improving energy performance
and achieving a high NABERS rating requires major capital
investment. This is not correct, and contradicts one of the first
principles of energy efficiency and sustainability: first make optimum
use of existing infrastructure. Make the most of what you’ve got!
In most average-performing buildings (2.5 NABERS stars or less),
there are opportunities to reduce energy consumption and costs by
30 per cent through finetuning the controls and recommissioning
existing plant and equipment. Over time, these savings
can be used to help finance any required plant
replacement or upgrade in following years.
The constant search for a ‘silver bullet’
technology solution is another ‘myth’
that is perpetuated through the
media coverage of new innovative
products. Almost all media
coverage of sustainability
and energy efficiency
achievements has tended
to focus on capital-
intensive
and
new technology pathways to sustainable outcomes, with little
attention to improving the performance of the existing plant and
optimising controls.
It seems there is no ‘news’ in telling owners and managers to just
do what they are doing, but do it ‘better’.
The reality is that in many buildings, low levels of maintenance
and high degrees of latent conditions often leave these buildings in
a situation where it seems that the only ‘simple’ way forward is to
replace the existing plant with new technology; however, in existing
buildings that have gone through years
of manual overrides and one-
off tweaks, this approach
frequently results in
minimal improvement
after significant
disruption and
cost.
You don’t need to move to get good NABERSBY CAOIMHIN ARDREN, DIRECTOR, EXERGY AUSTRALIA
Building tuning for improved energy efficiency and NABERS ratings
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 25
1777_Facility Perspectives Dec 2012.indd 25 11/8/12 4:43 PM
Way forwardThere is a way forward that is focused on bringing the existing
systems back to the original design performance, and then tuning the
systems to suit the current conditions and usage patterns.
The first steps towards achieving this are: 3 Collate all up-to-date ‘as-built’ design documentation, O&M
manuals and functional descriptions for control systems.
Chances are, if you don’t know how the building should be
operating, your maintenance teams don’t either and are
probably carrying out inappropriate maintenance.
3 Check your lease conditions to make sure you are not continuing
a legacy of providing air conditioning in excess of requirements
(excess after hours, very low cooling or high heating set points,
et cetera).
3 Review actual operation of major HVAC plant against the design
and identify gaps. On almost 60 per cent of buildings we have
visited, heating and cooling systems are running full-tilt, fighting
each other to achieve supply conditions.
3 Check calibration and settings of control devices and sensors.
Broken and poorly located temperature sensors (especially
after fit-out works) often lead to HVAC equipment running
excessively for no benefit.
3 Rectify plant operation and control parameters. For example,
make sure plant is switched off when not needed, and only
running for the required hours – not on weekends and public
holidays – check that the chillers are staging correctly, and
confirm that air handling systems are turning down when there
is little load, et cetera.
3 Update asset equipment register with an objective assessment
of the asset condition and expected life. Having realistic
knowledge of how much life is left in your plant is crucial when
deciding on the extent of re-tuning and determining an optimum
time for replacement.
Prior to commencement of any rectification works, in addition to
developing an improvement project plan, you need to clearly define
the existing performance benchmark, preferably at sub-system level
(chilled water, air handling, heating, hot water system, et cetera).
Without a benchmark and plan to work to, it is impossible to know if
your actions are improving performance or worsening it.
Almost all owners and building managers have the capability to do
the majority of the items listed above, and be able to address all the
more obvious issues, although if they have not done these sorts of
improvement works in the past, it is often useful to obtain technical
third-party guidance.
The next step in the process is to do a more detailed investigation
to enable the definition of a re-commissioning/tuning project.
Typically, this requires specific expertise and analysis.
The analysis required will delve into the actual operation of all
HVAC plant, equipment and control devices. This operations review
needs to be carried out over a period of time so it can identify time of
use issues, as well as single points of failure.
An example of the analysis that can be carried out is shown to the
top left. The data shown is from a building that is achieving a 4.5
star NABERS rating. Even this building has some unseen issues, as
demonstrated by the red circles that highlight a number of VAV boxes
that are delivering non-compliant airflows (the single point on the far
right is delivering almost four times the designed air flow – a massive
waste of fan energy leading to tenant discomfort).
This analysis demonstrates one of probably a dozen reviews that
can be carried out on BMS-captured performance trends.
The energy profile displayed is another example of the analysis
that can be carried out to understand how energy is being used in
a building. The highlighted areas on the graph below left show that
there is consistent cooling and reheating occurring after hours. This
should be eliminated, and an investigation undertaken as to why
there is such a high degree of reheating occurring through the middle
of summer.
Clearly, with increased levels of visibility of how your building is
performing and the diagnosis problem areas, building managers
and owners will be in a position to rectify and recommission
the mechanical plant back to design standards, and optimise
performance.
If you are one of the many owners and building managers with
sub-standard building performance, now may be a good time to
optimise the systems you have before reaching for your chequebook
or asking for capital funding.
26 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
green buildings
- Review actual operation of major HVAC plant against the design and identify gaps. On almost 60 per cent of buildings we have visited, heating and cooling systems are running full-tilt, fighting each other to achieve supply conditions.
- Check calibration and settings of control devices and sensors. Broken and poorly located temperature sensors (especially after fit-out works) often lead to HVAC equipment running excessively for no benefit.
- Rectify plant operation and control parameters. For example, make sure plant is switched off when not needed, and only running for the required hours – not on weekends and public holidays – check that the chillers are staging correctly, and confirm that air handling systems are turning down when there is little load, et cetera.
- Update asset equipment register with an objective assessment of the asset condition and expected life. Having realistic knowledge of how much life is left in your plant is crucial when deciding on the extent of re-tuning and determining an optimum time for replacement.
Prior to commencement of any rectification works, in addition to developing an improvement project plan, you need to clearly define the existing performance benchmark, preferably at sub-system level (chilled water, air handling, heating hot water system, et cetera). Without a benchmark and plan to work to, it is impossible to know if your actions are improving performance or worsening it. Almost all owners and building managers would have the capability to do the majority of the items listed above, and be able to address all the more obvious issues, although if they have not done these sorts of improvement works in the past, it is often useful to obtain technical third-party guidance. The next step in the process is to do a more detailed investigation to enable the definition of a re-commissioning/tuning project. Typically, this requires specific expertise and analysis. The analysis required will delve into the actual operation of all HVAC plant, equipment and control devices. This operations review needs to be carried out over a period of time so as to be able to identify time of use issues, as well as single points of failure.
An example of the analysis that can be carried out is shown above. The data shown is from a building that is achieving a 4.5 star NABERS rating. Even this building has some unseen issues, as demonstrated by the red circles that highlight a number of VAV boxes that are delivering non-compliant airflows (the single point on the far right is delivering almost four times the designed air flow – a massive waste of fan energy, and leading to tenant discomfort). This analysis demonstrates one of probably a dozen reviews that can be carried out on BMS-captured performance trends. The energy profile displayed below is another example of the analysis that can be carried out to understand how energy is being used in a building. The highlighted areas on the graph below show that there is consistent cooling and reheating occurring after hours. These should be eliminated, and an investigation undertaken as to why there is such a high degree of reheating occurring through the middle of summer.
Clearly, with increased levels of visibility of how your building is performing and the diagnosis problem areas, building managers and owners will be in a position to rectify and recommission the mechanical plant back to design standards, and optimise performance. If you are one of the many owners and building managers with sub-standard building performance, now may be a good time to optimise the systems you have before reaching for your chequebook or asking for capital funding.
1777_Facility Perspectives Dec 2012.indd 26 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 27
company profile
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 X
company profile
Exergy Australia has been working with
retrocommissioning approaches for over a decade and
has an extensive track record of successful control and
commissioning projects, many of which demonstrate energy
savings in excess of 30 per cent. A prominent example is
Freshwater Place in Southbank, Melbourne, which Exergy
retro-commissioned from 2.5 stars to 4.5 stars, resulting in
electricity savings of 41 per cent and gas savings of 78 per cent.
Exergy’s retrocommissioning services include three critical
components: building controls optimisation, re-commissioning
and ongoing monitoring and tuning. This suite of services
provides the comprehensive coverage needed to successfully
deliver energy performance outcomes.
Dr Paul Bannister, Managing Director of Exergy, says, ‘We
have built up experience across dozens of buildings over the
years, and have seen consistent energy savings achieved and
maintained for all of our sites.’
Caoimhin Ardren, Director in charge of commissioning
services at Exergy, adds ‘Retrocommissioning requires
techological understanding plus tight project and scope
management. We are experts at working through the
issues with contractors and site teams to get the required
retrocommissioning result, while bringing everyone up to speed in
the process.’
Retrocommissioning specialists
For more information on Exergy’s retrocommissioning and other services contact Exergy at [email protected]. Ph 02 8065 1410 (Sydney), 02 6257 7066 (Canberra) or 03 9036 0677 (Melbourne)
Based on an initial NABERS rating of 2.5 stars.Savings will vary for individual buildings.
SAVED ENERGY = SAVED MONEY
We can save 30%+ throughrecommissioning and tuning*.
MAKING ENERGY EFFICIENCY WORK FOR YOU
Based on an initial NABERS rating of 2.5 stars.Savings will vary for individual buildings.
SAVED ENERGY = SAVED MONEY
We can save 30%+ throughrecommissioning and tuning*.
MAKING ENERGY EFFICIENCY WORK FOR YOU
*
323310AE RHS_Energy Australia | 1777.indd 24 10/21/12 1:20 PM1777_Facility Perspectives Dec 2012.indd 27 11/8/12 4:43 PM
28 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
green buildings – waste
Waste management is often thought of as the management
of operational waste – that is, waste generated through
use of the building and its facilities. Recycling and
the proper disposal of waste from within the built environment
are essential to establishing and maintaining the sustainability of a
building. But what about before the building becomes operational? A
substantial amount of waste is generated in construction processes,
and also needs to be disposed of intelligently.
Forty per cent of the material that ends up in landfill is generated
through the construction and demolition of buildings. In order to
mitigate the environmental effects that this can have, better profiling
of the waste minimisation and re-use strategies is paramount at the
design stage.
Building designers must pay due consideration to waste mitigation
strategies, including the extent of demolition, and the materials
being used in construction. How will these materials be handled?
Can they be recycled and reused down the track? Are they durable,
with little maintenance required? How are they packaged, and can
this packaging be recycled? The total life cycle of a material must be
considered before it is used in construction.
It’s also important to select a contractor who has proven
experience in waste management in the design process, and to
ensure that you discuss the requirements of the building with regard
to sustainable waste management prior to engaging a contractor or
beginning work.
Managing waste on-site can be easy, if you follow a few simple steps: 3 Use different, clearly labelled skips for different types of waste
materials.
3 Ensure that these skips are emptied regularly to prevent
overloading or the incorrect use of containers.
3 Ensure that your contractors are aware of your policies on waste
minimisation.
3 Ensure that you have a waste management plan describing the
materials to be re-used or separated out.
A minimum of 70 per cent of all demolition and construction waste
should be recycled or re-used.
What can be reused? 3 Steel – can be melted and re-used
3 Aluminium – is 100 per cent recyclable
3 Gypsum plasterboard – must be recycled as it
produces poisons when in landfill
3 Timber – can be directly re-used
3 Concrete – can be crushed and recycled as aggregate.
3 Glass – can be re-used as aggregate for concrete
3 Bricks and tiles – can be directly re-used or crushed
for backfill et cetera
3 Plastics – can be granulated and re-used to make new
plastic products.
Operational waste management is what happens after
the building is occupied. Tenants have a responsibility to
ensure that any waste generated during operation of the
building is disposed of sensibly, and with sustainability in
mind.
If there are no dedicated bins for each stream of waste
in your building, there should be. Allocated bins should
be easily accessible by all building occupants, and should
have provision for recyclable waste, rubbish, green waste,
composting and hazardous waste (for example, batteries
and fluorescent light bulbs).
Green waste includes garden waste and food waste,
and should be separated from common waste. Provisions
can be made for onsite composting, and councils are very
helpful if you need advice for green waste and composting
services.
For more information about waste management,
visit the Waste Management Association of Australia
at www.wmaa.asn.au.
Don’t waste what you can use
1777_Facility Perspectives Dec 2012.indd 28 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 29
company profile
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 X
company profile
Facilities managers: the critical link in recyclingFacilities managers play an essential role in improving waste management and recycling practices of
buildings, facilities and institutions across Australia.
Solid waste generated in buildings is classified as Commercial
and Industrial (C&I) waste. C&I waste makes up about 30 per
cent (or about 7 million tonnes) of waste to landfill in Australia
each year. In real terms, this is a ‘waste’ of materials and money.
Waste to landfill is expensive and will become more so,
particularly with the price on carbon and increasing landfill levies.
It’s cheaper to recycle.
All it takes initially is a little curiosity to understand what’s going
out in the bins each day and identifying exactly how much it’s
costing, then some planning and communicating with tenants/
building users, cleaners, waste and recycling service providers;
followed by some carefully targeted action and ongoing monitoring.
Facilities managers are the critical link between tenants/building
users, cleaners and waste service providers. They are in the perfect
position to manage and coordinate stakeholders to all work towards
a common goal of reducing waste and diverting it from landfill. By
having a well thought-out waste management plan and resources to
implement it, facilities managers will soon be free of those day-to-
day headaches that waste can cause in buildings, and enjoy receiving
fewer complaints about smelly bins or unsightly rubbish dumped
in the wrong place. Your building can be clean, green and cost-
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322246AE_Energy Power Systems | 1777.indd 24 10/29/12 11:36 AM1777_Facility Perspectives Dec 2012.indd 44 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 45
mining and remote locations
Significant opportunities for facilities management in remote mining campsBY NELLY APPLEHANZ, CONSULTANT AUSTRALIA AND NEW ZEALAND, INDUSTRIAL PRACTICE
The mining industry in Australia is a significant contributor to the national
economy. Over 40 per cent of the total number of operating mines is located in
remote areas in Western Australia, and 25 per cent is located in Queensland.
In 2011, more than 142,000 people were employed by the Australian mining
industry. The majority work in remote areas using fly-in fly-out (FIFO) services
to reach their work locations, where they are generally accommodated in
remote camps near the mine sites.
1777_Facility Perspectives Dec 2012.indd 45 11/8/12 4:43 PM
46 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
mining and remote locations
Mining industry growth drives the demand for increased
workforces at remote sites, which, in turn, impacts the
demand for facilities management services that are
required to operate and maintain mining camps and mining villages.
Opportunities for FM service providers growingThe Department of Education, Employment and Workplace Relations
in Australia estimates that in the next five years, nearly 70,000 new
jobs will be created directly in the mining industry.
Opportunities for facilities management service providers will,
therefore, grow. This is due to the fact that by 2018, it is estimated
that 90 per cent of facilities management services in mining camps
will be outsourced. Considering this level of growth, a major
challenge for the facilities management industry will be to attract and
retain qualified labour in remote areas to provide services.
Currently, around 85 per cent of facilities management services
for remote sites are outsourced to facilities management service
providers, and 15 per cent are delivered by mining company
employees. In 2011, around 30 per cent of outsourced FM services
were provided as integrated facilities management (IFM) services.
Facilities Management for Remote Mining Camps, Australia, 2011 Around 70 per cent of outsourced FM services are ‘Other Services’,
such as catering or cleaning of the accommodation.
It is no longer enough to just accommodate the FIFO workforce
near mine sites. Employees, who commit to being located at remote
sites for a certain work placement, expect many amenities. Often,
beyond basic facilities management services, a holistic concept to
create a balanced work and life environment is expected.
With the high expectations of the workforce in remote sites, FM
service providers are now forced to think ‘outside the box’ to not only
provide services to maintain the campsite as efficiently as possible,
but to also focus on the wellbeing of camp residents. The provision
of services and facilities for recreation, fitness and entertainment –
even nutritionists, fitness and health coaches – is likely to become the
norm in remote locations.
FM providers are distinguishing themselves through the
improved provision of services and facilities for recreation, fitness
and entertainment. In some cases, nutritionists, fitness and health
coaches are provided as part of a service package.
Facilities Management Services for Remote
Sites
Remote Sites
Outsourced to FM Service ProvidersIn-house
Mining CompaniesIntegrated FM
ServicesOther FM Services
A major challenge
arises out of the very
remoteness of many
mining camp sites; for
example, in supplying
fresh food that requires
considerable logistics
and planning to ensure
compliance with
customer standards and
to ensure the health
and safety of mine site
employees.
1777_Facility Perspectives Dec 2012.indd 46 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 47
mining and remote locations
Mining company policies restraining FM services growthOne major restraint to the growth of FM services relates to mining
company policies. Corporate policies to employ on a local basis, and
use locally available services and businesses to support the growth of
remote communities, are a part of a strategy adopted by most major
mining companies.
The growth of local communities is usually supported by building
residential housing and other facilities to retain locals in these
communities. As a result, mining companies may keep the number of
FIFO employees low in these instances and, hence, mining camps as
small as possible.
Mastering the remoteness of mine campsIn remote locations, where mining companies already contend
with the issue of workforce shortage, the use of external service
providers becomes a productivity enhancement tool. Also, specialist
equipment, compliance requirements and the remote location of
worksites drive the demand for expertise to safeguard the health and
safety of employees.
A major challenge arises out of the very remoteness of many
mining camp sites; for example, in supplying fresh food that requires
considerable logistics and planning to ensure compliance with
customer standards and to ensure the health and safety of mine site
employees. Not every FM service provider is able to do this across
the whole suite of services, either due to their lack of expertise or
their unwillingness to take on this challenge.
Therefore, only those service providers that are able to overcome
logistics challenges, retain quality personnel and provide value-added
services will be able to take advantage of the long-term opportunity
that presents itself, and benefit from opportunities the mining
industry in Australia offers to related businesses.
This market insight was authored by Nelly Applehanz,
Consultant Australia and New Zealand, Industrial Practice,
based on Frost & Sullivan’s recently completed report,
‘Australian Market for Facilities Management at Remote
Sites’, which provides an overview of facilities management in
remote sites across the Australian mining industry, as well as
relevant trends and developments impacting the opportunity
for service providers in this market.
For media queries or more information please contact
1777_Facility Perspectives Dec 2012.indd 47 11/8/12 4:43 PM
48 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
ADT Security develops new building automation solution
Building owners are constantly challenged with the task of
efficiently and securely managing their buildings through the
use of an increasingly complex mix of disparate systems.
Recognising the difficulty this presents, ADT Security has developed
a new building automation solution called SightCube.
Designed to offer a simplified user experience, SightCube
integrates sophisticated access control, alarm and surveillance
monitoring, and energy management systems. From a single
customisable interface, it gives building managers the seamless
ability to automate and control a wide range of operational and
security functions.
Busy commercial buildings often see large numbers of visitors on
any given day, making access and security clearance a challenge.
SightCube addresses this problem by providing features such as web-
based visitor management, gate controls, vehicle access management
and elevator control.
Offering intelligent alarm and surveillance monitoring capabilities,
the solution gives building managers the ability to detect any
emergency or security breach in real-time, enabling them to
implement a timely and effective response.
SightCube also allows building managers to adjust climate and
lighting by partition and time. To help reduce a building’s energy
use, selected devices can even be automatically switched to standby
mode when not in use.
Easy to use, the web-based system is customised for each
individual facility and utilises a 3D display to show layout and
structures as they actually appear. With Linux-based scalability, the
solution affords the flexibility of system upgrades and can manage up
to 376 partitions and 188 gates at a time.
For further information visit www.adtsecurity.com.au or phone 131 238.
322202E_HDT Security | 1777.indd 24 10/26/12 10:02 AM
For over 40 years, DMF International Pty Ltd has been providing solutions to busy doorways, for protection of the operating environment.The product range has grown from the humble PVC strip curtain, to the sophisticated high-speed roll doors, that not only provide climate control, but also after-hours security.DMF manufacture most of their own products in Australia, and are proud to also be the exclusive and licensed agent for the Efaflex range of premium doors from Germany.DMF can supply and install doors that can achieve an incredible 4 m/sec operating speed, with highly sensitive safety sensors to ensure your personnel, and equipment, are protected.With partners throughout Australia, installation and servicing is available in most areas. Whatever your budget, DMF has a solution, so call us today.
DMF INTERNATIONAL PTY LTD3/88 Magowar Rd, Girraween,
1777_Facility Perspectives Dec 2012.indd 48 11/8/12 4:43 PM
The mobile access control model is extremely secure. It
leverages a new type of identity representation that operates
within a trusted boundary, so that BYOD smartphones and
their transactions can also be trusted within the access-control
managed network. The model also requires the use of the phone’s
secure element – usually an embedded tamper-proof integrated
circuit, or a plug-in module version called a subscriber identity
module (SIM). The use of a trusted boundary and the phone’s secure
element creates a secure communications channel for transferring
information between NFC-enabled phones, SIM cards, and other
secure media and devices. NFC technology then provides the short-
range communications link for ‘presenting’ the digital key or card
inside a phone to the access-control card reader. Smartphones that
do not feature NFC technology can be securely upgraded to this
capability by using an NFC-enabled add-on device, such as a micro
SD card.
Security administrators have two options for issuing digital cards
and keys to BYOD smartphones. One is to connect the mobile
device to the network via a USB or wi-fi enabled link and use an
internet portal; similar to the traditional model for purchasing plastic
credentials. The second option is to issue digital credentials over the
air via a mobile network operator, in much the same way that today’s
smartphone users download apps and songs. To do this, the NFC-
enabled smartphone communicates with a trusted service manager
(TSM), which interfaces either directly to the mobile network
operator (MNO) or to its TSM so that a key can be delivered to the
smartphone’s SIM card.
The mobile provisioning model eliminates the traditional risk of
plastic card copying, and simplifies the process of issuing temporary
credentials, revoking or cancelling them, and modifying security
parameters in response to elevated threat levels. In addition to
opening doors, NFC-enabled smartphones can also carry other
credentials for applications, including purchasing items at the
company cafeteria, and using secure printing equipment. They can
also generate one-time password (OTP) soft tokens for securely
logging on to another mobile device or desktop computers in order
to access a network. Combining these capabilities on a BYOD
smartphone requires that IT departments and security administrators
work together to protect a broad range of systems, data and facilities.
There are several issues to address.
The first is to ensure the personal privacy of BYOD users, while
also protecting the integrity of enterprise data and resources. There is
tension between employees who want to carry a BYOD smartphone
they already own that they feel is useful and productive, and IT
teams that must enforce organisational requirements for strong
authentication. Containerisation is a potential solution. It enables
companies to secure organisational data residing on a private mobile
device by creating a remotely managed zone inside this device that
is encrypted and, according to policy, limiting interaction between
this zone and the rest of the device. All applications and other ID
credentials are containerised between personal and enterprise use,
and strong authentication is required to access the applications and
data residing within.
The next requirement is that applications be enabled for use
with digital keys and cards. One example is an application that
enables smartphones to support PIN entry to ‘unlock’ key usage
Combining physical and logical access control on NFC-enabled BYOD smartphonesBY JORDAN CULLIS, DIRECTOR OF SALES, AUSTRALIA AND NEW ZEALAND, HID GLOBAL CORPORATION
Two key industry trends are on a collision course: the advent of Near Field Communications (NFC)-
enabled smartphones that can be used to open doors and access computers and networks, and
the industry’s move to a ‘bring your own device’ (BYOD) mobility deployment and management
model. In order to use BYOD smartphones for physical and logical access control, organisations will
need to carefully evaluate their mobility management environment, and extend their access control
infrastructure so it supports over-the-air provisioning of digital keys and credentials, while ensuring
adequate cloud-based data storage security so these devices can also be used for network and
application logon.
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 49
security
1777_Facility Perspectives Dec 2012.indd 49 11/8/12 4:43 PM
50 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
security
for authentication or signing. There also must be standardised
middleware application programming interface (API) technology in
order to expose ID credential functionality to the application.
Another potential requirement is that smartphones support
derived credentials and public key infrastructure (PKI), including
personal identity verification (PIV) credentials that are used by United
States federal workers. The combination of derived credentials with
containerisation will also create the need for hierarchical lifecycle
management so that, for instance, organisations can revoke all
credentials when a phone is lost, or revoke only the user’s ‘work’
credentials for phones carrying PIV credentials.
Finally, cloud storage security must be robust enough so that
BYOD smartphones can be used for network and application logon.
The best approach is federated identity management, which allows
users to access multiple applications by authenticating to a central
portal. Federated management supports a variety of authentication
methods, and meets compliance requirements by providing a
centralised audit record of any applications that were accessed. It
does not require any changes to end user devices, and also provides
good protection against advanced persistent threats (APTs), ad hoc
hacking, malicious acts from ex-employees, and internal threats
such as employee fraud. Federated ID will also ensure that identity
can be easily and effectively managed both on plastic cards and
smartphones.
HID Global recently concluded the first series of pilots of
NFC-enabled smartphones used for physical access control in an
enterprise environment. The pilots were conducted at the Santa
Clara, California headquarters of Netflix, and Good Technology’s
headquarters offices in Sunnyvale, California. In both pilots, proximity
readers with cards or key fobs were replaced with HID Global’s
iCLASS SE® access control platform, including iCLASS Seos™
credentials that are portable, for use on NFC-enabled smartphones.
Pilot participants highlighted improved security among the many
benefits of opening doors with their smartphones, and felt that the
model was more convenient than what they were currently using.
In a third-party survey of participants, more than 80 per cent of
Netflix respondents felt that the application for unlocking a door
was intuitive, and nearly 90 per cent described it as easy to use. This
perception was echoed at Good Technology, where more than 80
per cent of respondents felt the smartphone was more convenient
to use than their current access card, primarily because they never
forget their phones like they do their badges. A substantial majority
of respondents said they would be willing to load the app onto their
own personal smartphones, and saw value in additional uses of
digital keys on their smartphones.
The pilots also highlighted a number of opportunities to improve
the mobile access control experience as the industry moves closer to
deployment. This includes bringing more mobile network operators
and handset manufacturers into the ecosystem so that users have
more service and product choices. Additionally, participants cited the
need for an ‘always on’ access control experience, which requires
that NFC handsets be able to open doors without having to start an
app, and that their secure elements, either embedded in the phone
or in their subscriber identity module (SIM) cards, are made available
for over-the-air communications directly with service providers.
Pilot participants also highlighted the need for solutions that do not
excessively drain battery, are available even when the battery is dead,
don’t interrupt other tasks, and deliver an intuitive user interface with
accurate graphical representations and conveniently sized icons.
The convergence of physical and logical access control on
BYOD smartphones and other mobile devices promises many
valuable benefits, including improved convenience, more flexible
management, and enhanced security. The foundation has already
been laid for highly secure transactions between NFC-enabled
smartphones, computer and networking resources, the physical
access control system, and a new cloud-based and over-the-air
identity delivery infrastructure.
1777_Facility Perspectives Dec 2012.indd 50 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 51
higher education
In a world that is increasingly characterised by the forces of
globalisation and interconnectedness, higher education generally is
under pressure to adopt a more strategic, businesslike approach,
and to develop relationships that will be of national and international
importance in the future. But while students’ needs remain at the
heart of education, institutions must continue to offer high-quality
education and a unique education experience. Higher education
should still continue to be a transformational experience for both
domestic and international students – one that adds significant value
to the personal development and career aspiration needs of students.
A quick look at the education strategies of countries comparable
to Australia highlights similar themes in terms of the key factors that
will underpin success in the future. These include sustaining quality
education service delivery, branding, investment and, in order to
attract offshore students, some alignment with the visa policies of
government.
At the overall higher education sector level, there seems to be
an acknowledged need for a coherent education framework at
both federal and state government levels; one that supports agreed
education standards and innovation. Also, there is an appreciation
that a cross-sector approach to education delivery is required,
supported by appropriate levels of funding on both the supply and
demand sides.
Against this backdrop, it is clear that the current concepts
for education service delivery are straining to deliver on these
outcomes in an environment where cost pressures are leading
to the industrialisation, commodification and commercialisation
of higher education that enables mass participation. The existing
model for higher education appears to be far too capital-intensive,
location-dependent and inflexible to cope adequately. It is becoming
clear, as we move into a post-‘global financial crisis’ era, that many
stakeholders are re-examining the value-for-money propositions of
higher education delivered through traditional bricks and mortar
institutions.
In the facilities management training and education market, these
themes are apparent in that employers, employees and industry
professional bodies want skills development that is more à la carte:
delivered now, using distributed technology to provide affordance
most conveniently and cost-effectively. To this end, education service
delivery may simply reflect the challenges of facilities management
service delivery itself, which involves an ever-changing mix of people,
technology and spatial resources to deliver outcomes.
But are there particular challenges that confront higher education
in facilities management?
Facilities management is still an emerging field of endeavour,
and as yet has not sufficiently established itself as a principal
career choice. The formal qualification of ‘Facilities Manager’ is not
universally required to fill senior job roles. Mainstream business
retains a strong short-term cost focus, and a general view that
facilities are ‘non-core’. Facilities management might also be fooling
itself, however, by considering itself to be a management discipline,
not a technical and operational function within an organisation – is it
a set of specialist services best delivered by external providers? Even
more questionable is the level of industry acceptance of strategic
Higher education in the FM sectorASSOCIATE PROFESSOR BRIAN PURDEY, MIRVAC SCHOOL OF SUSTAINABLE DEVELOPMENT, BOND UNIVERSITY
The higher education sector in Australia overall is being presented with its own set of issues and
challenges. This provides a context for specific consideration of education in the facilities management
sector.
1777_Facility Perspectives Dec 2012.indd 51 11/8/12 4:43 PM
52 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
higher education
facilities management as a higher-level, proactive and forward-
looking capability that can add value to the processes delivering
business outcomes.
The requirement that the higher education sector should
take a longer-term view to growing an ‘education business’ that
incorporates the breadth and depth of facilities management comes
at a time when many individual institutions are increasingly being
forced to take a short-term view, to cut out unprofitable courses,
and limit investment in innovation. This suggests that at a time
when higher education should be playing a major role, the outlook
for more facilities management courses – including strengthened
undergraduate programs – might be particularly bleak. At the
postgraduate level, there is a requirement for an increased facilities
management research effort, and for this to be linked into the overall
education agenda.
If facilities management is to be a respected management
discipline in its own right, it needs to be underpinned by a sound
body of theory, and a canon of critical knowledge derived from
academic research and higher education that is capable of producing
graduates with the skills that employers want. The available research
indicates that the most common qualities sought by employers today
continued on page 54
Specifically, there is a
need for training and
education opportunities
to be interconnected
in ways that create
pathways from school
leaver entry level
through to mature age
students undertaking
postgraduate education
at a Masters course level
1777_Facility Perspectives Dec 2012.indd 52 11/8/12 4:43 PM
UNE Par tnersh ips Pty Ltd - The Educat ion & Tra in ing Company of the Univers i ty of New England
An entry-level role that provides administrative support and at
times oversees maintenance tasks to ensure the day-to-day smooth
operation of a building’s or a facility’s infrastructure.
Minimum requirements 3 High School Certificate
and/or
3 Apprenticeship/Certificate III in facilities management or related
field.
*Equivalent to ANZSCO Skill Level 4
Continuing professional development (CPD)This is a transitional role that should be complemented by ongoing
formal education as well as on-the-job training/mentoring.
Industry feedbackThe industry consultation provided the following results in relation to
this occupation:
3 93.1 per cent of respondents agree with the role description for
this occupation
3 75.2 per cent of respondents agree the minimum requirements
for this role are appropriate
3 14.5 per cent believe the minimum requirements should be
higher
3 10.2 per cent believe the minimum requirements should be
lower.
Note: Facilities Officer is also listed in the Job Guide, which is
distributed to secondary school students throughout Australia every
year by the Department of Education, Employment and Workplace
Relations.
FACILITIES ADMINISTRATORAlternative titles: n/a
An operational-level role that provides administrative support;
including budgeting, procurement negotiation, contract liaison and
documentation, as well as coordination of staff and office equipment
during relocation, and at times supervision and physical assistance
with maintenance tasks, to ensure the day-to-day smooth operation
of a building’s infrastructure.
Minimum requirements 3 One year minimum experience and a Certificate IV in facilities
management or related field
or
3 At least three years’ minimum experience with no formal
education.
*Equivalent to ANZSCO Skill Level 3
Continuing professional development (CPD)Continuing professional development for this occupation is
considered voluntary, but is strongly encouraged for individuals
seeking promotion.
Industry feedbackThe industry consultation provided the following results in relation to
this occupation:
3 85.4 per cent of respondents agree with the role description for
this occupation
3 73.5 per cent of respondents agree the minimum requirements
for this role are appropriate
3 15.3 per cent believe the minimum requirements should be
higher
3 11.1 per cent believe the minimum requirements should be
lower.
1777_Facility Perspectives Dec 2012.indd 56 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 57
2012 Facilities Management SALARY SURVEY
Critical benchm
arking for facilities managers
FMA_Survey_2012.indd 1 10/17/2012 5:41:15 PM
DOWNLOAD TODAY!
For these and other insights with the 2012 Facilities Management Salary Survey available now from fma.com.au
Did you know that 59.7% of facilities management professionals earn over $100,000 each year? Or that 63% of facilities managers are at least 46 years old?
FP advertisement for 2012 Salary1 1 1/11/2012 2:43:14 PM1777_Facility Perspectives Dec 2012.indd 57 11/8/12 4:43 PM
58 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
careers
FACILITIES COORDINATORAlternative titles: Building Coordinator,
Building Operator
Responsible for coordinating the operational management of a
building or facility, including budgeting, procurement negotiation,
contract liaison and documentation, and staff supervision, to ensure
the proper and efficient operation of all physical aspects, creating and
sustaining safe and productive environments for occupants.
Minimum requirements 3 One year minimum experience and an Associate Degree,
Advanced Diploma or Diploma in facilities management or
related field
or
3 At least four years’ experience with no formal education.
*Equivalent to ANZSCO Skill Level 2
Continuing professional development (CPD)Continuing professional development for this occupation is
considered voluntary, but is strongly encouraged for individuals
seeking promotion.
Industry feedbackThe industry consultation provided the following results in relation to
this occupation:
3 91.4 per cent of respondents agree with the role description for
this occupation
3 66.6 per cent of respondents agree the minimum requirements
for this role are appropriate
3 18.8 per cent believe the minimum requirements should be
higher
3 14.5 per cent believe the minimum requirements should be
lower.
FACILITIES MANAGERAlternative titles: Building Manager, Building Operator
Organises, controls and coordinates the strategic and operational
management of buildings and facilities in public and private
organisations to ensure the proper and efficient operation of all
physical aspects of a facility, to create and sustain safe and productive
environments for occupants.
Minimum requirements 3 Two years’ minimum experience and a Bachelor or higher
degree in facilities management or related field
or
3 At least five years’ experience with no formal education.
*Equivalent to ANZSCO Skill Level 1
Continuing professional development (CPD)Continuing professional development for this occupation is required
to maintain professional competence.
Industry feedbackThe industry consultation provided the following results in relation to
this occupation:
3 95.7 per cent of respondents agree with the role description for
this occupation
3 63.2 per cent of respondents agree the minimum requirements
for this role are appropriate
3 28.2 per cent believe the minimum requirements should be
higher
3 8.5 per cent believe the minimum requirements should be
lower.
1777_Facility Perspectives Dec 2012.indd 58 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 59
careers
Do any recruitment firms really know the kind of professionals you need? The GrapeVine Group’s point of difference is best defined as ‘Growth’. Our focus is on growing and partnering. This enables us to know the kind of professionals you need.
GrapeVine Group is a niche recruiter solely focused on specialist recruitment of learning and development, leadership, sales and service professionals for permanent, temporary or contract roles within your company.
Our reputation is forged from an extensive history within the commercial environment.
How do changes in workplace trends, such as activity-based working (ABW), affect the planning and strategy involved in relocating organisations, compared to more traditional workplace settings?In a traditional transition program, most items are moved ‘like
for like’. When transitioning to an ABW environment, careful
consideration and planning has to be implemented to relocate the
‘personal’ belongings to a centralised hub.
Does the future of ABW mean that organisations will see a reduction in terms of staff churn? If so, how does that affect Atlantis? We do not foresee a reduction in overall staff churn, but as ABW
develops, the positioning of centralised work and storage areas will
evolve to meet the changing needs of a business through its own
development cycle. Atlantis are well positioned, and have both
knowledge and experience in assisting with such evolving strategies.
Do the changes in workplace create additional opportunities to provide services different to those currently offered within the industry? As the workplace continues to evolve, there will be further
opportunities for us to use our experience and project management
knowledge to maximise the value-add that we currently provide
our customers. As the leading innovators in the industry, we
are continually looking at ways in which we can add value while
maintaining the integrity of our core service offering.
How do you create and communicate that value to clients in terms of the services provided by Atlantis? As the workplace, and the workforce, evolves, we see it as
incumbent on us to work closely with the key stakeholders to
ensure that appropriate communication plans are allied to a robust
accommodation strategy, and that people are part of the journey, not
merely passengers. We know that if you explain both the constraints
and opportunities, and have a strategy for resolution, most clients
will see the value-add and embrace it.
What have been some of the new innovations developed by Atlantis to stay at the forefront in regards to workplace solutions and commercial relocations?We continue to look at the way work spaces are evolving, and
to develop equipment, processes, methodologies and strategies
that meet those changing needs. The recent development of our
unique i-crate was a direct response to customer demand for a
more effective and efficient methodology for relocating desktop ICT
equipment.
Atlantis has always been the industry leader in equipment and
methodology, and we intend to remain so for the next 24 years of
our evolution.
How does the new modern workplace affect strategic planning by Atlantis?
1777_Facility Perspectives Dec 2012.indd 66 11/8/12 4:43 PM
FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 67
company profile
X FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
company profile
Workers expect social media accessLatest figures show that one in five candidates (19.7 per cent) would turn down a job if they did not
have reasonable access to social media, prompting the need for organisations to ensure they have up-
to-date policies, according to recruiting experts Hays Facilities Management.
The statistics come from a survey of about 870 employers
and candidates for Hays’ latest white paper ‘Tomorrow’s
Workforce’.
The survey found that 50 per cent of Australians already access
social media for personal reasons. Of these, 13.3 per cent access it
daily, while 36.4 per cent access it occasionally.
Employers seem to agree with candidate expectations – 44.3
per cent believe access to social media at work will improve their
retention levels. Already, one-third (33.2 per cent) allow access at
work, while 43.2 per cent allow limited access. Just 23.7 per cent
don’t allow it at all.
However, more than half (56.3 per cent) of those who accessed
social media at work for personal reasons did not use their own
devices, meaning they use company equipment. And one-quarter
(25.3 per cent) said they didn’t have a clear understanding of how to
represent their organisation on social media.
‘It’s important to have a social media policy covering how it is
used for work-related matters or personal matters at work, and what
employees can and cannot say about your organisation,’ says Tim
James, Senior Regional Director of Hays Facilities Management.
‘If access to social media sites is allowed during working hours,
the purpose of access should be made clear as should the acceptable
level of use.’
To speak to a recruiting expert at Hays Facilities Management, please contact Peter Rodriguez on 03 8616 8400 or [email protected]
SEEKING FACILITIES MANAGEMENT PROFESSIONALS?PARTNER WITH THE EXPERTSAs the first specialist recruiter for facilities management in Melbourne, Hays Facilities Management is in a unique position to draw on both our experience and the largest network of contacts in the industry.
We recruit across the full facilities management spectrum including:
White collar facilities management professionals Facilities Supervisors through to Directors of Facilities Management.
Technical trades Electricians and HVAC Technicians through to Senior Project Managers.
Facilities soft services Commercial cleaning, maintenance help desk and integrated corporate services including and mailroom, print and AV coordination.
Managing public buildings to satisfy community needs
and expectations requires a balanced approach, as
councils have the responsibility to serve the community
with integrity and diligence in using ratepayers’ and developers’
contributions for the provision of facilities that will accommodate a
diverse range of community activities.
Over the past 12 months, The Hills Shire Council management has
reviewed its user-pays concept and cost recovery strategies for all
of its community facilities, including playing fields, tennis courts and
sporting amenities.
The key objective of effective building management is managing
ageing buildings and infrastructure, and, in keeping high-profile
buildings and heritage buildings to acceptable fit-for-use standards,
meeting challenges of technical and physical obsolescence, making
each facility environmentally sustainable, and meeting legislative
standards (for example, WH&S and public liability). A good example
of this will be the new Council Administration Building in Norwest
Business Park.
Another primary objective is to increase the operational reliability
and ensure personnel safety at minimum cost; however, as we all
know, failures are inevitable due to natural wear and tear and other
external elements.
Our goal in effective management is to provide a satisfactory level
of service in the most cost-effective manner through the management
of building assets for present and future use within the adopted
budgets. In this regard, it’s very important to have a committed
management team that has an appreciation for optimising available
resources to maintain Council’s assets.
Costs for providing services and maintaining infrastructure have
been increasing faster than generated revenue. Given these pressures,
The Hills Shire Council has reviewed ways to ensure the services
we provide are relevant to community needs and are financially
sustainable in the long term.
Reviewing the services provided by Council means different
objectives to our community organisations/groups. Common
objectives to consider are always to ensure value for money for the
ratepayers, and reduce ongoing costs.
They are usually aimed at identifying opportunities to: 3 ensure that all buildings are maintained to a fit-for-use standard
and provide a safe environment to suit the customer’s/hirer’s
needs
3 have adequate facilities at strategic locations in the Shire to meet
the needs identified in the Hills Shire Plan
3 provide dignified entry and exit to all facilities by making the
building accessible to all
3 ensure that all buildings are sustainable
3 improve services and activities
3 generate cost savings and income
3 improve efficiency and resource usage.
Building maintenance and effective managementBY RAY MILLERS, PRINCIPAL BUILDINGS COORDINATOR, THE HILLS SHIRE COUNCIL
The Hills Shire Council is one of the larger local
government areas in Sydney, occupying more
than 380 square kilometres. Council has a
portfolio of 332 buildings, ranging from public
toilet facilities to a recently purchased 15,000
square metre Council Administration Building in
Norwest Business Park.
Wrights Road Community Centre, Wrights Road, Kellyville.
New Facility built in 2010
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FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4 69
maintenance & essential services
Through effective management and planning building maintenance,
the majority of the buildings are at or above satisfactory standards.
Preventative maintenanceThe total usage/life that can be obtained from building plant depends
upon its quality and capacity, together with the number of operating
hours that the plant was designed for. Interruption needs to be taken
into account; for example, breakdowns will reduce the total time
available for use.
Downtime is critical to any organisation. The duration for which
any machine goes offline due to breakdown and/or mechanical
failure is downtime. The downtime is the total time taken on account
of maintenance to rectify the fault and, in most cases, will cost
the organisation in loss of operations and unhappy customers. In
Council’s case, it impacts staff and user groups’ satisfaction when it
comes to the acceptable conditions inside the facility.
The total time taken on account of maintenance involves the time
actually spent by the maintenance team to correct the fault, and
waiting time for want of spares required to rectify the problem.
Maintenance plays an important role in any facility where plant
and machinery are used (the majority of Council buildings). No plant
or equipment can work indefinitely or run continuously. At the same
time, the higher the number of failures, the greater will be the loss of
availability of the facility.
To improve operational reliability, the number of failures should
be reduced if the plant and equipment are maintained properly with
adequate care and attention.
As mentioned, the activities that are carried out to prevent the
occurrence of failures are known as preventative maintenance.
Direct preventative maintenanceDirect preventative maintenance activities are those such as cleaning,
lubricating, replacement of wear and tear parts, and overhauling of
machinery that is carried out on a regular basis, as normally specified
by the manufacturer.
Indirect preventative maintenance (condition monitoring)By constantly monitoring the observable characteristics, any major
faults or failures that are being gradually developed can be detected
beforehand. This constant monitoring of observable characteristics
and measurable parameters in any plant and machinery is called
‘condition monitoring’. Indirect preventative maintenance helps to
take corrective action in a planned manner by giving the reports as
and when parameters changes sharply.
Baulkham Hills Community Centre, Windsor Road, Baulkham Hills. Built in the 1970s
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70 FACILITY PERSPECTIVES | VOLUME 6 NUMBER 4
maintenance & essential services
Building condition audits assist with: 3 providing triggers for asset renewals and disposals
3 life cycle costing and replacement
3 budget and funding requirements
3 setting up internal and external service levels.
It is very difficult to manage assets if there is not a reasonable
knowledge of what assets exist, and what condition they are in. We
need to manage our assets to support the objectives of the Council,
but this would be impossible if the current state were not known.
Additionally, legislative requirements for facility performance are
constantly changing, primarily in the areas related to WH&S, and we
are yet to come across a new WH&S requirement that specifies a
reduced level of performance.
Having accepted audits is important; however, careful thought
needs to be given to how the information is going to be used.
The audit should include the following: 3 current condition – including identification and costs of backlog
maintenance
3 compliance with statutory requirements
3 cost estimate of requirements for annual preventative and
corrective maintenance
3 cost estimates for planned replacement maintenance
(replacement of facility components that have reached the end
of their economic life) for the next 15 years.
While it is easy to list these general requirements, care needs to be
taken in specifying exactly which elements of the facilities are to be
audited.
The other area that requires careful thought is whether the audit
should assess fitness for purpose.
By assessing the current condition, and future annual and planned
replacement maintenance requirements, a picture of the cost/benefit
of the facility can be developed. While the backlog of maintenance is
useful for the present, future requirements allow a strategic decision
to be made about the facility.
The Hills Shire Council has a legacy of some poorly built facilities
that were acquired or left to Council with only a short-term view in
mind. When the whole picture is considered, however, it may be
better to not spend anything on the backlog, and to demolish the
facility and start again with a new solution – hopefully one that takes
life cycle costing principles into account.
Don Moore Community Centre, North Rocks Road, North Rocks. Built in the 1970s and extensions in the 1990s.
Les Shore Reserve, ‘The Pavilion’, Old Northern Road, Glenorie.
Second-storey pavilion built on top of existing amenities in 2011.
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Integrated facility services. Done the right way.Elynwood Services is a privately owned Australian company with an operational history dating back to 1990. Since then we have developed a comprehensive service capability across the spectrum of property services segments including contract cleaning, commercial catering, ground maintenance and more.