Documentos de Académico
Documentos de Profesional
Documentos de Cultura
facility
VOLUME 1, NUMBER 3, 2007 SEPTEMBER – NOVEMBER integrating people – process – place
Water Management:
Avoid, Reduce, Reuse, Recycle
ISS FACILITY SERVICES: This integrated approach creates synergies that maximise the
efficiency of service delivery for clients. It also enables ISS to improve
A GLOBAL COMPANY WITH A LOCAL ETHOS
the quality of the services delivered because a single service provider
has greater control over quality assurance and can guarantee the
ISS Facility Services is one of the world’s largest facility services seamless delivery of services.
companies. It has a global workforce of over 410,000 personnel in
50 countries and annual revenue in excess of AU$15 billion. #LEANING¬3ERVICES
ISS is the largest provider of cleaning services globally and in
The rapid growth of the company over the past 20 years largely Australia. For more than 70 years, ISS has continually raised
stems from its ability to draw upon its global experience to deliver the standard for cleaning services throughout the world. The
high quality services in the many countries where it operates. company’s solutions are always tailored to the individual needs
More recently, its success has been driven by its ability to provide and requirements of different customers. ISS works closely with its
integrated facility services that provides its clients with service employees and suppliers to constantly develop new methods, tools
solutions that are even more efficient through process and labour and materials to improve our cleaning services, enhance the working
optimisation. conditions for our employees and minimise the impact of our
services on the environment.
ISS Facility Services entered the Australian market in 2002 through ISS counts some of Australia’s largest organisations such as Telstra
the acquisition of Flick Pest Control, an Australian-renowned brand Corporation, National Australia Bank and BHP Billiton amongst
name. Since then, ISS has purchased a broad range of companies its many cleaning clients in Australia. Since 1994 ISS has been the
and has extended its capacity to provide a full scope of Facility primary provider for the NSW Government Cleaning Contract.
Services. In Australia, ISS is a multi-service organisation employing This is the world’s largest single cleaning contract within ISS and
over 22,000 people in the provision of facility management, provides services to more than 1,800 sites the majority of which are
maintenance, cleaning, security, non-clinical support services for the Government public schools.
health industry, grounds maintenance and washroom services. It has
a customer base of more than 100,000 clients and annual revenue
3ECURITY¬3ERVICES
of more than AU$700 million.
ISS Security is the second largest provider of security services in
Australia. Core Services for the Security division include general
)NTEGRATED¬&ACILITY¬3ERVICES security guarding, emergency response, consulting services,
ISS is one of a handful of companies globally that offers a wide operational risk management, development and implementation of
range of service solutions that can be combined to meet all of a safety plans and a focus on service supply to the Australian Aviation
customer’s service and support functions into one single solution. and Maritime Security Sector.
INDUSTRY PROFILE
ISS Security is a major player in the Aviation Sector servicing 70% ISS Grounds and Maintenance Services provides services to such
of Australian airports, some of which include Perth, Adelaide and clients as The City of Melbourne, ING and the Department of
Brisbane. Services provided incorporate passenger and baggage Defence. Through strategic acquisitions and the ability to integrate
screening, air-side patrols and frieght screening. ISS Security resources, ISS Grounds and Maintenance is continuing to grow in its
remains aware of important factors including relationship building national client base
with customers, experienced and competent supervisors and
management of ISS’ most important resource: personnel. 0EST¬#ONTROL¬3ERVICES
As part of Route Based Services, ISS Pest Control enjoys national
&ACILITIES¬-ANAGEMENT¬3ERVICES coverage and provides preventative and reactionary services for a
ISS Facilities Management Services is a division which provides large commercial and domestic base. Service range includes control
a management structure and operational solutions with a of common pests and rodents, termite inspection and treatment and
management team to cater for any facility service requirement a feral bird control.
client might have.
ISS Pest Control supplies services to business-to-business customers
One of ISS’ highest profile contracts in the Facility Management with major sites including the Accor Group and the Star City Casino
division is with Amcor in South Australia. ISS supplies the company Hotel in Sydney. Flick Pest Control, a subsidiary of ISS, provides
with a substantial workforce on a 24-hour roster to manage and domestic services to over 51,000 homes across Australia and
operate a large bottle manufacturing facility, which produces over possesses a reliable and well-known brand name that is renowned
1.2 million bottles a day. for quality service and staff development.
'ROUNDS¬-AINTENANCE¬3ERVICES 7ASHROOM¬3ERVICES
ISS Grounds and Maintenance Services is a growing division within ISS Washroom Services is one of only two national providers for this
the company and currently has 160 staff operating in NSW and service in Australia. With a business-to-business customer base of
Victoria. Providing services for internal plants and floristry as well 28,000, ISS is continually looking for a more advanced product range
as strong experience base in landscaping design, construction and and efficiency to provide services for its customers. The service range
maintenance, ISS is well set-up to provide full grounds services for for ISS Washroom Services include sanitary and nappy disposal, air
corporate customers. Specific services provided include Broad acre fresheners, soap dispensers, urinal/WC sanitisers, paper products and
mowing, turf construction and maintenance, high quality garden ISS is pleased to announce its newly released product; Pure Water.
maintenance and herbicide. ISS Pure Water, in partnership with the global-leading company
Waterlogic, focuses on the supply, installation and maintenance of
state-of-the-art bottle-less water dispensers.
Web: www.au.issworld.com
IN THIS ISSUE
facility
integrating people – process – place
Cover Story
22 Recruiting for the future
Facility Perspectives’ Melanie Drummond spoke to William Mitchell, Director of the Centre of Full Employment
and Equity about the reality of the skills shortage situation in Australia, and also caught up with FM recruit-
ment specialists Judd Farris, Hays FM, Kingfisher Property Recruitment and the D&M Group to discuss the
evolution of the FM industry and what lies ahead for today’s facilities managers.
Regulars
3 Editor’s Comment 4 Fast Facts & News 10 FMA Australia Chairman’s Address
11 FMA Australia CEO’s Address 10-11 FMA Australia Calendar
27 FM LEAD STORY Workplace 2 – Delivering a Productive Environment
49 ESSENTIAL SAFETY MEASURES Building Update
70 SOFTWARE CASE STUDY Praxeo helps Mirvac fill the FM Gap.
74 PEOPLE 15 Minutes of FM Fame – Introducing the Young Facility Manager of the Year 2007 – Michael Russo
Features
12 EDUCATION & PD 44 PLANNING & INFRASTRUCTURE 56 LIGHTING
Education in FM – the path Avoid, Reduce, Reuse, Recycle. The big switch – Lighting up the
of change The success of Sydney Water’s future of the built environment
Facility Perspectives Melanie Every Drop Counts (EDC) business Plans are afoot to phase out the
Drummond spoke to one of the quiet energy-guzzling incandescent
program demonstrates why household light bulb within three
achievers in advancing the monitoring is the best place to start years. What can industry do to
objectives of FM as a profession, your water savings success story. match their efforts? Steve Coyne,
David Leifer, co-ordinator of the Sydney Water’s EDC Business government advisor on lighting
graduate programme Facilities Program Project Officer Wendy Hird policy implementation and Vice
Management at the University of President of the Illuminating
reports.
Sydney. Engineering Society of Australia and
50 CONTRACT MANAGEMENT New Zealand (IESANZ) comments.
Facility Management training
at a glance PROCUREMENT 64 PROJECT SHOWCASE
Current tertiary education Sustainability in the procurement response-group and the
opportunities available for facility of Facility Management services management of change
managers throughout Australia. The FM Action Agenda’s Innovation Most are familiar with the specialist
Working Group’s idea for “change management consultants”
32 FM ACTION AGENDA procurement is that the focus for from a business, cultural,
Reform releases resources acquisitional, merger and/or IT
procurement innovation should be perspective, but few are familiar
The Work of the Regulatory Reform
in the various commercial models from an internal planning or
Working Group
and associated risk reward physically built perspective.
34 EVENTS mechanisms that drive the best 79 FM PUBLICATIONS
FM Innovations celebrate outcomes for both the client and FM’s Pandemic Role
a milestone contractor. FM Action Agenda IFMA Foundation’s Pandemic
The new Tungsten Innovation WG member and Currie & Preparedness Manual is an essential
FMA Australia NSW Branch Risk & Brown Director Mike O’Shea reports ‘how-to-guide’ for any industry in our
Emergency SIG launch on the concept. global economy.
2 • facilityperspec ti ves
EDITORS COMMENTS
facilityperspec ti ves • 3
FAST FACTS + NEWS
‘Emerald Awards’
launched for World
Environment Day
Article reprinted courtesy
of the Climate Leaders
A new national climate
change award program – the
Emerald Awards – has been
launched to recognise and award
outstanding action by companies,
individuals, government and the community
in Australia towards achieving a true carbon
neutral future. The Green Building Council of Australia is proud to
support these new awards as an Advisory Committee member.
The creators and supporters of the new Emerald Awards include a
diverse group of climate change professionals and organisations
including The Climate Institute, ACF, WWF, Clean Up Australia, The Green
Building Council of Australia, Baker & McKenzie, The Business Council for Sustainable Energy, Environment
Business Australia, Country Women’s Association and Clean Energy for Eternity.
“The essence of the new Emerald Awards is to create a focal point in Australia for authentic climate action
through a group that is collaborative, inclusive and that represents a broad cross-section of the country,” said
Joel Fleming, Chair of Climate Leaders, the organisation behind the awards. “The participation of so many
distinguished organizations and individuals supporting the Emerald Awards will make them a unique and
important platform for real leadership on this issue.”
The Emerald Awards will help to reduce confusion about what carbon offsetting is and its place in helping to
reduce global warming. Carbon offsetting is not a panacea for being able to continue “business as usual.”
The Emerald Awards will be aimed at those who are or are committed and working toward becoming carbon
neutral with an emphasis on efficiency, renewable energy and finally on offsetting emissions that cannot be
eliminated. They will highlight innovation and creative approaches across Australia that leads the way in cutting
our growing greenhouse gas emissions.
“Through the Emerald Awards, we hope to showcase leaders from different spheres and create a picture of how
a carbon neutral world could look as a model for the broader community,” said Fleming, “By creating such a model,
we hope to inspire others to take action to rapidly reduce Australia’s emissions and to realise that we can
effectively cut our emissions and address global warming,” Joel Fleming said.
A group of technical experts in various fields will make up a Technical Committee who will develop authentic and
rigorous carbon reduction criteria for the awards.
“The principles of the awards are to Reduce, Renew, Offset and to encourage World’s Best Practice. By setting a
baseline, the awards hope to take some of the mystery out of what ‘carbon neutral’ means.
An official Emerald Awards launch event is planned for the end of August when the specific award categories
and criteria will be released and an information website made public. A call for entrants will follow with the first
award winners to be announced just before World Environment Day 2008 in Sydney. Efforts will be made to ensure
the awards are both credible and easy for those interested to be nominated.
The Emerald Awards will give leaders who are taking serious action on climate change a voice and a profile in
Australia,” Fleming said.
For more information, or to be included on the mailing list, contact Debbie Ludwig dludwig@dlstrategic.com.au
Victoria’s first hybrid truck hits the road. use rain water tanks for flushing toilets and irrigation, solar hot water for
ictoria’s first hybrid truck hit the Melbourne roads in mid-July, staff and high-efficiency air conditioning.
V initiating what may be a gradual move among the business sector
towards more energy-efficient vehicles.
Sustainability Victoria contributed $35,000 to the purchase of the
truck and will monitor its performance through regular reporting of
Sustainability Victoria and Melbourne’s 106 year-old bakehouse, mileage, travel routes and fuel efficiencies.
Ferguson Plarre launched the Hino Hybrid diesel-electric truck, which it’s Sustainability Victoria CEO Geoff Mabbett says they will further fund
believed will save 25 per cent of the greenhouse gas emissions of a the uptake of hybrid truck technology within the light transport sector
regular diesel vehicle. on a case by case basis.
The hybrid’s combination of electric and diesel motors makes it ideal “It is an effective way for small to medium size businesses to lower
for stop-start conditions and by returning power from the brakes, the their carbon emissions,” said Mabbett.
hybrid is able to run smoothly while reducing greenhouse emissions, In 2005, over 800 light-duty trucks were sold in Victoria (the
diesel particle pollution and fuel consumption. Melbourne metropolitan area accounting for 80 per cent of sales) and
Ralph Plarre, co-director of Ferguson Plarre Bakehouses, says that Mabbett hopes other business will follow Ralph Plarre’s lead in
the purchase of Hino’s fuel-efficient and diesel truck is in line with the strengthening sustainable business practice by addressing transport
company’s strategy to address energy, water and materials efficiencies emissions.
across its operations. For more information visit Sustainability Victoria at
The company is also planning a state-of-the-art facility which will http://www.sustainability.vic.gov.au
4 • facilityperspec ti ves
%POµU SFTUSJDU ZPVS DBSFFS EFWFMPQNFOU
6 • facilityperspec ti ves
FAST FACTS + NEWS
Humans in ‘Space’ maximise harbour views and access to sunlight, is the fully glazed double-
from DB RREEF Media Release, 18 July, 2007 skin façade. The double-skin façade comprises from two layers of glass – an
B RREEF’s recent announcement to develop one of Australia’s first outer glass skin separated by a large ventilated cavity from an inner double
D double-skin façade high rise office buildings looks set to bring about a
striking new addition to the Sydney CBD skyline.
glazed skin.
The cavity, which contains retractable and adjustable automatic
The 42, 000sqm, transparent, elliptical-shaped building to be known as horizontal blinds will serve to shade the internal skin and reduce solar heat
‘Space’ will be constructed on the corner of Bligh, Bent and O’Connell Streets gain without losing the Harbour views.
in the thick of Sydney’s financial district. Other features which contribute to the 6 Star Green Star rating include a
In creating ‘Space’, DB RREEF has enlisted the design expertise of tri-generation system which uses gas to generate energy for the building’s
German Architect Christopher Ingenhoven of Ingenhoven Architekten, in cooling, heating and electricity. Electricity needs will also be supported by the
collaboration with Architectus in Australia. DB RREEF, one of Australia’s largest roof-mounted evacuated tube solar panels. ‘Space’ can also can boast more
integrated property groups, has had the building designed to achieve a green efforts with the intended implementation of black water recycling for
world’s best practice 6 star Green Star rating and a 5 star ABGR rating. the bathroom flushing systems and using recycled rain water for irrigation.
Features of the building will include large, flexible floor plates of It’s not just the building developers who will be happy with the 6 Green
approximately 1,600sqm and high levels of access to natural light which will Star rating, a working environment with access to fresh air is one of the key
cater to a variety of tenant needs. Twin off-set cores, a full height atrium and features of Space, 1 Bligh – Sydney and, naturally ventilated space in the
ceilings of 2.85m will be employed to enhance space and air flow and provide atrium for reception, break-out and meeting rooms is sure to provide an
horizontal and vertical connectivity. The lack of perimeter columns will further inviting work environment for occupants.
enhance the lightness and transparency of the façade. Tenant needs will also be catered for on a day-to-day basis through the
The unique use of the elliptical design will maximise coverage over the incorporation of secure bicycle parking, male and female shower/change
site and allow the orientation of the floor plate to the north towards the facilities, a childcare centre and a large, sun-filled forecourt and entry hall
stunning Sydney Harbour views. It also offers any tenant base, large or small, which is accessible to the public during working hours.
ultimate flexibility in terms of maximising floor space. Architect Mr Hoog Antink said that Space, 1 Bligh-Sydney will transform
To achieve the esteemed Green ratings, another included design feature an underutilised site into a unique building that will meet the needs of the
of ‘Space’ is the inclusion of a full height atrium, which serves as the occupiers well into the twentieth century.
environmental backbone of the project. The atrium, which will provide high “Space, 1 Bligh – Sydney will revolutionise the way people are able to
quality access to daylight and fresh air will allow for impressive views work together. It will bring a completely new perspective to workspace design,
throughout the building, from each floor up, across and down through the sustainability and energy efficiency, and create a working space that people
building. Glass lifts that travel through the atrium core will enhance the will enjoy experiencing day by day.”
‘transparency’ experience. Construction of Space, 1 Bligh-Sydney is scheduled to begin next year,
Essentially, the key sustainability feature of the building, and what will with completion scheduled for late 2010, early 2011.
www.solargard.com.au ®
Registered trademark of Bekaert Specialty Films Australia
facilityperspec ti ves • 7
FAST FACTS + NEWS
The Wonders of WiMAX Six golden rules to managing a crisis
new wireless technology which may one day revolutionise rural
A Australia’s access to the Internet, is already being successfully
utilised in a small island off Britain.
Leon Gettler, June 16, 2007
Source: The Age, at http://www.theage.com.au/news/opinion/LeonGettler/index.html
ccording to an article in The Age newspaper earlier this year, US
WiMAX1, the Worldwide Interoperability for Microwave Access, is a
telecommunications technology aimed at suppling wireless data over
A pharmaceutical giant Johnson & Johnson’s response to the 1982
Tylenol poisonings has been proclaimed as the textbook standard for
long distances in a variety of methods – from full mobile cellular type crisis management, in this case with products.
access to point-to-point links. Johnson & Johnson’s then CEO, James Burke, spent hundreds of
Based on the IEEE 802.16 standard (also called WirelessMAN), the millions on a product recall and embarked on an enormous public
technology enables a user to browse the Internet on a laptop computer information campaign.
without connecting to a wall jack. The WiMAX Forum created in 2002 Johnson & Johnson immediately called a news conference,
describe WiMAX as “a standards-based technology enabling the posted a reward for finding the culprit, established 24-hour help lines
delivery of last mile wireless broadband access as an alternative to to deal with inquiries, and instructed doctors to suspend supplies, and
cable and DSL”. introduced tamper-proof packaging.
As reported by Nick Miller of The Age on June 21 of this year, The The end result of the potential disaster was the Johnson &
Isle of Man is the location of Britain’s first commercial WiMAX Johnson’s reputation (and indeed as an indirect result, the reputation
implementation. The new technology was bought to the Isle of Man by of other industry players) was held intact.
John Huges, creator of Wimanx – a company now using WiMAX wirless As a more successful approach than denying responsibility or
technology to bring high-speed broadband to the Island. withdrawing from comment, public relations specialists cite six golden
Hughes says WiManx is already attracting a growing number of rules for the successful management of crises:
business users who recognise that the advanced wireless internet 1. Work with authorities and recall faulty products immediately. If
access solutions they offer represent a viable and cost-effective the company is stonewalling, agencies will step in.
alterenatives to conventional fixed-line telecommunications. The 2. Be upfront, providing the public with information and apologise,
WiMax service they offer, when combined with advanced VoIP (Voice expressing your regret and sympathy, without necessarily
over IP) will offer businesses a range of soltuions to minimise call admitting legal liability.
costs and improve productivity. 3. Actively demonstrate that your company is doing everything
While WiMax has been likened to Wi-Fi (standard wireless interface possible to solve the problem.
of mobile computing devices) one difference is that range is 4. Identify your vulnerabilities, and mitigate the risk. Have a plan
calculated in kilometres instead of metres. WiMax is also considered prepared to cover these events, and keep the plan updated.
more reliable than Wi-Fi, particularly when engaging applications such 5. Develop strong relations with employees and customers.
as VoIP that demand high bandwith and consistent, reliable quality. 6. Keep competitors in the loop. This helps the whole industry to
The Age reported that WiMax is a key part of the Australian better manage the situation, and act appropriately.
Government’s plan to provide high-speed internet access to remote
areas.
1 Wikipedia (http://en.wikipedia.org/wiki/WiMAX)
2 http://www.zdnet.com.au/insight/communications/soa/Why-you-should-care-
about-WiMAX/0,139023754
8 • facilityperspec ti ves
Simple Steps to Relocating…
Rack, Pack, Stack, and Go!
Making All the Right Moves
Movers and Shakers Reusable Plastic Crates
(RPCs) provide the ultimate in protection for
your important documentation and belongings,
whether you’re moving internally or across the
city. Designed to replace the standard
cardboard carton, our simple rack, pack and
stack system provides a quick, safe, secure
and cost effective solution to packing and
relocating your business.
Thinking of using cardboard boxes…
Think again…
The Role of
Facility Management
ANDREW MCEWAN
in Infrastructure
The Sustainability Agenda signs of a uniform approach gathering pace with the concept of sustainability more so than
The need for ecologically sustainable with accepted standards such as Green Star any other discipline.
development (ESD) and the concept of and NABERS.
sustainability generally has been widely These standards have been utilised in new The FMA Australia Agenda
accepted by building owners as they respond buildings to the stage where it is now All these factors point to the fact that there
to a groundswell of public, media and investor becoming a point of deprecation to not have a has never been a better time to be in facility
expectations about their contribution toward Green Star rated building in either the public or management, and FMA Australia’s strategic
reducing global warming and maximising the private sectors, and rightly so. New buildings planning seeks to ensure that facility
longevity of precious natural resources such however, only represent a minor proportion of managers are provided with the best
as water. an aging building stock and so the focus soon opportunities and professional development
Faced with the increasing burden on their moved educating building occupants about services to take advantage of the many
aging utility infrastructures, governments their role in the environmental performance of opportunities that exist in managing the
have quite wisely decided that the public and their buildings. facilities currently, and for the future. These
private sector building portfolios were the low The sustainability agenda is still in its are exciting times, and FMA Australia invites
hanging fruit that needed the primary focus, infancy, however out of all the building and you to take the challenge and ensure facility
since it was quite obvious that buildings are a construction professions, facility managers are management takes its rightful place as
major energy and water user. best positioned to have the greatest influence managers for a sustainable environment.
While there have been a plethora of over and to take an exemplar lead in
organisations that have emerged to bring their sustainable management practices – the Andrew McEwan
energies to bear educating, reinforcing and whole-of-life management focus from planning Chairman – FMA Australia
driving the sustainability agenda, there are and design through to disposal aligns totally Photography: Larry Pitt
10 • facilityperspec ti ves
FMA CEO’S MESSAGE
CEO’s Message
DAVID DUNCAN
ell here we are three months into a FMA Australia Professional Development Courses Victoria Branch has decided to spread the good
facilityperspec ti ves • 11
EDUCATION + TRAINING
Education in Facilities
Management – the path
of change
The facilities management industry
is blessed with a sizable number of
enthusiastic ambassadors who
quietly and continually endeavour to
advance the objectives of facilities
management as an industry, and
who strive to gain recognition of the
facility manager’s role as a
profession. Facility Perspectives’
Melanie Drummond spoke to one
such advocate, David Leifer, Co-
ordinator of the Graduate programme
in Facilities Management at the
University of Sydney.
12 • facilityperspec ti ves
EDUCATION + TRAINING
David Leifer is one of the original members of the industry
something that people fall into. I think the discipline hasn’t yet decided
body that went on to become the Facility Management
whether it’s a trade-based discipline or a management-based discipline.
Association of Austraia. He has continued to be an active There’s no presence out there within the schools to say this is a viable
contributor to industry developments including the recent career option. The intake we have in our programme – we have about
outcome of the FM Action Agenda -FM Exemplar Project: 30 students entering a year – is made up of largely of people already
Sydney Opera House, which was managed by the CRC for working as facility managers.
Construction Innovation. Facility Perspectives: What difference will establishing more FM
An architect and an incorporated engineer, David has undergraduate degrees make to the industry?
been teaching facilities management for about twenty DL: We have a bit of a problem with the undergraduate degree in that
years. Starting out at the University of Queensland for getting undergraduate degrees going depends on the government
seven years, David then taught for eight years at the funding places for Facility Management courses. This means that if
University of Auckland, before arriving at University of they fund places for facility management, they have to take places
away for other courses. DEETYA (Dept of Employment Education
Sydney, where he has been teaching for five years.
Training and Youth Affairs)’s involvement becomes a major problem in
The programme David conducts is a Masters Course trying to get undergraduate degrees going. The logic is, if you have a
with three levels; a Post Graduate Certificate, Post structure in Vocational Educational Training courses articulating into an
Graduate Diploma and a Masters in Facility Management. undergraduate degree then you have a career development structure
With this sort of education and industry experience, that takes people through from operatives to managers. There’s big
Facility Perspectives’ Melanie Drummond took the competition to get people at the top end, and also a yawning gap and a
opportunity to ask some pertinent questions regarding demand for technicians and air conditioning engineers at a lower level.
facilities management education, and the likely trends. The gap means that lower level facility managers can’t get the high
flying jobs because they don’t have the experience they need and they
Facility Perspectives: Since you started teaching, what changes have can’t get the experience they need because they don’t have the high-
you seen unfold in the course content being taught to Facility flying jobs. Business doesn’t appreciate the role that facility
Managers? management play in the scheme of things.
DL: I would guess it’s a question of sophistication and level. When Facility Perspectives: Why do you think facility management isn’t
Facility Management first emerged, we didn’t have a great valued by business?
understanding of what facility management was. Now we have a much DL: Good management is seen as minimising cost, where Facilities
better understanding of what it is and how we see Facility Management Management is essentially about optimising cost – that is getting the
relating to the other building disciplines. Actually creating things is a greatest of value for money which may mean spending more. In this
very high profile and sexy thing to do, in comparison, maintenance climate, shareholder value is important. People are cutting things to the
management is very much a Cinderella profession and it has got very bone so they can give their shareholders back the greatest dividend.
little allure. What’s happened now is that sustainability, which is now at This means that you end up trying to curtail your costs and maximise
the forefront of the agenda, has put a premium on life-cycle costing: your income.
Whilst society is more interested in the long-term use of buildings, Facility Perspectives: Is the corporate sector still not aware of the long
developers aren’t as there’s no financial incentive in worrying too much term gains of running buildings efficiently?
about the operational side of the buildings they create. Change requires DL: A ‘commodification of building’ has developed. Most of the large
the education of building providers as much as building maintainers. corporations don’t own property anymore; they lease it, whereas in the
The programmes in Facility Management really ought to be coming out past they were much more likely to be owners having a financial stake.
of business schools because after wages and salaries, the next biggest If you have a 5-year lease, it doesn’t really worry you if the air
cost in business is generally facilities. conditioners are going to pack up in 7 years – it’s someone else’s
When the Facility Management Association of Australia produced its problem. For organisations the commodification of property means that
competencies, the courses at University of Sydney aligned themselves operation and maintenance is a short-term issue – whereas
to those competencies, so by and large we cover all of those sustainability is a long-term goal.
competencies. Facility Perspectives: Will some owners go green to exploit the market
Facility Perspectives: What areas of FM education still need some value in having a sustainable building?
development? DL: The thing is, no-one has actually seen convincing demonstrations
DL: There’s still no recognised FM profession as such; school kids are to prove that going green has significant financial returns – people talk
not aware of facilities management as a career option so it’s still a lot about productivity for example. If it can be shown that sustainable
FA C I L I T I E S M A N A G E M E N T www.arch.usyd.edu.au
FACILITIES MANAGEMENT PROGRAMMES
facilityperspec ti ves • 13
EDUCATION + TRAINING
buildings have lower turnover rates, less sick days and keep the DL: There is an interesting parallel I draw, and that is with the human
employees happy then maybe people will be willing to pay a bit extra resource management profession. It emerged in the 1940s in the
on their rent to be at such premises. If that happens then the market is States because of the difficulty in getting manpower due to people
working properly but we haven’t got to that stage yet. Until ‘green’ being getting called up for the army.
attracts a rental premium there is no effective market ‘pull’. Smaller businesses are now well aware of what HR managers do
Facility Perspectives: Is the lack of a clear career path within the FM and now human resources is really a concern in more or less all
education framework the reason FM is still not clearly defined as a medium sized organisations. As recognition of the role of Facility
trades-based or management-based industry? Mangers in the large corporations becomes better understood, in
DL: I certainly think a clearer career path would make the industry another decade people will look at facilities management in the same
more coherent. The current orthodoxy tends towards a vocational way that they look at human resource management. I think, by then,
education model which supports the TAFE end of things. It is a not a probably any reasonable size firm should consider that they should
model that I subscribe to and my vision is that FM is the overlap have a facilities manager.
between business management and the management of property, Facility Perspectives: What FM education developments do you see on
which is not to say that the trades side is not valuable. Some of the the horizon?
most valuable facility managers at the moment are people who have DL: I definitely see that we will have more bachelor degree courses –
risen from the trade ranks and who have certificates in electrical I’m not quite sure who they are going to appeal to – what sort of people
installations/air conditioning installations and who can actually have a we are targeting at school level. Obviously occupations with pay and
very good understanding of the services side. However, the fact is that status will be promoted at the school level and as sustainability and
FM has ‘management’ in the title and if we’re not training people to be life-cycle costing throws more focus on the FM industry, we will
managers then I’m not sure what we’re doing. definitely see a stronger public profile develop.
Facility Perspectives: It does seem there’s a move in the industry to Facility Perspectives: Do you think it’s important for there to be an
elevate FM to boardroom level, does that mean trades people who don’t influx of young people into the industry?
have the communication skills in place to adapt to the managerial DL: Yes, for any industry if it’s not attracting young people then it’s a
focus, could risk being left behind? Dodo industry.
DL: We take the position that facility mangers should be able to take Facility Perspectives: Should trades-based facility managers be
their place in the boardroom; should be able to talk to directors in the making a move to further their education as far as gaining management
language of management and business; are au fait with the concept of skills?
measurement, monitoring and controlling; everything which is focused DL: It seems to me that because they’ve come from all walks of life,
on assisting the organisation fulfil its mission and goals. If FM is not having a piece of paper at the end of the day that actually qualifies
doing that then we are part of the problem not the solution. them in the area they work in means that someone has recognised that
Facility Perspectives: Do you think with a problem currently exists they know what they’re doing. If you look at the other recognised
with Facility Managers who don’t have sufficient management skills to professions such as medicine, law, architecture, and accounting they
be running a building efficiently? have a recognised entry degree. Anyone who hasn’t got a degree won’t
DL: Absolutely. To be a manager you have to get people to do what you have the necessary credibility.
want them to do, not what they want you to do; and that means having Facility Perspectives: How soon in the future do you envision most
an understanding of organisational behaviour and good management employers requiring their facility manager to be qualified?
skills. Some people are just born good managers and I really think DL: I would say 5 years. At the moment in the building design section of
management comes down to ‘people skills’. For example, too much the Building Code of Australia, the requirement is that you employ
project management tends to end up in bullying rather than consultants who have sustainability credentials to design and
persuading, and if you want an organisation to run smoothly then you construct your buildings. I think this will also extend to people who
know which of the two you’d prefer to be working with. know what they’re doing when they run a building. The way people use
Facility Perspectives: Do you think some facility managers have an buildings can have a greater impact on the way energy is used than the
unrealistic perception of where they might be able to progress to within actual design. The focus will swing very clearly towards the way people
the industry? use buildings, and I think that’s what will be the major impetus towards
DL: Facility Management has two major facets. One is day to day increasing the status of Facility Management and the need for facility
operational management, the other is the strategic aspect. About two- managers to be recognised properly.
thirds of our graduates will end up as operational managers. This is
where trades based facility managers are going to score very highly. On
the other hand there are people who are more comfortable in the DAVID LEIFER
managerial role and they will be looking at their organisation’s event David Leifer completed his doctorate in
horizon, 3-5 years into the future. Computer Aided Architectural Design in
Facility Perspectives: In a few years time, do you think it will be less 1984. Whilst his work was overtaken
likely for facility managers to ‘fall into’ the role? by the rapid development of computer
DL: There are two quite strong pressures, one is increasing concerns hardware, he became interested in the
with due diligence: – when organisations plan to do something they are way that computers were used to
required to exercise due diligence, the other is OH&S. As managers are control complex buildings. Realising
increasingly expected to act responsibly, and with increasing that there was little point in
occupational health and safety duties, ‘falling into the role’ will not be automating buildings without a
good enough. DAVID LEIFER
management purpose for doing so, he
The other one is reporting requirements in government – the careened into Facilities Management.
processes you have to go through to report on how you’ve done things. In the course of this excursion he became the chairman of the
You can’t let amateurs do various jobs that have legal responsibilities Queensland IFMAA around 1990/93, and later the NZ Chapter
attached to them. People are soon going to be asking whether building Chairman of the Chartered Institution of Building Services
owners have a qualified facility manager. Engineers (1996-99).
Facility Perspectives: When do you think the general public will He is currently disseminating the FM information learned from his
become aware of Facility Management as an industry? students in the name of education at the University of Sydney.
14 • facilityperspec ti ves
4FUB
DPVSTFGPS
ZPVSMJGF
#"$)&-030''"$*-*5*&4."/"(&.&/5
8*5) )0/0634130(3".
Deakin University offers the Bachelor of Facilities Management degree as an early exit from the Bachelor
of Construction Management/Bachelor of Facilities Management combined degree. The course is the first
of its type in Australia and is offered on-campus at Geelong Waterfront. From 2008 the course will also
be available in off-campus mode.
High-performing students have the opportunity to extend their studies to Honours level, involving
industry-relevant research and concurrent work placement. Tax-free scholarships are available and the
Honours program is fully accredited for FM practice by the Royal Institution of Chartered Surveyors (RICS).
'PS NPSF JOGPSNBUJPO DPOUBDU 1SPGFTTPS $SBJH -BOHTUPO BU UIF 4DIPPM PG "SDIJUFDUVSF
BOE #VJMEJOH PO PS FNBJM DSBJHMBOHTUPO!EFBLJOFEVBV
XXXEFBLJOFEVBVTDJUFDIBCDPVSTFT
FDUC707_21
Facility Management
Training at a Glance
In order to fully explore the current movement of education within the Facility
Management Industry, Facility Perspectives’ Melanie Drummond investigated
the current tertiary education opportunities available for facility managers
throughout Australia. continues page 18
16 • facilityperspec ti ves
Facilities Management
&HUWL±FDWH 'LSORPD OHYHOV
Features:
enrol at anytime
no academic prerequisites
ongoing academic support
pathways to further study
%HQH±WV
improve skills in people mangagement
manage assets effectively
manage risk exposure in the workplace
gain formal recognition of your skills
18 • facilityperspec ti ves
Know how to manage
facilities better.
RMIT University’s Master of Project Management offers a specialisation in
Facilities Management and uses cooperative learning to:
· Build on students’ experience through case studies
· Develop and enhance project management capabilities
· Provide skills and industry knowledge needed locally and internationally
Demand is increasing across all industry sectors for good project management
skills to improve productivity, save resources and create better outcomes.
Specialise in Engineering, Facilities Management or Information Technology.
The Masters program incorporates both the Graduate Diploma and
Certificate qualifications.
RMIT also offers:
· Master of Property · Doctorate of Project Management
· Graduate Diploma of Valuation
For more information or to apply email ian.mcbean@rmit.edu.au or phone
(03) 9925 3907 www.rmit.edu.au/pcpm
RMIT280
Faculty of Architecture,
Building & Planning
Make some new plans.
From 2008, the University will introduce landmark educational reforms, known collectively as the Melbourne
Model, designed to create an outstanding and distinctive Melbourne education for all students.
Under the Melbourne Model, the Graduate School of Architecture, Building and Planning will be established
to provide graduate students with rigorous theoretical knowledge and critical professional skills from leading
academics and practitioners in the designed, digital and constructed environments.
For more information, contact the Faculty of Architecture, Building and Planning
t: +61 3 8344 6417 f: +61 3 8344 5532
www.abp.unimelb.edu.au
TERTIARY TRAINING GUIDE
www.deakin.edu.au Development or Asset and Facilities Faculty of Engineering, Computing and
Management. Mathematics and the Business School. Students
University of Ballarat In the area of sustainable development, FBE will engage in a balanced inter-disciplinary
The University of Ballarat currently offers a offer a Graduate Certificate in Built Environment programme of asset management, engineering
Diploma of Project Management. The course is (Sustainable Development) and a Master of and business units with a focus in practical
offered on a fee-for-service basis, and monthly Built Environment (Sustainable Development. applications and the challenges faced by
workshops are scheduled over one semester. www.unsw.edu.au today’s organisations. Emphasis is on the
www.ballarat.edu.au development of technical skills, decision-
University of Technology, Sydney making, program implementation, change-
University of Sydney UTS offers a Bachelor of Construction which management and communication.
The School of Architecture runs a Graduate provides students with comprehensive building The full programme consists of six core units,
Certificate, Graduate Diploma, and Masters education. The degree is concerned with all three electives and a dissertation. There are
Degree in Facilities Management. A Master of aspects of the construction process, including options to exit with a Graduate Certificate or
Design Science (M.Des.Sc) programme offers a business management, construction Graduate Diploma in Engineering. The estimated
degree that majors in FM. The Faculty of technology, project management, quantity time frame to complete the Masters, for a part-
Economics and Business in conjunction with surveying, applied economics, contract time student combing study with full time work
the School of Architecture offer a doubles administration and property development. is 2-4 years, though this may be shortened
degree, the Master of Commerce and Master of There are also opportunities for further study depending on any advanced standing available
Facilities Management. after completing the course through an for prior learning.
The program is designed for those currently Honours program, the Master’s programs in www.uwa.edu.au
working as facility managers and allows for Project Management and Facility Management
interstate students to participate. Candidates or a Master of Business Administration (MBA). University of Wollongong
with industry experience but without formal www.uts.edu.au The University of Wollongong offers a Master of
qualifications may enter the Graduate Engineering Asset Management. The objective
Certificate course, and subject to their University of Western Sydney of the program is to ensure continuous
performance, can then upgrade to a Diploma or The University of Western Sydney offers improvement in the strategic and tactical
Masters. students a Bachelor of Construction response of organisations and their managers,
www.usyd.edu.au Management. Students will develop specialised to the management of infrastructure assets.
skills in construction management taught This is achieved through a balance program of
The University of Newcastle through theoretical, practical, and hands-on subjects in asset management science and
The University of Newcastle offers a Bachelor of experience. Topics covered in the program engineering, business administration and
Construction Management (Building) which is include: project management, building law, management. Other topics covered include:
accredited by the Australian Institute of accounting and design science. Project Implementation and Outsourcing, Life-
Building, the Australian Institute of Quantity www.uwa.edu.au Cycle and Risk Management, Maintenance
Surveying, The Chartered Institute of Building, Requirements Analysis and Managing People in
and the Singapore Institute of Surveyors and University of New England, New South Organisations.
Valuers. The program is offered in mixed-mode, Wales www.uow.edu.au
allowing students the flexibility to either attend The University of New England offers a
classes at our Callaghan campus, or to learn in Graduate Certificate in Project Management Facilities Management and other
a virtual environment wherever they are which can be completed over 1 trimester full practises related to the industry may
located. The program is also offered off-shore time or over 2 trimesters part-time. also feature as a component of
in Singapore (TMC). www.une.edu.au courses offered at the following
www.newcastle.edu.au tertiary providers:
Charles Stuart University University of Tasmania
University of New South Wales Charles Stuart University offers a Graduate www.utas.edu.au
The Faculty of the Built Environment at the Certificate in Project Management which Monash University
University of New South Wales is the largest includes accreditation as a Certified Associate www.monash.edu.au
faculty of its kind in Australia by range of Project Manager (CAPM) from the Project Murdoch University (Perth)
programs offered. On offer at the FBE is the Management Institute. In the area of www.murdoch.edu.au
Bachelor of Construction Management and sustainable management, CSU offer a Master of Southern Cross University (Coffs Harbour)
Property which focuses on people and process Sustainable Management which is comprised of www.scu.edu.au
management within the specific contexts of a Graduate Certificate in Sustainable University of Canberra
building construction, property development, Management and a Graduate Diploma of www.canberra.edu.au
quantity surveying and facilities management. Sustainable Mangement. Australian Catholic University
The four-year full-time program of study offers www.csu.edu.au inet.acu.edu.au
students management skills in the areas of Flinders University, Adelaide
planning, risk assessment, occupational health The University of Western Australia www.flinders.edu.au
and safety, property management and The University of Western Australia offers a Griffith University, Gold Coast
organisational behaviour. The FBE also offers a Master of Engineering in Asset Management. www.griffith.edu.au
Graduate Certificate in Construction Project The emphasis of Engineering Asset James Cook University, Townsville
Management, Master of Construction Project Management is on achieving sustainable www.jcu.edu.au
Management and a Master of Construction business outcomes and competitive advantage La Trobe University
Project Management (in Professional Practice). by applying systematic and risk-based www.latrobe.edu.au
Another postgraduate offering from FBE is the processes to decisions concerning the Macquarie University
Master of Property and Development which engineering assets of an organisation. The www.mq.edu.au
allows students to specialize in Investment and postgraduate degree includes units from the
20 • facilityperspec ti ves
RECRUITMENT FEATURE
Recruiting
for the future
Despite a thriving industry, the lack of sufficiently trained facilities managers available to meet
demands has forced employers to draw on skills outside the traditional candidate pool when recruiting
for the future. The situation has prompted questions as to where the responsibility for the skills
shortage should fall – should it simply be a case of employers investing in staff training to meet the
changing industry needs or should the federal government be taking more of leadership role in
addressing the crisis?
Facility Perspectives’ Melanie Drummond spoke to William Mitchell, Director of the Centre of Full
Employment and Equity about the reality of the skills shortage situation in Australia, and also caught
up with FM recruitment specialists Judd Farris, Hays Facilities Management, Kingfisher Property
Recruitment and the D&M Group to discuss the evolution of the FM industry and what lies ahead for
today’s facilities managers.
22 • facilityperspec ti ves
RECRUITMENT FEATURE
he media focus on the skills shortage throughout Australia has MAKING THE MOVE
facilityperspec ti ves • 23
RECRUITMENT FEATURE
occupational forecasting and planning conducted by the Department come from a variety of different industries and backgrounds to
of Employment. become a facilities manager. The problem now we have skill shortages
“The privatisation of the public agencies over time has reduced is there is a lower entry point into the industry than there should be.
the capacity of the public sector to offer skills development. The Because facilities management is still not recognised compared to
ideological obsession of the federal government with abandoning its some similar positions, it allows people to come into the industry with
role as a major employer, particularly of our youth, has meant that a lower skill set than we would ideally require. There will come a time
skills are now not systematically developed,” said Mr Mitchell. when there will be specific qualifications for Facilities Managers and
Mr Mitchell acknowledges the role industry can play in addressing that will coincide with an established route into the industry such as
the skills shortages by increasing their willingness to train you would expect when talking about an engineer for example. The
disadvantaged workers and making workplaces more tolerant of result will be more consistency in the skills and attributes of a
people with mental and physical disabilities and more flexible for Facilities Manager.”
those with family responsibilities. As to the Federal Government’s next As the pressure of skills shortages increases and the talent pool
move, he suggests introducing a national employment guarantee draws tighter, recruitment agencies are taking creative measures to
scheme. draw people into the industry – for many it means looking to
“By introducing a Job Guarantee, the public sector would be able associated industries for potential candidates.
to embrace the capacities of those that it has abandoned to Louise Rowe from Judd Farris Recruitment urges that people who
unemployment and marginal status. There is ample evidence to show haven’t had the direct industry experience but who show the
that training on the job, in a paid work environment is significantly dynamics, energy, cultural fit and polish may still prove to be the right
more productive than churning jobless workers through a sequence of choice for Facilities Management positions.
training programs divorced from the paid work context. By introducing “We’ve certainly seen interest from other industries such as
a Job Guarantee, the government would immediately create a logistics, venue management, hospitality and general operations.
dynamic pool of workers who could not only contribute to expanding Some people coming into FM at junior levels may have been operating
the welfare of our communities and free the workers from welfare in customer service, security, administration, accountancy or
dependence, but also generate skills development which would feed mailroom positions” said Rowe.
the skill demand of the economy.” If looking at related Australian industries doesn’t solve a
At the Skilling Australia Conference in September of last year, company’s employment needs, Rowe suggests employers should also
Prime Minister John Howard addressed the responsibility issue of the consider accessing the global candidate pool.
Australian skills shortages dilemma. “Within the property industry, there have been some sectors
“A more skilled Australia requires a genuine, ‘bottom-up’ which have embraced sponsoring overseas candidates for a number
partnership across governments, businesses, education and training of years – for instance building services and civil consultancies. FM
providers and individuals ... Employers are demanding a higher level firms in Australia need to accept the reality that sponsorship of
of skills, a broader range of skills and more frequent updating of skills. overseas candidates in the future is essential. This coupled with an
To attract and retain skilled labour, education and training must be offshore move of middle and senior management to locations such as
part of core business.”5 Dubai, Singapore and Hong Kong further illustrates the need to attract
During his speech, the Prime Minister proposed that the high offshore talent to Australia.”
demand for skilled workers in Australia is the flip-side of an economy Clearly, another contributing factor to the FM skill shortage in
now in the 16th year of economic growth. particular is the increasing diversity of the industry. As Facilities
“In a vibrant, growing economy, some level of skills shortages is Management continues to gather unstoppable momentum, it is
part of the normal functioning of the labour market. As pressures evident that technical qualifications alone will no longer be sufficient
emerge, people re-skill and respond to wage signals in order to adapt to guarantee the continued career progression of today’s FM. With
to changes in labour demand.” more time spent in the boardroom and less time on the ground,
As demand for more flexible work and training arrangements facilities managers who have a strong business acumen and the
comes from employers and employees alike, Mr Howard says ability to communicate with everyone from stakeholders to
employers now want training to be delivered when and where it is contractors are becoming increasingly more desirable to potential
needed, whether in a classroom or in the workplace itself. employers.
“Workers want to be able to respond to change and access Employers now look for professionals who have a rounded
training opportunities throughout their working lives. An education understanding of building services and operations, security systems
and training system predicated on a world where someone was and HVAC controls as ideal candidates for the job. Kingfisher’s
educated until young adult-hood and then entered a job lasting Matthew Barnett says it is also essential for facility managers to stay
roughly 40 years has become basically obsolete. Younger Australians abreast of the latest developments in environmentally efficient
in particular no longer expect or want a job for life. They want portable practises if they want to increase their chances of working for
skills that let them move between jobs and locations. All this points to progressive companies.
why we need a more flexible and responsive education and training “Increasingly it’s becoming important to have a good
system – where the users are the drivers of the system,” said Mr understanding of sustainability, being able to take an existing building
Howard. and identify potential cost, savings, and payback periods for
Clearly, industry will have to find its own solutions. So where does environmentally sustainable developments and improvements. It is
the Facilities Management industry fit in the big picture of the skills also important for an FM to demonstrate a good understanding of the
shortage situation? current legislation and codes of practice. Strong administration skills
Kingfisher Property Recruitment’s FM specialist Mathew Barnett are another essential for recording, preparing and presenting
believes the talent pool of facility managers in Australia would be information,” said Barnett.
increased by the establishment of a clearer training path into the The movement of FM towards a corporate service delivery model
industry. has bought with it a creeping fear among some facilities managers
“The skills shortage is something we hear about on a daily basis that they may be left behind as skill requirements within the industry
across all industries. When relating it purely to the facilities revolutionise. For facilities managers who have come from a
management industry we need to consider that FM is an industry traditional trade’s background, Hays Facilities Management’s Paul
evolving faster than many other industries and traditionally people Burch suggests personality and the ability to manage successful
24 • facilityperspec ti ves
RECRUITMENT FEATURE
relationships are the key attributes for facility managers hoping to companies and clients is enormous, just through better Facilities
secure senior level positions. Management,” said Kelly.
“I think what will allow you to make that first step from the tools For facilities managers who want to stay on top of the latest
and into a managerial role are the personality traits and the ability to developments and expand their career horizons, it may unfortunately
communicate. As you move further up the ladder, people will need to require covering their own costs for completing additional business
look at further education as a way of proving to the business that they courses. Judd Farris Recruitment’s Louise Rowe resolves it’s about
can operate at that level. It’s also a way of validating skills they may time companies start taking responsibility for investing in the
already have. If you look at some tradesmen, they may have run their education and upskilling of their facilities managers.
own businesses so they may already have a certain level of financial “The level of proficiency that is out there in the FM industry has
acumen that isn’t necessarily recorded and taught but certainly doing increased tenfold over the last few years. The strategic and business
something Post Graduate to back that up could be a good way of element of the role is becoming increasingly paramount. To be fair, I
proving that at a slightly higher level,” said Burch. think a lot of FM’s want to undertake additional courses but there is a
As sustainability increasingly becomes a key component of any lack of financial support – most are self-funding their extra curricular
good facility manager’s objectives, establishing, operating and studies. Corporations are slowly recognising that they must do more
maintaining environmentally effective systems within buildings has in this area. On-the-job training has always featured highly but
become something of a daily requirement. The crucial role facility employees have limited access to employer-funded tertiary or
managers play in ensuring their buildings run at optimum efficiency business qualifications. A few of the major service providers are now
has led to more facility managers participating in the front-end of recognising that by providing financial support and availability to
building design. By engaging with designers, architects and academic studies and/or training courses that that they will not only
engineers, facility managers can guarantee they are receiving the develop a higher level of FM but also gain retention of their staff.
fundamental lighting, HVAC and space requirements needed by the Moreover, this approach offers a competitive advantage by attracting
building occupants. candidates in a tight market as well as providing their clients trained
D & M Group’s Adam Kelly agrees the role of a facility manager has and qualified Facility Managers,” said Rowe.
long since moved on from the ‘maintenance man’ image of the past. Although FM training options have increased significantly in
“The industry is really crying out for people to take a bit of recent years with the start-up of an undergraduate degree in FM and
innovation and to really try and drive it forward. A lot of people in the online study options, D &M Group’s Adam Kelly feels smaller
industry at the moment take on the idea that facilities management is companies will still find it difficult to train and retain their staff.
just to keep the building ticking over or just to keep the portfolio “The FM recruitment market for a lot of companies is still very
ticking over, there needs to be a change in thinking. They’re not just reactive; there are not a lot of clients that are able to build their team
there to wait until something is broken and then get it fixed, they to account for growth and churn. If you’re looking at a company that
need to be looking at making their building perform better and operate has a portfolio of 10 properties, they will generally have a set FM
better. The amount of savings and revenue that this can generate for team, and if they lose a property or they lose a person they recruit
facilityperspec ti ves • 25
RECRUITMENT FEATURE
reactively. Unfortunately most clients are not able to take on facility D&M Group
managers in order to build up their team or to develop the skills base D&M Group is an innovative and
within it as they are often very restricted to contracts and the size of growing recruitment
their portfolio. In my opinion there are not enough clients that have consultancy. We have 8
been able to train and develop staff through the ranks because of specialist Business Units as
these restrictions and in turn it creates a lot of sideways movement in part of the group, they are:
the marketplace,” said Kelly. Executive, Property,
In order to overcome the skills shortages and ensure facilities Architecture, Construction, Civil,
management cements itself as a credible and valued industry, it is Facilities Management,
essential that young people can follow a concrete career path to the Resources, Mining & Power,
FM job of their choice. Add to that the combined support of both the Project Management &
public and private sector, and facilities management is undoubtedly Development. Extensive
set to be a defining industry in the future of the built environment. experience underlined by a
For Adam Kelly, it is the bright prospects of the industry that keep Adam Kelly, D&M Group dedicated pursuit of quality,
him committed to recruiting for the future of facilities management. providing technical recruitment solutions at the professional and
“FM is now very much a corporate-oriented business, a business executive level is the hallmark of our service, offering clients and
that for many organisations is becoming a high revenue earner. It candidates tailored solutions across Australia and internationally.
used to be a side note to property management or to operations, The D&M Facilities Management team boast the most senior and
whereas now it is an industry in its own right. The opportunities for FM experienced Facility Management recruitment professionals in
as a separate entity are just phenomenal.” today’s market. Our team sit on the FMA committee and are
actively involved in addressing the needs of Facilities Management
References professionals in this continually evolving market.
1 Australian Chamber of Commerce and Industry – ‘A cure for the common cold – ways to
address skills shortages (ACCI review – January 2000, Issue 59)
2 “Life is Elsewhere” by Kate Nancarrow. The Age, February 2004
3 Department of Education, Science and Training – ‘Nature and Causes of Skill Shortages –
Reflections from the Commonwealth National Industry Skills Initiative Working Group 2002 Hays Facilities Management
4 Centre of Full Employment and Equity, Working Paper No. 05-15 ‘Skills shortages in Hays has been at the forefront
Australia: concepts and reality of FM recruitment since its
5 Prime Minister of Australia John Howard – address to the Australian Financial Review – inception in the early nineties.
Skilling Australia Conference, Sheraton on the Park Hotel, Sydney, 18 September 2006. Originating out of our activities
recruiting within the built
environment and maintenance
markets Hays Facilities
ABOUT OUR CONTRIBUTORS Management has grown to
become synonymous with
Judd Farris many of the industry’s key
appointments.
26 • facilityperspec ti ves
PLANNING + INFRASTRUCTURE
Workplace 2.0™
Delivering a productive environment
BY CAROLINE BURNS (BASED ON A PRESENTATION GIVEN AT THE FMA AUSTRALIA IDEACTION 2007 CONFERENCE)
facilityperspec ti ves • 27
PLANNING + INFRASTRUCTURE
raditionally workplace initiatives have been substantially driven
Clear Goals
Knowing your company’s objectives in implementing a new
workplace environment is critical. The different goals of a integrated
workplace platform may be achieved in a number of ways. Different
physical, technical and managerial elements can be harnessed in job satisfaction, work/life balance and demanding greater flexibility in
different combinations to achieve different outcomes. where and when they work. Increasingly, younger workers choose
where they want to live and the lifestyle they want to lead, and then find
Expressing Culture and Brand a job, rather than the other way around. As a recent report on the
Part of the attraction of new forms of working is that they reflect a globalisation of white collar work states; “no longer is off-shoring all
modern, progressive and innovative organisation. Whilst many about moving jobs elsewhere; increasingly it is about sourcing talent
companies embracing Workplace 2.0™ realise the non-financial benefits everywhere”.4 Flexible work practices can be an important strategy in
they set out to achieve, the potential negative impact on business the war to attract knowledge worker talent.
performance from an ill-considered implementation may be far greater Replacing staff is an expensive exercise for any business and while
than the real estate costs saved. the specific numbers will vary between markets and organisations, the
As an example, a financial services company that piloted a cost of replacing senior staff is likely to far outweigh the real estate
hot-desking strategy in order to substantiate an estimated $13 million costs of housing them. By way of example, one Australian based firm
in rental savings per year, found that in the test group, savings of uses a ball park of 50% of annual salary as the cost of replacing staff
$27,250 per annum were completely obliterated by staff turnover costs (this equates to $40,000–$50,000 as the cost of replacing a middle
of more than $1 million.2 Staff turnover in the group increased by a ranking employee). The real estate related costs of accommodating this
staggering 83% and morale and satisfaction dropped significantly below same person are calculated as $4,000–$5,000 for the workstation, with
the company average. The lesson learned was that in this particular a further $6,000–$7,000 per annum to cover rental and other annual
instance “smaller working spaces and better utilisation of floor space real estate costs. For this company, the cost of replacing staff is
would potentially generate more savings than the hot-desking method.” somewhere between five and six times the real estate cost of
This example reinforces the need for organisations to clearly define their accommodating them.
objectives and to understand existing culture and workstyles.
Providing Knowledge Workers with Choice and Control
Mobilising the Workplace in the War for Talent Companies have found that increasing work location choice and
In an international poll of senior human-resources managers last mobility helps increase staff satisfaction and productivity by
year, three-quarters of them said that attracting and retaining talent empowering people with the tools and authority to balance work and
was their number one priority and over 60% said that they suffered a personal demands in a way that suits their circumstances, without
company-wide talent shortage.3 compromising performance outcomes.
Whilst remuneration is important, today’s younger recruits are In most organisations few people (except sales) work away from
concerned about the image of the company, placing high emphasis on the office all of the time. What is much more common is for between 5%
28 • facilityperspec ti ves
PLANNING + INFRASTRUCTURE
time away from the office can also reduce peoples’ connection to the
firm and to their co-workers. This may have the longer tern impact of
lessening loyalty and commitment. In one professional services firm in
the US, specialist senior staff were provided with the tools to work from
home up to four days per week. It later emerged that many had realised
once they were able to function relatively independently that their
sought-after skills and experience could also be valuable to competing
firms, and essentially these staff were “freelancing” on the side.
Work Mobility – Staff are able to match their immediate work needs to Based outside of Virtual / Road
Consulting, Sales <30% 2-10 : 1
office Warriors
the environment, whether this is an appropriate space in an office, at
home, on the road, in a hotel or at a client site. Many clients have initially adopted a “softly, softly” approach to
However, as many companies have discovered, mobile working is introducing desk sharing, an approach found to be valuable in gaining
not for all people and not for all organisations. Staff whose jobs may early buy-in and allowing people to get used to different ways of
theoretically enable them to work from home part time may not be able working. Often this is in form of a “group addressing system” which
to due to space constraints, infrastructure constraints (such as not assists in retaining a sense of team identity, ownership of space and
being able to access high speed broadband), or family constraints (such reduces the uncertainty of a “free for all” system.
as having young children or partners working from home). Too much
facilityperspec ti ves • 29
PLANNING + INFRASTRUCTURE
Integrating Supporting Technologies Conclusion
Flexible arrangements are usually (but not always) associated with There is a general recognition that while different strategies are
greater personal mobility. This may be external to the primary office or needed to address the requirements of individual organisations, many
within the office environment. Mobility is supported by both hardware are still at a relatively early stage of moving towards Workplace 2.0™.
and software communications and information technologies, and it is The experience of those companies who have embarked on the road to
not surprising that many of the early mobility pioneers were IT integrated workplace platforms tell us that it’s all about the journey, not
companies such as Sun, Cisco, Nortel, IBM, HP and Agilent. just about the physical workplace results. Some of the key tips that are
constantly cited for success include:
Case Study: Microsoft7 3 Blend the Workplace 2.0 platform with existing management and
Microsoft, the global leader in software, enabled 30,000 of its workplace practices, technology strategies and human resource
people with wireless devices at a variety of global locations. It piloted policies – the work environment is a platform not a place
the technology for 12 months and measured the impact on workstyle 3 Prepare a robust business case and clear projections on the return
and productivity. The results speak for themselves: on investment
3 24% used the WLAN for more than 6 hours a day 3 Get senior level buy-in and foster a culture where performance
3 93% used their computer in new locations matters more than presence
3 50% saved 0.5–1.5 hours per day due to their wireless connection 3 Know your staff and how they want to work
3 72% said they could work without a wired connection 3 Ensure new environments are pilot tested before major program roll
3 88% were interested in purchasing wireless for use at home outs
Additional IT investments are often required to support integrated 3 Train employees in how to use the new workplace and new
workplace platforms. Without the appropriate investments in technologies
information technology equipment and infrastructure, mobile working 3 Continuously refine and improve the platform as technologies, staff
can present challenges for co workers and managers, who can find it needs and operations evolve.
difficult to rely on remote technology to access secure systems and
share documents, files, ideas and monitor/manage progress. While *Wikipedia: A thin client (sometimes also called a lean client) is a client computer or client
training, education and transition management can assist with these software in client-server architecture networks which depends primarily on the central server
issues, for some companies the burden of substantial investment in for processing activities, and mainly focuses on conveying input and output between the user
new technologies and ways of working and managing outweighs and the remote server. In contrast, a thick or fat client does as much processing as possible
marginal savings in real estate or improvements in productivity for and passes only data for communications and storage to the server.
certain individuals.
Information security concerns have also prevented many References
organisations in the past from adopting more mobile arrangements. 1 “Leap Into Future Space”, Fischer, Glenn quoting BOSTI. February-March 2000. Building
Some of these concerns relate to wireless network security, others to Interiors.
the risks associated with making confidential data (such as personal 2 “Workspace not so Hot” BOSS Magazine, July 2004
customer details) accessible outside the physical office network. These 3 “The Battle for Brainpower”, The Economist, 5 October 2006
issues are significant and have serious implications for organisation, 4 The Globalisation of White-Collar Work – The facts and fallout of next-Generation off-
particularly in banking, insurance, accounting and legal sectors. shoring”, Booz Allen Hamilton, 2006
However IT security is constantly developing and some of these 5 London Business School, 2006.
concerns, while no less critical, are able to be addressed in many 6 “Competitive advantage from better interactions”, Scott C. Beardsley, Bradford C. Johnson,
environments or through adoption of other strategies such as thin-client and James M. Manyika. McKinsey Quarterly, 2006 Number 2.
networks*. 7 www.unwired.co.uk case study
30 • facilityperspec ti ves
fa• cil• i• ties [fe sil et ies] n. pl.
an establishment set up to fulfil a particular
function or provide a particular service.
ORIGIN early 16th cent. From French facilite,
or Latin facilitas.
: PROPERTY
: EXECUTIVE
: ARCHITECTURE
: FACILITIES MANAGEMENT
www.dmgroup.com.au
FM ACTION AGENDA
he Facilities Management (FM) Action Agenda was three selected areas (asbestos; emergency evacuation
32 • facilityperspec ti ves
FM ACTION AGENDA
increasing burden of compliance controls that vary from state to Having a centralised portal of compliance information maintained
state, and local government area to local government area. The by those who should be most motivated by it needs to be adopted.
industry charged with the management of the Built Environment A great deal of legislation does not distinguish between
needs uniformity and simplicity to create an easier understanding building owner, occupier or manager in terms of responsibility and
and accessibility of requirements and their obligations in applying accountability, and we contend that access to this information is
them. currently excessively difficult to access as competing interests vie
The Australian property market is growing in its spheres of for control of the information. It is in the interest of all who access
influence nationality and internationality: put simply, more the built environment to have ready access to legislation without
businesses that manage the Built Environment on behalf of the the imposition of or need for the acquisition of costly publications.
occupiers of space who ultimately foot the compliance bill, are We have considered that the only way to ensure the evolution
carrying out that management on a national basis. To do this of uniformity in the controls, legislation and regulation involved in
effectively and economically however, uniformity of regulation is Managing the Built Environment is by a commitment from industry
necessary. and government to allow updated legislative changes and
The RRWG’s initial focus has been on the completion of Action standards to be communicated to Built Environment stakeholders
11 – Promote awareness within the FM industry of the regulatory through a common portal.
requirements applying to: The next few months will see the release of a framework for
1. Asbestos delivery of the FM Action Agenda’s strategy for Regulatory Reform.
2. Emergency evacuation plans This will at its heart be focused on streamlining of key compliance
3. Cooling towers areas to achieve harmonisation of regulatory requirements,
The task of the RRWG is not to rewrite legislation, rather our information sharing and setting of national standards. This will in
work to date has concentrated on: turn release valuable FM resources from administration tasks to
3 Obtaining legislation and regulations for the Action items across focus on value adding strategic issues impacting on the ‘Managing
all layers of government, together with referencing Standards the Built Environment’ for the benefit of industry stakeholders, the
Australia, the Australian Building Codes Board’s Building Codes national economy and ultimately the community.
of Australia (BCA) and other industry bodies. The Facility Management Association of Australia would seem
3 Assessing the appropriateness of regulations an obvious champion and long term custodian for this initiative.
3 Recommending a uniform national minimum standard
3 Devising an effective yet simple mechanism to make
regulations readily accessible
3 Devising a simple process to keep a centralised data base of
regulations up to date
The RRWG have focussed on the adoption of a recommended
framework of minimum standards, and have established that
minimum appropriate standard based on reviewing the
commonality of existing regulations across all tiers of government.
THE RRWG considers that any existing national standard should be
the base of all legislation and therefore need to assess if this base
could be enhanced by, or is in conflict with, other existing
regulation. As we go through each area of legislation we have
referenced it to enable it to be readily accessible online.
To simply set about compiling a list of legislation would not
answer the needs of industry. Clarity of requirements and reporting
processes is required to enable an ease of understanding that does
not need complex interpretation to attain a maximum degree of
understanding. It is similarly important that occupiers and users of
the built environment are able to readily understand areas of
specific risk.
Maintaining regulatory simplicity and currency will allow STEPHEN BALLESTY TONY STAVELEY
evolution into a uniform set of industry Acts and Regulations.
fmedge offers nationally recognised training specifically tailored Are you interested in gaining an FM edge?
to the needs of practicing facilities managers and those seeking If so, the Diploma of Property Asset and
to gain an edge as they enter the industry. Benefits of studying Facilities Management (PRD50504) will deliver.
with fmedge include flexibility and a fully interactive
Contact us today to find out more.
learning environment.
The fmedge programme is
delivered on-line, using latest Level 8, 350 Collins Street, Melbourne VIC 3000
technologies, and presents T: 03 8605 4844 E: info@fmedge.com.au
industry current best practice. www.fmedge.com.au
facilityperspec ti ves • 33
FM EVENTS
FM Innovations celebrate
a milestone
When FM Innovations (FMI) held a celebratory party at the Melbourne
Aquarium recently, it didn’t just mark a significant milestone for the
company, it marked three key milestones for Facilities and Property
management software in Australia.
ncredibly, FM Innovations’ two directors considerable investment and as a result we Australian Wheat Board.
34 • facilityperspec ti ves
FM EVENTS
facilityperspec ti ves • 35
FM EVENTS
The Tungsten Group’s growth over the years from management buy-out in the last
decade through to its expansion and its recent acquisition by Programmed
Maintenance Services has been nothing short of hyperbolic.
So when Tungsten announced they had reached a new milestone, Facility
Perspectives was there to report on the findings.
36 • facilityperspec ti ves
FM EVENTS
3 Building condition surveys and audits
3 Essential services compliance
3 Fire and security system maintenance
3 Contractual and operational compliance
3 Supplier and contractor management
3 Inventory management and store control,
including calibration services
3 Preventative, corrective and reactive asset
maintenance
3 Reliability-centred maintenance and
predictive maintenance
3 Vendor and contract management
3 Capital works and project management
3 Waste management and cleansing
3 Catering and food services
3 Civil works
3 Energy and water management
3 Traffic management
3 Customer service centres and 24/7 call
centres
3 Emergency planning and response
coordination centres
3 Provision of specialist trade and field
maintenance services
Through this broad range of capabilities,
tungsten can assess, design, implement and
operate an integrated infrastructure where their teams become the eyes and ears mechanical and electrical services)
management solution to meet the needs of of the infrastructure environment, constantly 3 Asset compliance and management
customers and their operating environments. looking for, monitoring and addressing the 3 Essential Service compliance
potential risks that have been identified on- 3 Catering and food services
Assurance Services site. Tungsten centralise the utilisation, control 3 Capital works and project management
Assurance services involves a proactive and coordination of their resources, leading to 3 Help desk /call centres
and preventative management approach to further benefits beyond integration and multi- 3 Porterage and cleaning
ensure the continuous operation of skilling. 3 Energy and waste management
infrastructure through asset protection and 3 Grounds and garden maintenance
the provision of secure, safe and healthy work Facilities Management 3 Information technology systems
environments. Facilities Management is the management 3 Reception services
In delivering assurances services of business support activities within the built 3 Mailroom services
Tungsten provide: environment. This contributes to the delivery 3 Sustainability initiatives – for example,
3 Integrated protective & emergency of strategic and operational objectives of the green rating assessments
services (security, first aid, fire, industrial business and provides a safe and efficient 3 OH&S reviews and safety management
rescue/recovery) working environment for people, which is With the suite of tailored services offered,
3 Fire systems maintenance essential to the performance off any business. Tungsten are now truly integrated service
3 Workplace health assessments Tungsten has over twenty years of solution providers, and whether this is a logical
3 Drug and Alcohol testing facilities management experience, and the progression that answers a market need, or an
3 Workplace safety and emergency training following list of services indicate the depth of innovative step that will set industry trends, I
3 Emergency planning and incident Tungsten’s service delivery capability in this suspect Tungsten, and Steve Taylor and crew
response coordination area: will remain firmly at the forefront of this
Tungsten’s approach is one of prevention, 3 Building maintenance (including plumbing exciting industry.
facilityperspec ti ves • 37
FM EVENTS
facilityperspec ti ves • 39
strong
affordable
low-maintenance
contemporary
www.bilock.net
Premium affordable security solutions
In considering events like the forthcoming APEC, Dean Mark’s than those who used personnel that were well known to them. “You are
address emphasised the importance of recognizing that, due to the paying them to protect your property and staff, it is not unreasonable to
safety considerations of all involved, police would most likely not be expect that they provide what they promise. You must be able to trust
prepared to share information about what and where events were to be the provider to do the job”. These agencies should be able to produce
staged until the very last moment because of their need to protect public liability cover for $10 million, professional indemnity for $5
confidential and sensitive security plans. Given the likelihood of this, he million, a valid workcover insurance certificate and a copy of their
advised that venue security operators had to plan in advance how to Security Firm Licence. It would also be expected they would be willing to
negotiate with police in reducing the security risks to staff, customers sign a Service Level Agreement covering the service they will provide at
and their business. your venue and what they agree they will do under that agreement.
The first step in the strategy he proposed, was to meet with all Mr Marks insisted that success would rely on the establishment of a
security agencies that would be operating around the event such as collaborative team approach, the quality of information used and the
State and Federal Police, the Attorney General’s department and relevant level of trust established between venue team members and their
authorities to establish and develop trust with these agency heads. This support groups. He outlined in detail all aspects of business that were
could be achieved through the development of a thorough and likely to be impacted by a security crisis. Data would be drawn from
comprehensive intelligence product for the venue, and would assist in Security, Administration, Human Resources, Public Relations,
building agency confidence in the ability, skills and confidentiality of the Emergency Services, Finance, Suppliers and Contractors. This pooled
Venue Management team and the underlying Security and Safety information would then be analysed and effective strategies and
procedures. Having earned this respect, Police Agencies will then be operational plans developed to deal with the all contingencies that might
more open to involving the venue team in the dissemination of relevant arise over the APEC period.
information regarding pertinent areas of their security plans and how The creation of a plan where all staff members gave their input, was
they may be likely to affect the venue. He insisted that this level of trust a critical learning exercise that provided the opportunity to set
must exist in order for the venue security manager to be given the collaborative team processes in place in advance, to ensure the smooth
relevant knowledge of APEC planning in relation to their venue or nearby operations of the business, whatever adverse contingencies might
environs that may directly affect them. occur. A post event bonus was that this thinking would help for
Dean Marks urged all venue operators to immediately start the smoother operations and better business later on.
development of a security intelligence product for their venue that Mr Marks said that once the APEC venues and programs are
facilityperspec ti ves • 41
FM EVENTS
announced it was important for the venue security team to identify 3 There may be restricted access to the site and suppliers and staff
where their building was in relation to the event and then work out what can’t get in.
were the likely perceived security threats. He mentioned three main 3 Parents of young banquet staff may prevent them from going to
zones of security risk: work because of a lockdown or fear for their safety.
T1: VIP – high security (police will already be doing background 3 During a lockdown, contingency measures such as transportation of
checks on venues in this category). There will be a lockdown in these staff to the venue can be organised by staff on phone standby,
zones with restricted pedestrian, parking and traffic access. where directions are given to meet at a central destination (such as
T2: Secondary Zone – these sites are on a motorcades route or a railway station) to be bussed into the venue all together.
close to the VIP site Contingency planning is crucial to an effective outcome.
T3: Tertiary Zone – these sites are one set further out from T2 If the venue does experience difficulties over the APEC period and
He warned operators that being outside the high security lockdown clients can’t attend or may go elsewhere over the period, have a plan to
areas was in many ways more of a risk than being inside, as the key re establish patronage. This may include writing to them, or inviting
motives of would be protestors was to draw international media them to a dinner or exciting function, to welcome them back to the
attention to the interference they can cause to the event. In terms of venue. From a public relations perspective, a crisis media plan needs to
gaining media attention, the damage is reported as a success to those be developed with prepared media releases on hand to distribute to
wishing to cause the disruption. trusted members of the press whose contact numbers are known.
He urged operators to think about how a subversive might think Identify who will be the spokesperson to the media and let all staff
about how to disrupt the event; what would it take to get media know.
attention; and as venue operators, what did they know of people who In conclusion Mr Marks said “A well prepared intelligence product
were likely to be subversive? He asked them to consider where the will greatly enhance business continuity and assist with effective crisis
relationships were and what meetings might be occurring that might be management over the APEC period and remember safety of people
prejudicial to their organisation? Also, determine what is the venue’s before profit. Your strength and future business success lies in
likely demographic for the event? fostering good relationships with the public.”
From an operational perspective Mr Marks advised that where The event was lauded as a success by those who attended, and the
possible, all aspects of venue operational maintenance be undertaken in FMA Australia NSW Branch Security & Emergency Risk Management
advance so that there is no requirement for these to occur over the Special Interest Group look forward to developing further events of
period of the event. This included checks and services to all mechanical, interest in the future.
electrical and electronic equipment including backups and off site
storage for all electronic data. Contingencies should be in place should About Marie Geissler and
the power grid be disrupted. An electronic copy of the venue plans and Geissler Communications
key passwords for electronic operations should be carried with the Marie Geissler BSc, MPRIA, is director
security manager at all times during hours of operation. Plans for egress of Geissler Communications. Her
and access to the site should be determined for a range of expertise includes corporate,
contingencies. This included emergency evacuation procedures for community, government, media and
bomb and fire threats. Security CCTV and scanning systems should be crisis communications, the
deemed effective for all areas. development of sponsorship
On a staff and supplier level, individuals that hold consistently programs, exhibitions and the writing
subversive views need to be identified and requirement to be onsite of media releases, speeches, articles,
during the APEC period reviewed. marketing materials and books.
From a legal perspective, loss to revenue from likely successful MARIE GEISSLER Through her long association and
compensation claims from dissatisfied members of the public, clients, involvement with the art world and Craft Arts International, Marie
suppliers, other nearby businesses and/or staff who may be adversely offers an art consultancy service to organisations, government and
affected through operating the venue business need to be evaluated business. Geissler Communications is a member of the Public
and managed. Relations Institute of Australia, the Foreign Correspondents
From an operational perspective: Association, the Australian Institute of Company Directors, The
3 Consider the likelihood that a function might not be able to be held Australian Academy of Design, The International Special Events
because of a security crisis, and that guests might be locked out or Association, The Media Arts and Entertainment Alliance. Tel 02
in for an extended period. 9380 5510 or email marie@geissler.com.au
9 gs
Scalable from small buildings 9 Energy optimisation
to the enterprise level 9 Flexible user authentication
9 Deep historical archive Lighting
42 • facilityperspec ti ves
PLANNING AND INFRASTRUCTURE
Avoid, Reduce,
Reuse, Recycle
The success of Sydney Water’s Every Drop Counts (EDC) Business Program
demonstrates why monitoring is the best place to start your water savings
success story. Wendy Hird reports.
void, reduce, reuse, recycle. While most facility managers are familiar with this water
A conservation advice, what some tend to forget is that the words are listed in order of priority,
environmental effectiveness, and costs. Best practice is achieved through first avoiding
using water by using different practices or products, then reducing it by operating more
efficiently. Thirdly, reusing water from other processes if possible, and then exploring opportunities
for recycling.
The Every Drop Counts Business Program has shown just how effective this approach can be. The
program’s 360 business customers are collectively saving more than 10.3 billion litres of water a
year. Savings are largely attributable to increased water efficiency in business processes, and
reduced wastage.
It’s easy to get enthusiastic about installing a big rainwater tank, or starting up a stormwater
reuse project. It’s not always so easy to get someone to read the water meter weekly, type the data
into a spreadsheet and put together a graph so everyone can see what’s happening to water
consumption.
44 • facilityperspec ti ves
PLANNING AND INFRASTRUCTURE
However, as the EDC Business Program has demonstrated, regular 2. Appoint a water conservation manager
meter readings will probably save you more water at a lower cost than Organisations that appoint a person to manage water
almost any other option. conservation achieve better results than those that don’t. A person
If done well, good maintenance practices are almost invisible – needs to have the dedicated responsibility for water conservation
because it means good water management has become embedded in although it does not need to be their sole task.
your day-to-day facility management.
Everyone loves big water saving projects involving rainwater tanks, 3. Understand your systems to determine where water
sewer mining or greywater diversion devices. They sound interesting, is used in your facilities
create great staff enthusiasm, and are visual evidence that you are Determine where and how water is used within your business.
taking water conservation seriously. While worthwhile, they can also Carry out an audit of water use, develop a water balance and
have long payback periods, throw up unexpected technical challenges, identify the opportunities for water savings.
and take a lot longer than expected to implement. Identify and quantify the hidden costs of water – they will
This does not mean that businesses should stop installing rainwater almost always be higher than your metered water charges.
tanks, or stop thinking about reuse opportunities. Businesses pay wastewater charges, and these costs will fall if
Done well, they are a great way to reduce water consumption, you save water. Saving water can also cut electricity, gas, labor and
improve the local environment, and give you a restrictions-free source chemical treatment costs.
of water. They just shouldn’t be the first things you do. When planning Big savings can be made if greater efficiency lets you
water conservation projects, always keep the mantra of “Avoid, reduce, decommission equipment like surplus cooling towers.
reuse, recycle” in mind. It will help you put cost effective savings in
place and improve the usefulness of your rainwater capture or reuse 4. Set a realistic conservation goal
projects. It is important to have realistic conservation targets so that
everyone has an incentive to measure water savings. Sydney
Avoid Water has found that businesses that conduct a water audit can
Fixing leaking taps, toilets and urinals will give you big water typically identify savings targets of 20 per cent or more.
savings at minimal costs. Encourage cleaning and maintenance staff to Another way of setting a target is to establish water use key
report leaks as soon as they appear, and make sure they know who to performance indicators, such as kilolitres of water used per square
report leaks to. It’s easy to ignore a leak if you don’t know who to tell. meter of office space annually, or litres of water per employee. This
Make sure your cooling tower contractor reports any leaks discovered is also a good way of comparing water efficiency at different
during monthly maintenance. facilities.
Put a sub-meter on important water supply lines so that regular
monitoring can reveal if leaks are occurring in any part of your building. 5. Develop a conservation strategy
Cut out unnecessary and wasteful practices like hosing down A conservation strategy needs to use the following principles:
outside surfaces. Use non-water alternatives such as sweeping. 3 Avoid
3 Reduce
Reduce 3 Reuse
You can dramatically cut your water bills by installing low flow 3 Recycle
shower heads or restrictors, reduced flow basin taps and half flush
toilets. Cut the amount of water needed to flush urinals by checking 6. Involve your employees or tenants
sensor operation and location. Behavioral change is essential to achieve sustainable water
savings. Increase water conservation awareness through signage,
Reuse newsletters and posters.
Once you improve water efficiency, reuse and recycling systems Ask staff for their water saving suggestions, and their ideas for
can become more cost effective because you won’t waste money on overcoming obstacles to improved water efficiency. Ensure
over-sized systems. everyone knows how to report leaks and wastage.
You can reuse condensate in cooling systems. Rainwater tanks
provide relatively clean water that may be used for toilet and urinal 7. Think laterally
flushing, in cooling towers, and for a range of other purposes. Some of the simplest ideas may be the most cost effective.
Water conservation is not just about large-scale technical
Recycle solutions. Small changes to operations and behavior can make a
Lightly contaminated greywater collected from showers and basins big difference.
can be used for sub-surface irrigation of sporting fields or gardens. The
facilityperspec ti ves • 45
PLANNING AND INFRASTRUCTURE
alerts if water use exceeds a pre-determined level – meaning you can
immediately identify and fix leaks.
If your facility doesn’t have these systems, and you don’t have the
funds to install one, don’t despair.
Birkenhead Point Shopping Centre doesn’t have an online
monitoring system, so the centre’s security guards record meter
readings four times a day. This has allowed daily tracking of water use
and identification of any base flows through the centre at night when
shops are closed.
Whatever system you use, it is vital that you regularly review your
data so you know what it’s telling you.
46 • facilityperspec ti ves
INDUSTRY PROFILE
FACILITIES MANAGER
The role of a facilities manager can be very arduous. switchboards. This is very time-consuming as the
They have limited funds to maintain the diversity, handgun has to be directed at every individual terminal
integrity and continued operation of the facility in their and connection. Or, the wise manager could engage the
charge. services of a professional consulting thermography
company.
Clearly, they must be understanding of all the
functions that keep the place operating. There is the Such a company is Thermoscan™ Inspection Services
cleanliness, physical maintenance, lighting, air- Pty Ltd, started in 1980 and covering the whole of
conditioning, grounds and resources to be kept in good Australia. Thermoscan™ has 10 field operators, all are
order and condition, to name a few. qualified electricians and most are trained at Melbourne
University to Level 1 Thermography standard. Further,
In the lighting and air-conditioning field there are many Thermoscan™ has quality assurance accreditation to
tools. Electricians, to look after the electrical and AS/NZS 9001:2000, and Queensland Government
mechanical switchboards and refrigeration mechanics to Quality Approved Supplier status.
ensure that the air-conditioning is performing efficiently at
the right temperatures. Following every inspection by Thermoscan™ the
manager receives a detailed report documenting all the
The electrician can perform regular examinations of all thermal abnormalities observed during the inspection
the electrical and mechanical switchboards, however they together with suggested repair procedures. Generally
are only likely to see around 10 to 15% of the faults. The inspections are carried out every 12 months, however
prudent facilities manager would engage the use of some are done every six months.
thermography and this, if used correctly, should identify
Thus to utilise the limited dollars the Facility Manager
the 85% to 90% of the unseen faults.
has, it would be wise to use qualified, trained,
The manager could purchase an infrared handgun and experienced and accredited thermographers –
have their electrician regularly examine all the Thermoscan™ Inspection Services Pty Ltd.
THERMOSCAN™
INSPECTION SERVICES
Can you see the
We at Thermoscan™ have been
fault in this photo? specialising our infra red thermography
We can! (thermal photography) service since
1980, and we have become very good at
identifying and locating the many thermal
abnormalities present in a large variety of
electrical reticulation systems.
FAULT
83°C Over the years we have saved facility This particular irregularity at
managers, maintenance engineers, 324°C would have closed the
building owners and insurance companies plant for around 2 days and cost
38°C about $1,000,000 per day.
many millions of dollars in lost production
About 90% of the The problem was resolved
and replacement costs to name a few.
with the loss of 1½ hours of
“faults” we see – scheduled down time (and
cannot be seen with 1300 132 517 this is much cheaper than
unscheduled downtime) and
the naked eye. Quality Assured to AS/NZS ISO 9001:2000 a new switch.
BUILDING UPDATE
DEREK HENDRY
Building Update
WA wide: Occupiers Liability Act 1985 proposal draft changes to be included in the Building Code of Australia
Facility and property managers should make themselves aware of a 2008 (Volumes 1 and 2). Go to http://www.abcb.gov.au to view the
little known Act of the Western Australian State Parliament, which can changes.
present some significant consequences for building occupiers and
landlords, should a building occupant be injured or killed whilst within a Australia wide: Auditing Essential Safety Measures
building under the control of someone else. This Act carries with it Facility managers must be aware of the competency levels of their
several far-reaching obligations for the occupier of property with regard consultants and contractors, relative to essential safety measures
to the safety of persons entering a building, or part, either legally or auditing. We often see managers at risk due to:
illegally. 3 Professionals not knowing or just ‘paying lip service’ to mandatory
Section 5 of the Occupiers Liability Act 1985 states – in part: statutory requirements to be complied with by the building owner;
‘... the care which an occupier of premises is required by reason of 3 Building owners not being advised that they are exposed to
the occupation or control of the premises to show towards a person statutory fees and civil suits when an incident occurs in their
entering on the premises in respect of dangers which are due to the building, even with a third party signing an ‘annual maintenance
state of the premises or to anything done or omitted to be done on the compliance statement’. Building owners need to be aware that while
premises and for which the occupier is by law responsible shall, except they can delegate responsibility they cannot delegate the
in so far as he is entitled to and does extend, restrict, modify or exclude accountability;
by agreement or otherwise, his obligations towards that person be such 3 Not having a verification process that ensures all inspections,
care as in all the circumstances of the case is reasonable to see that testing and maintenance requirements are actually performed; and
that person will not suffer injury or damage by reason of any such 3 Paying for inspections and testing routines which are not being
danger...’ performed. A number of maintenance contract companies in
In the absence of essential safety measures regulations in WA Australia do not have enough technicians or trades people to
legislation, this Act would be utilised by persons injured in a building. perform the inspection, testing and maintenance that they are
contracted to perform. Many ‘annual maintenance compliance
SA wide: AS 1851-2005 – not yet accepted statements’ are signed by a third party, even though a significant
The Building Policy Branch of Planning SA has issued an Advisory number of tests and inspections have not occurred. This places a
Building Notice titled ‘Administration: Maintenance of Essential Safety number of their clients in a very vulnerable position when
Provisions’. The notice makes it clear that the ‘mandatory minimum something goes wrong.
requirements for maintenance’ for maintaining and testing of safety
installations in a building is not the new AS 1851-2005. The Notice states
‘Ongoing maintenance must be in accordance with the Schedule of
Essential Safety Provisions issued with the Building Rules consent and
the version of Minister’s Specification 76 that was in force at the time
that the application for Building Rules consent was made.’
facilityperspec ti ves • 49
CONTRACT MANAGEMENT PROCUREMENT
Contract models
In contracting for Facility
Diagram 1
Client
supported by government, is driving the adoption of green building Management services the two
practices through market based solutions such as the Green Star Rating contract models that are
System. With over 300 Green Star registered projects across Australia, a 5 consistently used in the industry
star rating has quickly become the de-facto standard for the construction are the Head Contract and Managing Head Contract
and /or refurbishment of buildings, encompassing a range of benefits Contract models. In practice there with performance KPIs
including reduced external environmental impact, improved indoor are a whole range of hybrid
environmental quality and enhanced value. The Facilities Management contracts that exist in between.
industry in the meantime, is also examining ways of adding value to the Head Contract Model
sustainability equation. Diagram 1 illustrates a typical
Procurement and Sustainability Head Contract model where a single FM Head Contractor
The Facilities Management industry currently spends billions of dollars contract exists between the client
each year on goods and services, and their activities generate the utilisation and the Head Contractor, who
of electricity, scarce resources such as water, and office waste that goes directly engages all subcontractors.
into landfill. Managing Contract Model Subcontractors
Changing these practices to managing the procurement spend with a Diagram 2 illustrates a typical with performance KPIs
focus on sustainability therefore, could be an important tool towards the Managing Contract model where the
development of a sustainable facilities management industry, and a Client engages a Manager to
sustainable built environment. supervise the works undertaken by
Sustainability in FM the subcontractors, who are directly
Facilities Managers must undertake a range of processes in order to engaged by the Client. Subcontractors and
Specialists
incorporate sustainability into current Facilities Management practices in
areas such as: Relationships
3 Site development Types of Relationships
3 Strategic asset management In the contracting of facility management services there are two main
3 Environmental management generic types of relationships which are commonly referred to as:
3 Operation of the facilities 3 Traditional; and
3 Design guidelines 3 Alliancing.
3 Space management Traditional relationships generally require strict compliance by the
And key to the successful development and implementation of these contractor to the terms of the specification and contract, and where the
processes is the alignment of cultural and corporate objectives in supply requirements can be adequately defined, are an efficient way to deliver
chain relationships. These relationships impact on the management of services and generally have the lowest transaction costs.
environmental and social impacts and all those within the supply chain The use of alliancing on appropriate projects, for example where the
must share the same vision towards waste and energy minimisation, and services are complex and high risk, can deliver significant performance
strive for sustainability and continual improvement. improvement and savings in baseline cost.
The type and context of contract models, the expectations on the When the strategic decision to contract a service has been made as
50 • facilityperspec ti ves
CONTRACT MANAGEMENT PROCUREMENT
Diagram 2
buildings are mostly let on a traditional basis.
Clients who contract Facility Management services, particularly for a
Client
complex facility or portfolio are more likely to consider entering into
Alliancing arrangements.
Alliance Relationships
Although some partnering arrangements are performance based, the
Managing Contractor
with performance based KPIs majority have just been a better way of doing business. These partnering
relationships have allowed the development of trust, a reduction in
duplication of functions, and appropriate levels of responsibility to
encourage the delivery of a better service. The alliance type of relationship
Subcontractors takes the key elements of partnering to the next step by having a risk–
with performance KPIs – FM Manager
Contracted to the Client reward sharing philosophy to encourage exceptional (breakthrough)
performance in the delivery of the services as well as an open-book
approach to all financial matters, including overheads and profit.
Planning, Supervision, Alliance contracts may be more effective than other arrangements for
Auditing and approval of providing services that:
payments 3 are difficult to define;
3 have a higher risk or have more unknowns;
3 are critical to a client’s performance;
Subcontractors and 3 need to be commenced early;
Specialists 3 require innovative solutions from the contractor; and/or
3 require creative management by the client.
part of the procurement process, the type of relationship and the best An alliance board or joint consultative committee is usually established
combination of pricing structures must be chosen. For example, alliancing to manage the contract. The board or committee meets as required and
with a reimbursable pricing structure and incentive payment mechanism strives to reach unanimity in all decisions.
are well suited. Following the establishment of the alliance board or joint consultative
An increasing number of organisations, after considering their options, committee an alliance management team should be appointed. This is the
have decided to include more flexible approaches, often involving alliancing. working group that reports up to the alliance board. It will comprise the
Such relationships are marked by an increasing depth and breadth of most suitable resources from each of the parties and be responsible for the
interaction. Alliancing contains a risk–reward approach generally linking overall delivery of the services. In an alliance relationship it is likely and
part of the contractor’s remuneration to defined and measurable preferable that the client’s and contractor’s personnel are co-located to
performance levels. This could be all or part of the contractor’s profit. optimise communication and teamwork.
Over the life of a contract the most appropriate relationship format may Arrangements such as alliancing generally have higher transaction
change. Prior to extending any contract, in depth reviews should be costs than traditional contracts due to the more complex legal arrangement,
undertaken to fully assess this issue and in the case of sustainability, to and the higher level of communication between the parties, resulting in
ensure the alignment of cultural and organisational objectives. For example more meetings and workshops. This investment is normally recovered from
as the contract matures, moving from a traditional to an alliance the benefits of an Alliancing approach, resulting in a transformational rather
relationship may provide benefits for both the client and the contractor. than transactional outcome. However, if you are going to take this approach
As the most common relationship for the delivery of maintenance is you need to be satisfied that the initial investment will be worth it and that
Traditional and as a number of clients are moving towards Alliancing, these the benefits will be delivered.
two are discussed here. Potential Benefits of Alliance Relationships
Traditional Relationships Relationships such as alliancing are associated with a number of
Historically, relationships between clients and contractors have been potential benefits compared to the ‘traditional approach’. The key benefits
shaped by legal and contractual obligations. The legalistic framework within often include:
which the parties operate has historically created distrust (for example. the 3 improved ‘Value for Money’, which can be difficult to demonstrate;
extensive checking and verifying of documents and invoices delivered by 3 improved innovation and continuous improvement;
the contractor). The relationships became ‘compliance and controls’ based. 3 early contract award with a low level of scope definition;
As a consequence, there has been a tendency for adversarial cultures to 3 more flexibility to make changes;
develop. 3 engagement of a contractor who is prepared to resolve problems and
Traditional relationships are centred upon the obligations set out in the look for better alternatives;
contract documents and have tended to be ad hoc and at arm’s length, with 3 better allocation and management of risks;
each party seeking maximum advantage, often at the other’s expense. In 3 the promotion of benchmarking; and
addition, the traditional approach can be challenged by many problems such 3 the use of effective KPIs if well structured.
as poor communications, lack of continuity and a tendency to seek to Potential Risks of Alliancing Relationships
achieve performance through penalties such as liquidated damages rather Alliance relationships can fail for several reasons, including:
than incentives. However, a traditional contract, when established properly 3 a poor tender evaluation process, leading to acceptance of a contractor
for appropriate services, can provide an efficient and effective outcome. If with insufficient senior personnel or whose personnel lack appropriate
not prepared properly then it is likely to lead to variations and extra cost to skills;
the client. 3 a lack of contractor or client commitment, leading to a process that is
Traditional contracts, by their name, are usually prescriptive and rely not well structured and formalised;
heavily upon management by the client to achieve the desired outcomes. 3 a poor process that permits a dilution of contractual obligations and a
Traditional contracts are ideally suited to situations where: relationship that does not provide value for money;
3 the scope can be accurately defined; 3 a change of senior personnel or impairment by personnel not
3 potential for variation during the contract period is low; and committed to the process;
3 the risks of failure of the service to the client are also low. 3 poorly established key performance indicators (KPIs) and risk–reward
For example cleaning and air conditioning maintenance on commercial scheme; and
facilityperspec ti ves • 51
INDUSTRY PROFILE
CUSTOMISATION
A maintenance program designed to match your
building’s equipment needs, taking into account: Completed maintenance procedures are recorded and the
3 Building type; data is critically analysed allowing adjustments to the
3 Operational environment; service program. Otis’ quality approach to service delivery
is to conduct the right maintenance procedures at every
3 Usage;
visit, optimising equipment reliability and performance.
3 Technical specifications of the equipment
To find out more about our products, solutions and services get in
touch with us today.
facilityperspec ti ves • 53
CONTRACT MANAGEMENT PROCUREMENT
For the other part, work carried out under the contract is reimbursed at 3 legislative responsibilities;
the net costs to the contractor for resources such as labour, materials, 3 timing of the delivery (contingency approaches where applicable);
equipment and any third party services. The reimbursable costs are usually 3 delivery methods and work method statements;
audited by an independent party. This pricing structure tends to suit 3 environmental, health, safety and rehabilitation measures;
alliancing arrangements and is generally linked to a well structured 3 any special requirements that should be formally documented,
risk/reward scheme. together with any contingency measures in the event of a failure of
delivery;
Commercial models 3 measurement, data capture systems and reporting, and also the party
Traditional contracts have been based on a price, usually lump sum, to responsible for each; and
undertake a defined scope of work or services. This has worked well for 3 targets for improvement including, for example, reporting requirements,
commodity type services that are not complex or critical and high risk to statements on what happens if the service fails, clearly defined
the client. For more complex facilities or where the expertise of the termination clauses, a procedure for developing variations to the
contractor is required then more of a risk reward structure has generally relationship (e.g. time, cost and quality).
been utilised. In traditional contracts the commercial model may have 3 KPIs for sustainability including energy and water usage, waste
included penalties for non conformance and ultimately termination if going to landfill and use of environmentally friendly materials.
performance reached unacceptable levels. In alliance type contracts the Care should be taken to avoid an incentive scheme which rewards
commercial model is usually structured around the development of performance that is only standard.
performance measures that are critical to a client’s business and the KPIs and targets should be aligned with the client’s business objectives
contractor’s reward being linked to performance. Typically the contractor and they should not affect the service provider’s contractual obligations.
would place part or all of its profit at risk against achieving performance or Ideally, they can be rolled up into the client’s business scorecard.
would receive a bonus for achieving savings or breakthrough performance. KPIs are usually the most difficult aspect of negotiation between client
Key Performance Indicators (KPIs) are the measures of performance, and contractor because they are the ultimate measure of performance.
and may include a selection of critical measures as well as other operational However, good communication is the key to expressing the aims of the
measures. It is essential that the KPIs are flexible, evolve with the contract client to the contractor. Understanding each party’s position helps in
and include lead1 as well as lag2 indicators to facilitate continuous formulating good KPIs through mutual ownership
improvement.
KPIs should be kept simple; a few critical KPIs should be an adequate Contract term and extensions
measure of the health of the relationship and the level of service. Once the The duration of contract may have an affect on the relationship and the
initial critical measures are working, they can be built on and modified as incentive for the contractor to invest and participate in sustainability. In
required. facility management contracts the length of the contract may also be linked
KPIs should encompass and consider the following aspects: to the type of relationship. Traditional contracts are likely to be for a defined
3 levels of acceptable performance and how these are to be measured; period whereas alliance arrangement could either be ‘evergreen’ or for
2%.4 !IR #ONDITIONING
WWWACTIVEAIRCOMAU
6ÃÌ ÕÀ iÜ 7iLÃÌit
3YDNEY
s -ELBO
URN E s "RISB
ANE s #ANBERRA s .EWCASTLE
7 HY 2ENT
7HY !CTIVE
"REAKDOWN
-AINTENANCE
"EST %QUIPMENT
5NDER #APACITY
&ASTEST 3ERVICE
3EASONAL .EEDS
! L W A Y S !V A I L A B L E
%QUIPMENT
3POT #OOLERS
&ANS "LOWERS
0ACKAGE 5NITS
$UST &UME %XTRACTION
#HILLERS
'ENERATORS -ORE
W WWACTIVEAIRCOMAU
54 • facilityperspec ti ves
CONTRACT MANAGEMENT PROCUREMENT
longer periods. The options are varied and may depend on the procurement sustainable procurement principles but also establishes relationships and
policy of the client. Traditional facility management contracts are for a set commercial models with contractors that encourage a focus on client
period of three (3) or five (5) years with an option to extend for periods objectives such as sustainability.
ranging from 1 year, 1+1 years to a period equal to the original 3 or 5 years. Selection criteria based on price and traditional short term contracts
For longer term contracts, which are becoming increasingly common, using a lump sum pricing structure may not provide the best sustainable
there may be less opportunity for ongoing financial or other improvements. model and / or an arrangement where the contractor is innovative in the use
However, an opportunity exists to introduce positive and cooperative of materials and minimising the use of energy.
behaviours between client and contractor and to create an environment that A more effective outcome is likely to be achieved where a contractor
encourages change, improvement in service level delivery and a lifecycle has a contract period that allows a lifecycle approach to maintenance, and a
approach that reduces the use of energy and water. relationship with a client that encourages and rewards innovation. Having
Longer term contracts are a significant incentive for a contractor to the right contractor with the right skills is one thing but performance is
strive for continuous improvement. When coupled with financial reward, the often expressed as ‘ability x motivation’, and the relationship, pricing
opportunity exists for both client and contractor to assist each other to their structure and contract duration can all be effectively used to provide the
mutual benefit. motivation in achieving mutual cultural and organisational objectives.
For such an environment to deliver real benefits, the culture of a 1 Based on the Balanced Scorecard approach, a lead indicator is an indicator that impacts on
contractor and its personnel need to be aligned with and practise this business outcomes.
philosophy. Equally, a client needs to be committed to the process, be 2 A lag indicator is a historical indicator, such as last month’s performance report.
aligned with the philosophy of the contract, and committed to paying
meaningful financial rewards to a contractor for excellent or breakthrough
performance.
The contract term and an extension strategy that is linked to About Mike O’Shea, Director –
performance can provide a major incentive to encourage performance. Currie & Brown
Mike O’Shea is a member of the FM
Conclusion Action Agenda Innovation Working
The survey undertaken by the FM Action Agenda Innovation Working Group and a Director of Currie & Brown,
Group indicates that facility managers are concerned about Procurement an independent consultancy which
and Sustainability. Clients are coming to terms with the impact that the provides a range of facility
running of their facilities has on the environment and surprised at the management and property
consumption of energy and contribution to our greenhouse gasses. management consulting services. Mike
Procurement in the facilities management market place is substantial is a Chartered Surveyor and an
and runs into billions of dollars each year and therefore it is important that accredited FM AFM3
MIKE O’SHEA
the facilities management industry not only moves to implementing
Kingfisher is a leading provider of recruitment services to the Property industry. Our aim is to
add value to your business by offering long-term recruitment solutions, while providing access to
the best talent in the market place.
Our team of experienced consultants possess in-depth knowledge of the property industry, having
previously worked within the sector they now recruit for. Kingfisher provides high-level advice and
consultancy services, ensuring candidates meet your individual needs.
facilityperspec ti ves • 55
INDUSTRY PROFILE INDUSTRY PROFILE
Lamp Recycling –
The responsible thing to do
nergy efficient fluorescent and HID lamps It was demonstrated that the air over these Mercury containing waste, including fluorescent
3 5 8 6 7 6
56 • facilityperspec ti ves fa c i l it y p e rs p e c ti v es • x
LIGHTING
The Australian Government this year announced its plans to phase out the
energy-guzzling incandescent household light bulb within three years. What
can industry do to match their efforts? Facility Perspectives’ Melanie
Drummond spoke to Steve Coyne, government advisor on lighting policy
implementation and Vice President of the Illuminating Engineering Society of
Australia and New Zealand (IESANZ) about what the private sector can do to
reduce the impact of lighting infrastructure on climate change.
facilityperspec ti ves • 57
LIGHTING
Banning the bulb in Australia, and around the globe. and will adjust settings accordingly if there is insufficient natural light
In a groundbreaking move to reduce Australia’s alarmingly high level of available.
carbon emissions, the Australian Government this year announced its plans The innovative Investa initiatives were part of a green fit out for the office
to phase out the energy-guzzling incandescent household light bulb within which has since officially been recognised as a green office, achieving a 5
three years. By replacing the incandescent light bulb with energy efficient star Green Star rating.
alternatives such as the compact fluorescent, domestic Australia can be Facility Perspectives’ Melanie Drummond spoke to Steve Coyne,
proud of reducing their average annual carbon emissions by around 800, 000 government advisor on lighting policy implementation and Vice President of
tonnes.1 the Illuminating Engineering Society of Australia and New Zealand (IESANZ)
The focus on reducing the world’s greenhouse gas impact on the planet about what the private sector can do to reduce the impact of lighting
has targeted a number of areas for lighting reform within the public and infrastructure on climate change, and soon discovered that facility managers
private sectors, and not without due cause. In 2002, Australia emitted a total can play a vital role in ensuring effective lighting systems are employed.
of 550 million tonnes of CO2, of which fossil-fuel generated electricity was the Facility Perspectives: How effective are the current Minimum Energy
greatest contributor. Performance Standards?
‘Greenlight Australia’, the Ministerial Council on Energy’s strategy for SC: Minimum energy performance standards don’t just apply to lighting, they
improving the efficiency of lighting in Australia from 2005–2015, states that apply to any electrical product or appliance. They tell you what minimum
lighting produces almost 25 million tonnes of greenhouse emissions every performance the product must have as far as their efficiency is concerned. If
year in Australia.3 you’ve got a minimum energy performance standard in place, it means that
The ten-year strategy, which joins a package of implementations being you’re not going to allow products into the country that use more energy then
actioned under the National Framework for Energy Efficiency, outlines the the MEPS state. The lighting MEPS have only been in place for a few years, so
coordinated voluntary and mandatory measures that industry and it’s likely to be another couple of years before there’s potentially a tightening
Government will embrace to reduce lighting energy consumption. of those performance standards. What’s more likely is that first there will be
In response to the Lighting Council of Australia’s suggested emission energy performance standards implemented for products which currently
reduction targets, Greenlight Australia highlights the commitment of the have no standards.
Australian government to reach a 20 per cent saving in annual lighting energy Facility Perspectives: In 2006, the Building Code of Australia introduced
consumption by the year 2015. Maximum Illumination Power Density requirements. What have the
Australia is not the only country taking the issue of climate change requirements meant for facility managers?
seriously. As the nation soon bids farewell to the incandescent light bulb, SC: The power density requirements are important to facility managers, since
countries throughout the world prepare to take similar measures. Aware that facilities do have to comply, new renovations have to comply and some
95 per cent of the energy consumed by incandescent bulbs is emitted as refurbishments have to comply as well. I haven’t seen any reports yet
heat rather than light, lawmakers are fast becoming aware that moving to associated with the impact it has had in the industry as it is relatively new.
more energy efficient bulbs will offer the status benefits gained from cutting The one thing it does do however, is it makes people actually start to think
greenhouse gases and the added benefit of saving consumers money spent about the energy performance of lighting installations. Even if by chance or
on power. by choice, the lighting systems were relatively good in a small sector of the
The European Union (EU) announced in March of this year, that it plans to
cut carbon emissions by 20 percent by the year 2020. A BBC report stated the
EU4 would meet the figure by making a commitment to increase the use of
wind, solar and hydroelectric power, introducing a 10 per cent minimum
target on the use of bio-fuels in transport by 2020 and by the possible ban on
incandescent (with filaments) light bulbs in homes and offices by the end of
the decade.
Two months after Australia’s announcement to ban the bulb, the Canadian
Government declared its phasing out of bulb sales by 2012.5 The humble light
bulb gained more media attention in January of this year when Californian
Assembly member Lloyd E. Levine6 announced the ‘How many legislators
does it take to change a Light bulb Act’ that proposed the phasing out of the
incandescent bulb by 2012. Although the legislation was unsuccessful, a bill
proposed by Assembly member Jared Huffman which challenges lighting
manufacturers to meet energy efficient lighting standards has gained
extensive public support.
Industry initiatives
While the Australian government decision remains a positive step in
battling climate change, it also challenges industry to match their efforts. In
Australia, lighting currently accounts for approximately 12 per cent of
greenhouse gas emissions from households and a third of emissions2 from
the commercial sector.
In Sydney, Investa Property Group7 has been leading the way for green-
thinking companies. Last year at their new Deutsche Bank Place head office
in Sydney, Investa implemented a policy of no light switches and a plant for
every person in the office.
With not a single light switch in the office, lighting is instead controlled by
a network of occupancy detectors that sense movement and illumination at
the desk level, and adjust light levels accordingly. If the detectors don’t note
movement for 15 minute, fittings will be dimmed to the off setting. Another
unique feature of the lighting system is that if adequate sunlight is coming in
through windows, fittings will be dimmed to maintain consistent brightness
58 • facilityperspec ti ves
LIGHTING
market, now the whole of the market has to consider these issues. plane. That’s what we’ll tend to work towards as technologies improve. It’s not
Facility Perspectives: Wireless lighting systems have recently seen an only the products we’re using that have improved; the design software for
increase in popularity. What are the advantages of adopting this system into lighting is improving all the time as well as the measurement tools for lighting.
your building? Facility Perspectives: What movements are happening in the public sector to
SC: By the nature of the products, wireless systems give you more flexibility. improve lighting efficiency?
With other lighting plans, if you want to retrofit to have a more flexible system SC: Currently governments are looking at ways to try and replace the most
you would need to get an electrician in to basically rewire the whole place to common form of lamp used in streetlights – what’s called the mercury vapour
allow for the new data/communication lines – and as you can imagine, that’s lamp. It’s very inefficient in its ability to produce light from electricity, but it’s a
where it becomes expensive. very cheap capital cost. They are expensive to run from an energy point of
Wireless systems however, allow you to circumvent that because the view, but from a maintenance point of view they’re good because they last for
receiver for the wireless system is in the light fitting, so you’re paying a bit a very long time compared to other light sources. Now that people are taking
more for the product, but it’s cheaper than if you had to rewire the whole the climate change issue seriously, we’re trying to move away from just
space. There are also other lighting systems available where they actually run looking at the dollar cost to finding something which has a good price but
the communication along the power lines which are going to each of the light, which will also offer good greenhouse gas reductions.
those systems and wireless are slightly more expensive so it would be a case Most of the indoor lamps used such as your compact fluorescents and
of going through your feasibility process to determine whether there was a your fluorescent lamps are very efficient, but they’ve been designed
value in going down that path. predominantly for environments that are indoors which rely on a fairly stable
Facility Perspectives: What do you consider to be the shortcomings of temperature. You can’t take those lamps out into a hostile environment where
existing lighting standards? temperatures can reach 50 degrees and can get as low as -5, as they’re not
SC: It’s not so much about shortcomings; it’s more about refinement and really designed to be effective in those conditions. What we need to do before
improvement. Like all standards, they’re developed by people within the we do a bulk changeover is to make sure we see how the replacement lamps
industry with the best available information they have at the time. Generally perform in varying conditions, and gathering that information will also allow
they’re fairly intricate, so when reviewing those standards you need to see us to be very specific when advising manufacturers.
how they’ve been implemented as far as best practises are concerned. You Facility Perspectives: Are there any plans to introduce new lighting standards
may discover that some aspects have been unattainable so you’d need to in the near future?
refine those parts to improve the overall effectiveness of the standard. In the SC: There’s nothing definitive at this stage, but there are definitely moves
past ten years lighting has undergone a massive change in regards to the underway for setting standards that will improve the energy efficiency of
technologies and products that are now available. In terms of standards it lighting.
means ascertaining whether established benchmarks need to be moved
because technologies are working much better as far as energy efficiency is It is really only now that building owners are starting to
concerned. appreciate that it’s part of their corporate responsibility, and
It means now that we may be able to make some of the parameters more that fundamentally, their shareholders are those mums and
stringent on quality rather than just purely an amount of light on a work dads out there who care about the future environment their
children will have to live in.
Facility Perspectives: How crucial is the ‘green’ issue when considering the
future of lighting?
SC: In the lighting industry there’s been movement in the last few years
towards finding energy efficient alternatives that take into account
greenhouse gases, quality of life and our future generations. In the past it
proved very difficult to push that agenda when the client-base (buildings
owners) didn’t see sustainability as being one of their main priorities, but in
the last couple of years that’s really changed with the public interest and
public perception in sustainability. It is really only now that building owners
are starting to appreciate that it’s part of their corporate responsibility, and
that fundamentally, their shareholders are those mums and dads out there
who care about the future environment their children will have to live in.
To be very commercial about it, there is marketing value in being seen to
be green. It is possible that some companies will be moving down the path of
more sustainable lighting purely from the mileage they can gain from the
exposure in being socially responsible.
Facility Perspectives: What are some of the latest strategies emerging for
lighting systems in buildings?
SC: The main thing emerging is more intelligent lighting systems. Because of
the level of sophistication of communication systems within buildings now,
we’re in a position to have lighting technologies available when and where
they’re needed. We can set light levels as required for the task that’s required
and there’s now the potential for someone at a desk to chose the light-level
they want for the task they’re undertaking. If they’re in smaller spaces you’ve
also got the ability to set the lights up so they turn off a few minutes after
they leave and then come back on as they come through. Really it’s about
moving away from just having 100 percent of the lights on at maximum level
for the whole duration of occupancy.
In many cases, lights are on for almost half the period when no-one’s
there, which is a waste of resources and a waste of the tenant’s money.
CONTINUED ON PAGE 62
facilityperspec ti ves • 59
Is your emergency lighting
costing you?
Emergency evacuation lighting is an essential Reduce Your Maintenance Costs
building safety system that cannot be ignored. One of the reasons for not maintaining emergency lighting
Too many systems are inoperable due to poor systems is the ongoing cost. However, through the use of an
Emergency Lighting Management System, the task of
maintenance programmes and this is not only regular testing, maintenance & reporting becomes a whole
a breach of building and essential services lot easier and more economical.
legislation but also a failure to acknowledge The Nexus® RF management system will routinely test in
the duty of care between building owners and accordance with AS2293.2 and indicate only those units
building occupants. which require attention. Maintenance contractors therefore
don’t waste time attending to fittings that are fully functional.
Your Obligations Furthermore, the system will generate the necessary log
reports to show that tests have been conducted and the
In the interest of public safety, the Australian Standard
emergency lighting system is operational.
AS/NZS2293.2 outlines your obligations in relation to
Emergency Lighting to ensure the safe evacuation of
Reliability
occupants in an emergency. It is the responsibility of a
building owner to: Emergency evacuation lighting is an essential building safety
system – you need to be confident that it will work when an
• Check all emergency lighting units, and conduct a
emergency occurs. The Stanilite® brand has an enviable
discharge test every 6 months reputation as Australia’s leading emergency lighting solutions
• Clean light emitting and reflecting surfaces of all fittings provider and has invested over 2 years research into this
every 12 months latest Nexus®.
• Keep a log book of maintenance information
Flexibility
Complying with these requirements can be very expensive
and labour intensive, especially in larger buildings where All buildings are inherently different.
testing requires many labour hours spent manually Nexus® RF wireless technology copes
with building variations and the Area
inspecting every emergency light.
Controller, which acts as the system
head end controller, eliminating the
need for a dedicated PC, allows the
user to choose the most suitable
backbone option. The system also
provides for multiple communication
options to enable remote system
interrogation.
Simplicity
Through the Graphical User Interface the operator can
simply view the system, ensure tests have run, view results
and much more. The Nexus® RF system provides a quick
and easy way to ensure the system is operational and the
maintenance standards have been met. An installing
contractor requires no special knowledge unlike other
systems he simply fits the units in the same way as a
Stanilite® Nexus RF Emergency Lighting Management
standard emergency light.
System
The newest addition to the Stanilite® range is Nexus® RF Additional Savings with Energy Efficient Lumatec® Cold
Emergency Lighting Management System - a wireless real- Cathode Exits
time monitoring system that offers building owners: Selected for use in a variety of facilities Stanilite Lumatec®
• Control over their public safety obligations, Cold Cathode exits have a proven track record of providing
• Help managing installation, and energy and cost savings:
• Directs the maintenance of an emergency lighting • 50,000 hour life – replace every 6 years
system • Consumes 1/3 the power of 8W & 10W fluorescents
• Enhances building safety, Lumatec does not burn out
Stanilite® Nexus RF is ideally suited to both new
installations and refurbishment projects. No longer • Low energy requirement to operate – fewer emissions
constrained by the need for a dedicated cable, the new To arrange an obligation free assessment of your
wireless system can be easily installed in any building. building, call Thomas & Betts on 1300 666 595
®
Reduce Emissions
Lumatec powered exit signs reduce emissions on two fronts. The
low energy requirement to operate the sign means that fewer
emissions are created in power production. Further, the long lamp ®
life of Lumatec lamps means that less energy is consumed and
fewer emissions are created in the maintenance cycle since each – 50,000 hour life, replace every 6 years
fitting needs up to 6 times less attention than a conventionally – consumes 1/3 the power of 8W & 10W fluorescents
lamped exit sign. – heat, moisture and dust tolerant
– enhances building safety, Lumatec does not burn out
Thomas & Betts Australasia Pty Ltd ABN 62 074 810 898
Head Office & Manufacturing: 23A Nyrang Street, Lidcombe, NSW 2141
Phone: 1300 666 595 Fax: 1300 666 594 Web: www.tnbaust.com
LIGHTING
CONTINUED FROM PAGE 59
wasted. They should probably look at the opportunities for replacing switches
Facility Perspectives: Are people averse to implementing smarter lighting for a timer switch instead, especially for rooms where people come and go
system due to the initial capital outlay? frequently and may forget to turn lights off. They may also want to change
SC: Initial outlay is definitely an issue but they’ve got to look at it from a over the system so there’s a low level light that’s always on in the space, but
number of different perspectives. If they’re looking at a return on investment which allows people coming in to bring the level of light up enough to work in.
based purely on energy savings then some of the periods of return can be Scheduling is a fairly simple thing. If everyone’s left the building by 8 o’clock
quite lengthy and could extend beyond the life of the tenant’s time in the at night then have a timer switch that turns off the lights, but that has a
buildings so they’ll question the value of it. manual override for people who want to come in. There are some fairly simple
One of the areas where there’s great scope for opportunity comes from technology solutions that can give a reasonably large chunk of savings in
putting in a more intelligent lighting system that meets the need of the energy for a minimal impact on people.
occupants so you can actually improve the quality of the space. If people Facility Perspectives: How can facility managers start finding out about new
enjoy being there, then there is documented evidence that there is a slight lighting technologies available?
reduction in the number of sick leave days they have, so there’s simple SC: The Illuminating Engineering Society has been around for 75 years and we
productivity calculations that can be made. If people are happier with their have membership levels that are only attained by achieving a certain
environment and less distracted by it, they’re able to work more efficiently education in lighting. I would recommend that anyone who’s unsure about
which results in an increase in productivity. Again, it’s very simple for what they should do should talk to the secretary at the IESANZ in their state
different companies to do the sums for return on investment by putting in and they can help them with a number of people who might be available to
their own figures for productivity increase. You only need a 1 percent talk with them commercially.
productivity increase and it makes a huge difference to the return on Facility Perspectives: How have you seen lighting designs change in the last
investment. ten years?
Facility Perspectives: How can facility managers contribute to the SC: In the past lighting has moved from being purely engineered towards
performance of lighting systems over the life of a building? something which is about creating a quality visual space for people to be in.
SC: I suggest that when facility managers are looking at refurbishment of their It’s moving more towards the art rather than the science of the lighting, the
facility, or the design of a new facility, they should really be supportive of art being the quality and beauty of the space.
getting the lighting consultants involved at an early stage. The facility Facility Perspectives: What future lighting technologies do you see
manager should be participating in the lighting system design to determine emerging?
what the occupant’s lighting needs are likely to be when establishing the SC: There are a number of different of chemical processes that produce light
flexibility of a lighting system. but at this stage the majority of them are expensive or not viable from a life
Facility Managers need to be able to convey the needs of the people in span perspective. I think in the next 5 to 10 years with the phasing out of our
those spaces. Of all the senses, lighting is probably the one that is the most incandescent globes, you’re going to see that people will start to pay a bit
complex in its outcome. It’s not just a matter of placing light on to the work more attention to the different technologies associated with lighting,
plane, it’s about making sure there’s no glare from any of the light sources, particularly in view of control options. People will be looking at other
and making sure there’s light on the ceiling and the walls so the space looks alternatives that will provide the light more efficiently, so for less electricity.
voluminous and airy - all of these different issues are things that need to be The most common replacement in the home will be the compact
conveyed. fluorescent. I think you’ll also find using the LED as a general light source will
What also needs to be relayed are the particular needs of the occupants not be that far away in the distant future now.
such as the level of detail involved in their work and whether they’re working There will potentially be some other new light sources over the next few years
on computers at their desk. For each occupancy, whether it’s going to be large and it’s a fairly exciting time from a lighting point of view as there’s going to be
open-plan spaces or small offices or whether it’s a transient group that’s out a number of options available. The last few years has really bought together
on the road a lot, you may need to look at different control systems to try and two groups, one is your traditional lighting manufacturing industry and the
turn off the lights or dim the lights when they’re not there. Some situations second is the computing and electronics industry, which really hasn’t been a
will change the outcome, for example in a call centre where people are there part of lighting up until the last 10 years. You’ve now got all these electronics
all day and every day, there’s probably no point installing sophisticated people that can now seeing a new market opening up to them, and as a result
systems that turn off different parts. All these factors make an impact on the I think the flexibility of our lighting systems will become very high end.
final lighting solution. Facility Perspectives: What makes LEDs so effective?
Facility Perspectives: What benefits will facility managers gain from being SC: They have electricity passing through the semi-conductor device that
involved in the consultancy process of a lighting refurbishment or fit-out? produces light in a method that is becoming more efficient than most other
SC: There are a number of things. If the process works well, then they should systems. It has all these other wonderful features about it, including the fact
end up with a system that is much easier to maintain. They’ll have good that it’s very robust – you can drop it and it won’t break. It’s also a very small
maintenance schedules because they will have tried to minimise the package which means you can create the actual light-fitting around it to have
maintenance for their particular lighting solution. There should be significant a much better control of light, unlike the standard light bulb which just pours
energy savings for them within their annual maintenance budget, they should light out in all directions. Using Leeds will give people the ability to implement
be able to utilise those funds toward other areas. There’ll also be a general different designs to make the light very directional. As far as cost, it will come
feeling of empathy and support from the tenants of the spaces that the FM is down, but it’s like any emerging technologies - they start off fairly expensive
doing their best to provide the most productive space for them. but as demand for the product increases, the price comes down on volume. If
Facility Perspectives: Would you say there are still a lot of spaces that are you think back to our compact fluorescents, when they first came out I think
ineffectively lit? we were paying about 23-24 dollars for one compact fluorescent light where
SC: Only 10 percent of the building stock is new buildings whereas the other now I think you can buy them for about the 5-7 dollar mark.
90 percent is refurbished buildings, so there are not a lot of advanced Facility Perspectives: What’s on the horizon for light recycling in Australia?
technologies going in because they’re existing systems and it’s a bit more SC: There’s not a great deal of recycling that is going on for lighting in
costly to go in and re-wire the building. Australia, but I think that will potentially change as well. There are recycling
Facility Perspectives: If facility managers can’t afford a complete retrofit, programmes overseas and a number of lamp manufacturers overseas have
what can they do to establish more effective lighting in their building? engaged a recycling programme so you can return the waste lamps back to
SC: A lot of it involves the really simple process of just walking around and them for recycling.
observing the habits of the staff; because it’s really then that you’ll get an Facility Perspectives: Can fluorescents be recycled?
insight into where the opportunities are, and where resources are being SC: Yes they can be, they can crush them up, separate the components,
62 • facilityperspec ti ves
LIGHTING
recover the mercury and the phosphor and the glass and the metal ends. 2 The Greenlight Australia Strategy is available online at www.energyrating.gov.au
Facility Perspectives: Why has it taken Australia so long to catch on to 3 wikipedia definitions
recycling? 4 BBC News http://news.bbc.co.uk/2/hi/europe/6433503.stm
SC: Probably because of the initial start-up costs to set up light recycling 5 Earth Policy Website http://www.earth-policy.org/Updates/2007/Update66.htm
systems. We don’t have any manufacturers of the actual light bulbs in 6 Assembly member Lloyd E. Levin press releases
Australia so it would be a case of someone looking at a business, which would http://democrats.assembly.ca.gov/members/a40/press/20070130AD40PR01.htm
be commercially viable, just to do the recycling, as opposed to it being part of 7 Green Building Council of Australia Media Releases
the social conscience of your company.
Facility Perspectives: How do you think Australia’s use of lighting in the built About our contributor:
environment compares globally? Steve Coyne is a consultant to the
SC: Globally, Australia is very savvy with embracing the newer lighting Federal, State and Local Governments
technologies. The US market has nowhere as much embraced things like on Energy Efficiency initiatives in
compact fluorescents or even fluorescents as much as Europe and Australia Lighting. He is a physicist who has
have. Europe is probably the lead on recycling and some of the sustainability specialised in photometry, lighting and
issues, but I think in light of recent statements by the Federal Government, daylighting. Now an independent
then we’ve probably taken the lead in light of enforcement of energy-efficient lighting consultant, up until recently
technologies. I think as far as recycling we’ve still got a long way to go. he had spent 18 years as a lecturer at
Facility Perspectives: What should facility managers do tomorrow in regards the Queensland University of
to the lighting of their buildings? Technology in Brisbane, Australia.
STEVE COYNE, VICE
SC: They should at least do a walk-through audit of how their lighting systems Steve still lectures casually in post
PRESIDENT OF THE
are operating in relation to the staff, because they could realise some fairly ILLUMINATING ENGINEERING graduate lighting courses he helped to
reasonable savings by some minimal cost. From a longer-term point of view, SOCIETY OF AUSTRALIA AND establish in Australia and Hong Kong.
lighting should always be an important component to facility managers NEW ZEALAND He is currently the Deputy Chairman of
because lighting accounts for about 30 percent of their energy costs, so any the Australian Council of Built Environment Design Professions and
saving on the energy consumption is going to be of benefit to the the Vice President of the Illuminating Engineering Society of
organisation. Australia and New Zealand.
To have a really good quality environment to live in or work in, you need The Illuminating Engineering Society of Australia and New Zealand
quite a good understanding of issues of vision, of the engineering aspect and www.iesanz.org
the creative aspect needed to produce those wonderful environments we all The Australian Council of Built Environment Design Professions:
want to be in. www.bedp.asn.au
Steve Coyne: steve@lightnaturally.com.au or
1 Media release 20 February 2007, The Hon Malcolm Turnbull MP lightnaturally@optusnet.com.au
The Building Science Group provides Light Art at Meinhardt provides specialist The Asset Management Group provides
research, assessment and design input architectural lighting design solutions that independent advisory and technical services
to innovative, “out of the ordinary” design cater to every project. Using design flair and for the ongoing operation, management.
solutions. The group’s main focus is in the latest architectural lighting design tools, upgrade, refurbishment, comparison and
the area of ecologically sustainable design the Light Art team is focused on achieving a assessment of existing and new premises
(ESD), but is also engaged in complex balance of aesthetics, function, energy and developments, including ABGR and
engineering system solutions. efficiency, maintenance and cost for the Greenstar accreditation and review.
best possible lighting design solutions.
Australia | China | Hong Kong | India | Singapore | Philippines | Malaysia | Indonesia | Thailand | Pakistan | Vietnam | United Kingdom | USA | UAE
www.meinhardtgroup.com
facilityperspec ti ves • 63
PROJECT SHOWCASE
64 • facilityperspec ti ves
PROJECT SHOWCASE
rganisations are becoming
facilityperspec ti ves • 65
PROJECT SHOWCASE
All images of RogenSi supplied by Marcus Linton Photography
recognised an opportunity to move closer to their client base, create a which created a free flow of information regarding solutions to
more creative and professional environment for their consultants, and clients needs, consulting and training techniques, subject matter,
build in-house coaching and training workshop facilities. client profiles and information, and creating a more collegiate feel
RogenSi invited five Sydney based interior design firms to present amongst “front-line” staff – cross functional teaming
their ideas, services and fee proposal for the relocation, and a cross 3 A better understanding of employee needs and expectations
section of key players from RogenSi was selected internally to review 3 Cost containment through the utilisation of in-house facilities,
and assess the interior presentations. RogenSi were impressed with meaning less external venue hire was required
response-group’s people focused direction and commissioned the firm 3 A marketing opportunity to refresh relationships with existing
to relocate their offices to Clarence Street, Sydney. clients through regular social events in-house
Due to RogenSi's previous suburban location, the firm found that its Their new office environment consists of flexible purpose-built
consultants were spending unwanted time travelling between their training rooms that open into communal spaces. The 3 training rooms
clients and the office. They found that this travel time caused them to are multifunctional and can be opened into the reception area to
miss opportunities of communicating with their fellow consultants and accommodate up to 200 people. The work environment houses
their support staff, who spent most of the time in the office. The brief for dedicated work positions, research areas and back of house library
the relocation was therefore to design an environment where the facilities for the consultants and, printing and collating facilities for the
employees could be more collective and could be supported by in-house support staff.
facilities. The relocation has had a positive response from RogenSi personnel
A series of workshops were undertaken to understand the and has exceeded the workplace goals originally set for both staff and
organisation’s, “requirements, needs and wants”. Through these clients.
workshops and discussions which response-group helped facilitate,
three key elements were identified to achieve what was perceived to be CASE STUDY 2: SAVILLS AUSTRALIA – GROWTH THROUGH
a balanced working environment. The elements being: ACQUISITION
3 physical Savills Australia specialise in the provision of Commercial, Retail and
3 cultural Industrial property services throughout Australia and are a part of an
3 technological international property group.
The group discussions evolved and the requirements formulated the Savills Australia recently acquired a prominent project management
initial brief for the workplace environment. The basis for the brief company to enable them to provide full life cycle property services and
identified that by relocating and providing a dedicated work position for project delivery. Savills Australia wanted to be able to enhance the cross
every staff member within an open communication environment, selling of services between their internal business units, since this
introducing user friendly supportive technology and having state of the strategic acquisition would give them the commercial market edge of
art flexible training facilities, the following benefits were presented: becoming a one stop shop for their client base.
3 A greater level and speed of communication between consultants, Their existing premises didn’t allow for both businesses to be
66 • facilityperspec ti ves
Whether the delivery method is Construction
Management, Head Contractor or Design &
Construct, FDC capably support the process
from concept to completion
Sydney
Melbourne
Brisbane
www.fdcbuilding.com.au
concept + briefing + scope + buildability + risk management +
68 • facilityperspec ti ves
PROJECT SHOWCASE
the brief, the design direction, and the project delivery and collectively ABOUT RESPONSE-GROUP
were responsible for the successful outcome. This team not only Jody Marshall along with Mark Perry
developed the brief, under took staff awareness workshops, undertook (managing director) is responsible
furniture showroom visits, attended project and site meetings, and for business development for the
assisted in the relocation, they were there to celebrate their opening. response-group. Jody has a design
Savills Australia took two floors of the AMP building. The main background and has been part of the
reception floor with associated state of the art public areas, boardroom, group for 10 years, the longevity
training room, meeting rooms and servery was co-located with the testimony to the people focussed
Corporate Services Group (Accounts, IT and Marketing), while the main philosophy and approach that
working floor housed the Sales, Leasing, Industrial, Valuation and Project response-group has with its
Management Groups. The floor included dedicated meeting rooms, employees, clients and collaborates.
breakout areas and a generous staff room equipped with all of the JODY MARSHALL, SENIOR Established in 1991, response-group
DESIGNER – BUSINESS
modern conveniences including a coffee machine (all proceeds are DEVELOPMENT, RESPONSE- is a leading Sydney-based interior
donated to a charity) and a bar; the primary purpose of the café zone GROUP. architecture consultancy providing
facility being to encourage in-house gatherings and social interaction. . expertise in three distinct core disciplines:
The personnel adjacencies were a planned business decision with 3 Corporate Interior Design
the desired outcome of assisting the transfer of market knowledge 3 Workplace Culture and Change
between the individual groups enabling the business to be involved with 3 Hospitality and Retail Design
their clients through a “lifecycle” association with their property needs. response-group has built its reputation by developing long-term
The managing director wanted to convey a more whimsical fun face of relationships with clients based on a clear understanding of their
the organisation and had two older style phone booths restored and needs, and the delivery of imaginative and innovative design,
installed in the working environment for quick commercially confidential workplace management and personal service. The group prides
and more personal phone calls. itself on the collaborative approach they adopt for all projects.
Turnover of the Savills Australia Group exceeds A$71 million, a result Committed to delivering strategic design solutions and create
of being one of the fastest growing commercial agencies’ in the last environments that inspire people to interact, communicate and
decade. Indications are that Savills Australia’s Sydney business has achieve, their tailored services and involvement can be holistic,
increased from their client base, due to their ability to react quickly to from project conception to completions, or can be area specific.
various property needs, and being able to service those needs promptly Solutions are delivered to meet the clients’ parameters of
due to improved internal communication - affirming that the physical program and budget.
built environment and the strategic planning of the adjacencies allowed
Savills Australia to transition from their previous state to their desired
future state- the definition of change management.
VICTORIA
260 City Road, South Melbourne
T 1300 559 275 • F (03) 9682 8281
E info@klein.com.au • www.klein.com.au
vast range
facilityperspec ti ves • 69
SOFTWARE CASE STUDY
irvac Group’s facilities management activities have Mirvac rolled out Praxeo to all its sites nationally and Praxeo has
During this same period of growth, Mirvac has been actively updating The development of Praxeo
their systems and procedures to meet the new legislative and OHS Valorem consulted with Mirvac and other leading facility owners,
requirements. Paper based information trails of works done, permits, managers and contractors to determine the requirements for Praxeo.
insurances and inductions were creating a flood of data from the sites that Valorem examined the site activities, how business, operational and
was difficult to track, to audit and use to verify activities and compliance. compliance processes are managed, and how these activities and
According to Mirvac’s National Engineering and Operations Manager, outcomes are reported to owners, managers and contractors. From this
Steve Butler, “When you have an increase in legal requirements and no broad scope of enquiry, some key questions emerged, including:
increase in personnel, you have to fill the gap somewhere, and you fill it 3 Who is on the site and are they authorized to be there? Are their
with technology.” company insurances up-to-date and appropriate? Has the individual
At the time, Valorem Systems, an Australian company that provides IT been inducted to the facilities manager and to the site?
solutions to facilities owners, facility managers, contractors and tenants, 3 What are the contractors doing? Can facilities managers track and
was working on a new tool for web-based site management. As a long term report on work orders from the site in real-time? Can they measure
technology partner of Mirvac, Valorem had worked closely with Mirvac to performance and activity against service level agreements and
introduce Kevah, a mobility solution that has streamlined its site reporting. contracts?
Mirvac was also involved in the design of another Valorem IT solution called 3 Has the facilities manager provided appropriate data such as site
Praxeo, a system designed to assist location managers meet their information, hot works rules, confined spaces particulars and roof
obligations in regard to contractor management. access details to contractors to work safely?
70 • facilityperspec ti ves
SOFTWARE CASE STUDY
3 Can the facilities manager stream-line the communications process? Praxeo, an innovative web-based solution from
(Activity on a site is often 24/7, but the site manager is there 8 to 9 Valorem Systems, won the coveted national iAward for
hours, necessitating a 24 hour communications solution.)
industrial applications in May 2007.
3 How can activity on-site be organized & managed where there is no on-
Praxeo delivers:
site manager?
3 Consistent visitor inductions
3 How can insurances and inductions be constantly monitored and
3 Compliance – insurances, inductions, OHS site rules
managed? 3 Communications, 24 x 7
3 Can facilities managers be consistent in managing and verifying visitor 3 Remote “control” of sites
inductions? 3 Real-time reports, available remotely
3 How can the details of site activity, including the tracking of keys, 3 SLA /SLC monitoring
equipment, licenses and training schedules be automated? 3 Reports on work order completions
Valorem also looked in detail at current practices such as the sign-in 3 Integration with other systems
books, communication books, visitor passes and a range of paper based 3 Shared access for contractors and tenants
forms that were completed on sites, and from these investigations Praxeo
was developed. security office, loading dock or reception area where contractors
Through the consultation, beta solution testing and the final traditionally arrive and sign-in. Now contractors arrive and check in at the
development, Valorem recognized that the modern practice of facilities Praxeo Terminal, where:
management was one of partnership; a sharing of responsibility and action 3 Praxeo checks their contractor company insurances and the individual
between the contractors and the managers and owners. The inductions, immediately and in real-time.
communication and reporting of activities on sites is of mutual concern to 3 Once logged on, Praxeo displays welcome messages and any
all parties. individual messages from the site manager to the contractor.
Jon Tinberg, Managing Director of Valorem noted, “the advancement of 3 The contractors can then select the work they are to perform – the
reporting of site activities to real-time reporting, live measures of activity, service contract or work orders.
and universal, remote access, is the most revolutionary step in Facilities 3 Praxeo then displays site rules – specific safety instructions related to
Management since the personal computer. By creating a hub of shared the contractors work.
information we have freed managers and contractors from the mundane 3 Lastly, Praxeo logs requests for keys or equipment.
level of activity management while at the same time enhancing and The log-off sequence follows a like structure with similar features,
improving outcomes across all aspects of this activity.” including the ability to close out work orders, note the return of keys or
Praxeo achieves this vision from a web-based platform that uses equipment, and send messages about specific issues, work orders, or site
security profiles to allow access to managers and contractors, and linking conditions and hazards.
them to their sites through a touch-screen system installed on each site. “The power within Praxeo is the fact that it is a web-based, user driven
These touch-screens – or Praxeo Terminals – are installed on site at the system” stated Mr Tinberg. “Companies up-load their own messages in
• Move Management
• Room Reservations
• Project Management
• Condition Assessment
• Space and Furniture Management
• Equipment Management and Maintenance
• Real Property and Lease Management
• Environmental Sustainability Assessment
Sydney Office Melbourne Office Brisbane Office The #1 Solution for Total
Suite 1503c Level 15 Suite 4 Level 10 Level 24
33 Bligh Street 55 Swanston Street 10 Eagle Street
Infrastructure and Facilities
Sydney NSW 2000 Melbourne VIC 3000 Brisbane QLD 4000 Management in the World...
Australia Australia Australia
t +61 2 9222 1144 t +61 3 9662 3144 t +61 7 3503 9270
f +61 2 8915 1322 f +61 3 9445 9227 f +61 7 3503 9269
Over 3 Million users
managing 1.6 Billion
archibus@asc-a.com | www.asc-a.com | +61 2 8323 4333 square metres prove it daily!
facilityperspec ti ves • 71
SOFTWARE CASE STUDY
video, audio or text and can send them out to all sites, individual sites, or
contractor groups. Within two minutes of creating a message, it has been
downloaded to all the Praxeo Terminals.”
For the site managers, the web-based structure of Praxeo allows them
to remotely monitor all of their sites from any PC that has an internet
connection. They log-on to the Praxeo Administrative portal, and can run a
range of reports in real-time. Through the security structure within Praxeo,
owners and contractors have access to the same information on service
contractor performance, and contractors can pull reports off for payroll and
other requirements.
“Praxeo has the ability to link back-office work order / maintenance
management systems, help desk functions, and financial management
systems in a live way to the sites and the people on those sites,” stated Mr
Tinberg.
72 • facilityperspec ti ves
SOFTWARE CASE STUDY
messages to and from contractors. and mandates, real estate debt – debt funds and infrastructure – listed
Praxeo allows data to be managed so the Mirvac team can be more and unlisted funds and mandates.
effective, dealing only with exceptions. Mirvac Property Trust, part of the stapled entity Mirvac Group, owns
more than 60 investment grade properties including commercial, retail,
Future plans industrial, hotels and carparks leased to quality tenants.
In time, Mirvac plans to install the Praxeo system in all their assets.
According to Chris Luscombe, General Manager – Mirvac Real Estate ABOUT VALOREM
Services, “Anywhere we are responsible for visitors, maintenance or Valorem Systems Australia provides specialised software to the
contractor control, or where there are branch offices, we plan to install facilities management industry. The company’s products are of two types:
Praxeo terminals.” mobile documentation solutions for use on PDAs (called Kevah) and a
Said Mr Luscombe, “we had the opportunity to take a period of facilities access management system (Praxeo). Both products have sold
exclusivity with Valorem, however, Mirvac believes there are greater strongly and Valorem counts the leading listed property groups, and many
benefits to Mirvac and the facilities management business if we learn from contractor companies as clients. For more information on Praxeo or Kevah
each other. We want to see our peers use Praxeo because the business we – contact Valorem on 1300 665 818 or www.valoremsystems.com
are involved in can only be better if more people manage their risk more
effectively. We believe the whole industry should investigate the system About Our Contributor
and the benefits that it offers.” Jon Tinberg founded Valorem with two
Launched into the industry in May at the Facility Management other partners in 2002. Valorem grew
Association of Australia ideaction 2007 Conference, Valorem has already out of Jon’s previous business which
attracted keen interest amongst other facility managers, contractor groups was providing registered training to
and owners, and looks forward to a busy year of installing Praxeo Terminals cleaning contractors. Originally from
here and overseas. the USA, Jon’s previous business
interests also include training,
ABOUT MIRVAC consulting, business services and
Mirvac is a leading ASX listed integrated real estate group with more financial trading. Jon is a member of
than $24.7 billion of activities across the real estate funds management the FMA, PCA, AICD. With a hands-on
and development spectrum. Established in 1972, Mirvac has more than 30 JON TINDBERG approach, Jon works closely with all of
years of experience in the property industry. Valorem’s clients across the spectrum of Facilities Management,
Mirvac’s Funds Management division manages approximately $12.3 including owners, managers, contractors and agents representing
billion of activities under management; $4 billion through Mirvac Property tenants. The holistic perspective is the foundation of Valorem’s
Trust, and $8.3 billion on behalf of more than 40,000 institutional and retail vision – Building Links with People through technology, uniting the
investors in three key areas: real estate equity – listed and unlisted funds stakeholders in the Facilities Management arena.
facilityperspec ti ves • 73
FM PEOPLE
For Investa Property Group’s Michael Russo, the 2007 Ideaction Gala Dinner was
not just about the glitz, glamour and great food. The 29-year-old also took home
the award for FMA Australia & Tungsten’s Young Facility Manager of the Year, an
honour bestowed upon a young FM who has shown outstanding achievement in his
or her work throughout the past year. Facility Perspectives’ Melanie Drummond
discovered some of the more salient aspects of a career path typified by many in
facilities management, and found out exactly what it is that makes this man the
Young Facility Manager of 2007.
ichael Russo is young, focused and positive about the industry he back to our central monitoring system.
74 • facilityperspec ti ves
FM PEOPLE
you’re team’ because if you put time into your team then you’ll definitely reap
the benefits.
You’ve also got to be able to schedule your work correctly – that’s the key
to handling any stress that might develop. You’ve got to have the ability to look
at what your workload is and when things do come in you may need to do a re-
juggle fairly quickly. It’s essential to always be looking forward”, he said.
Michael agrees that good communication skills are also vital in the make-
up of a successful facilities manager: “You can’t deliver a message unless you
communicate it correctly. I would hope my team would say that I’m a good
communicator and a good team player. I aim to be accommodating and ready
to offer my assistance and time whenever they have questions or concerns.
It’s important to me to give my team full assistance so they can achieve what
they have to everyday.”
Despite the hectic nature of being a facilities manager, Michael says it’s
the variety of the role which adds the spice to his life. “Every day is different -
no two days are same. That’s what keeps the job exciting; there are lots of
different things happening all the time which is great. You never come in to
find you’re doing the same thing you were yesterday. I also really enjoy
working with a team, setting goals and getting results – that’s one of the best
things. There’s a lot of job satisfaction in being a facilities manager.”
Despite the many benefits of choosing Facilities Management as a career
path, Michael still feels the industry needs to keep encouraging young people
to take up the profession.
“I don’t think enough people are really even aware of Facilities
Management as an industry yet. We need to keep getting young people into
the industry and I think the way we can continue doing that is by having a
very good training platform. We need to show students that it is a great
industry to get into straight from school.”
In the little free time Michael has, he also serves on the committee for the
Property Council of Australia, which provides him with valuable insight into
what the property industry is doing as a whole - it’s a choice he recommends
to other young facility managers.
“I think young facility managers coming into the industry need to be out
there and getting involved, and joining a committee is a great idea - anything
that might help you fully understand just how big this industry is and how
many variables there are.”
Michael hopes bringing young blood into the FM industry will bring the
new ideas needed to advance the industry forward to the next level. “As a
group I think facilities managers are already to starting to move forward, we’re
not just here to patch up buildings anymore. We’re here to look at improving
our buildings, improving water usage and improving energy usage – we’re here
to look at long-term solutions. I think the environmental issues are causing the
industry to change very rapidly, and that makes it a very exciting time to be a
facilities manager.”
facilityperspec ti ves • 75
Leda-Vannaclip is Australia’s
leading manufacturer and PERIMETER SECURITY SOLUTIONS
specialist in Perimeter Security
and Vehicular Access Control. Whether you are
concerned about OH&S issues, illegal entry or
combating terrorist attacks, Leda-Vannaclip has
the product and solutions.
Contact us for a
comprehensive catalogue
– a must for any
facilities manager’s library.
w w w. l - v. c o m . a u
e l v s a l e s @ l - v. c o m . a u
t 1300 780 450
Offices in NSW, Vic , Qld & SA.
Distributors in all other states and territories.
FM PUBLICATIONS
facilityperspec ti ves • 77
FM PUBLICATIONS
pandemic is an epidemic, or an outbreak of an infectious disease, that Business Continuity Planning (BCP) is an interdisciplinary peer mentoring
78 • facilityperspec ti ves
FM PUBLICATIONS
facilityperspec ti ves • 79
FACILITY PERSPECTIVES
SUBSCRIPTION OFFER
80 • facilityperspec ti ves
Make your recruitment simple.
Spend some time with us.
Hays Facilities Management has been servicing Australia for more than a decade and with a dedicated team of
professionals we take an honest and efficient approach to establishing your best course of action and offer advice
on taking the next strategic step. So make it simple, spend some time with us.
We specialise in:
• Facilities Managers • Facilities Coordinators
• Maintenance Managers • Building Managers
• Project Managers • Service Managers
• Soft Service Managers • Maintenance Electricians
• Refrigeration Mechanics • Security Technicians
• Fire Technicians
Contact us for more details
Big commercial and industrial sites often bring their own unique problems. One way to overcome many of these issues
is by outsourcing your non-core operations from asset maintenance to facilities management. Spotless are the leaders in
managed services. We support many of Australia’s largest companies by creating safe and effective work environments
designed to get the very best from your people. The result is more efficient, more flexible service delivery every time.
Spotless, will allow you to focus on your core business with confidence.