+ RECORDS MANAGEMENT

DURING RELOCATIONS
+ FM PROCUREMENT AND
CONTRACT MANAGEMENT
+ MANDATORY DISCLOSURE TO
TRANSFORM BUILDING EFFICIENCY
+ RECORDS MANAGEMENT
DURING RELOCATIONS
+ FM PROCUREMENT AND
CONTRACT MANAGEMENT
+ MANDATORY DISCLOSURE TO
TRANSFORMBUILDING EFFICIENCY
i n t e g r a t i n g p e o p l e – p r o c e s s – p l a c e
VOLUME 3, NUMBER 4 DECEMBER 2009–FEBRUARY 2010
Offcial magazine of the Facility Management Association of Australia Ltd Print Post Approved 340742 00155 $9.95 inc GST
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2
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CONTENTS
Level 6, 313 La Trobe Street
Melbourne VIC 3000
Tel: (03) 8641 6666
Fax: (03) 9640 0374
Email: info@fma.com.au
Web: www.fma.com.au
Published by
ABN 30 007 224 204
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Tel: (03) 9274 4200
Fax: (03) 9329 5295
Email: media@executivemedia.com.au
Web: www.executivemedia.com.au
Offices also in Adelaide, Brisbane & Sydney
Editor-in-Chief
Ric Navarro
Editorial enquiries: Tel: (03) 9274 4206
Email: ric.navarro@executivemedia.com.au
Advertising Manager
Phil Haratsis
Advertising enquiries: Tel: (03) 9274 4200
Email: media@executivemedia.com.au
Front Cover Image
National Portrait Gallery by Brett
Boardman
Editorial contributors
Alan Freemantle, Gemma Peckham, Sari
Mattila, Carolyn Hughes, Donna-Maree
Findlay, Simon Morgan, Graeme Philipson,
Robin Mellon, Bronwyn Rice, Derek
Hendry, Don Williams.
Layouts
Anthony Costin
Printed by: Geon Impact Printing
Regulars + News
Incoming Chairman, Steve
Taylor, confirms his excitement
with the challenges ahead as the
new Chairman of FMA Australia,
while CEO David Duncan reports
on his time at the recent IFMA
Conference and provides an
update on ideaction10
conference.
Cover Story –
The National
Portrait Gallery
The new National Portrait Gallery
building displays some 400
portraits of people who have
shaped Australia and who
continue to shape our nation.
Energy,
Environment &
HVAC
Mandatory disclosure of building
efficiency, and subsequent
greenhouse emissions, is the
latest in a raft of obligations
imposed on building owners.
4
Chairman’s Message
5
CEO’s Address
8
Fast Facts & News
12
Education News
Turf wars jettison plans for
world-leading ‘Green’ MBA in
Australia.
16
Design News
Australia has a remarkable
eleven projects shortlisted for the
world architecture festival in
Barcelona.
18
inForM
The young FM network goes
from strength to strength.
50
The new national
OHS laws
An update from FMA Australia’s
national policy advisor, Simon
Morgan, on the recent release of
model OHS legislation, developed
following an extensive
consultation process, with public
submissions taken and interim
reports.
20
The NPG – a case
study in best practice
Situated on King Edward
Terrace, Parkes, bounded by the
High Court of Australia and the
National Gallery of Australia, the
National Portrait Gallery
comprises gallery spaces for the
collection and temporary
exhibitions.
The most significant building to
be constructed in the
Parliamentary precinct for over
twenty years, the new National
Portrait Gallery opened to the
public in December 2008 and
topped the list of winners at the
recent 2009 National
Architecture Awards taking out
the 2009 Sir Zelman Cowen
Award for Public Architecture. In
a double win for the gallery, it
also received a National
Architecture Award for Interior
Architecture.
Facility Perspectives discussed
the challenges of managing this
landmark building with facility
manager Alan Freemantle.
28
CUPREE system
A major innovation in the
CUPREE system is the efficient
removal of heat generated by
under sink chillers.
30
Mandatory disclosure
set to transform
building efficiency
A new mandatory disclosure
scheme to be introduced in
2010 looks to reduce
commercial building greenhouse
emissions.
37
Energy Efficiency
through Intelligent
Technology
An innovative and intelligent
monitoring and reporting
system will give facility managers
the ‘edge’.
42
Air Conditioning 101 –
Back to Basics for
HVAC
AIRAH has developed an online
course for ‘non-technical folks’.
We speak to AIRAH Education
Manager, Carolyn Hughes, about
the creation of Air Conditioning 101.
4 20 28
Facility Perspectives embraces
Green Printing Initiatives
This publication, has been printed using
ECO-CLEAN print processes. Vegetable
based inks and recyclable materials are
used where possible.
Cert no. SCS-COC-001164
The editor, publisher, printer and their staff and agents
are not responsible for the accuracy or correctness of the
text of contributions contained in this publication or for
the consequences of any use made of the products, and
the information referred to in this publication. The editor,
publisher, printer and their staff and agents expressly
disclaim all liability of whatsoever nature for any
consequences arising from any errors or omissions
contained in this publication whether caused to a
purchaser of this publication or otherwise. The views
expressed in the articles and other material published
herein do not necessarily reflect the views of the editor
and publisher or their staff or agents. The responsibility
for the accuracy of information is that of the individual
contributors and neither the publisher or editors can
accept responsibility for the accuracy of information
which is supplied by others. It is impossible for the
publisher and editors to ensure that the advertisements
and other material herein comply with the Trade
Practices Act 1974 (Cth). Readers should make their own
inquiries in making any decisions, and where necessary,
seek professional advice.© 2009 Executive Media Pty
Ltd. All rights reserved. Reproduction in whole or part,
without written permission is strictly prohibited.
3
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CONTENTS
Records
Management &
Relocations
Apart from war, bankruptcy or
corporate takeovers, relocation is
probably the most disruptive
event your organisation will
experience.
Green IT
What is Green IT? The term is
widely used – and abused.
Graeme Philipson describes a
green IT framework that helps
explain the many different
aspects of this increasingly
important subject.
FM Procurement
& Contract
Management
Every purchase we make affects
our lives and the environment in
some way. For facility managers,
each procurement decision
influences more than the
operation of their building’s and
company’s bottom line.
Essential Services
& Security
Recent amendments to various
state and national legislation are
addressed along with an update
on a keynote security
presentation which takes a
wholistic view of security
considerations for facility
managers.
45
Records and the three
C’s of moving:
communication,
cooperation and
change
So your organisation is moving –
are your records aware they are
coming too? In this incisive
editorial, Donna-Maree Findlay
outlines a planned approach to
relocating your paper records.
+ Communication –
motivating staff to act
+ Cooperation – What do you
need staff to do?
+ Change – Selling the new
world to staff
When confronted with the
thought of a building move,
emotions run high which can
impact on productivity and
efficiency.
+ Removalists vs Staff
Resources – cheap, nasty
or both?
Leaving it to the experts can be
one of the best business
decisions you ever make.
54
A Green IT
Framework
Green IT is a much discussed
topic in the IT industry. To most
people, the subject is relatively
easy to define: “Green IT is
about reducing the energy
consumption and carbon
footprint of the IT function
within your organisation.”
+ Understanding Green IT
A framework for analysing green
IT implementations and projects
has been developed by
Connection Research & RMIT.
+ The vertical dimensions
The four principal paradigms of
this approach include end user
IT efficiencies, enterprise user IT
efficiences, lifestyle &
procurement, and IT as a low-
carbon enabler.
+ The horizontal dimensions
There are five components in
this dimension all of which can
be applied across each of the
four vertical dimensions.
57
Buying Green from
cradle-to-cradle
According to Robin Mellon,
Green Star Executive Director,
Green Building Council of
Australia, typical green
procurement policy outlines how
a company will address
environmental goals such as low
emissions, forest conservation,
recycling, water conservation
and energy savings.
64
A case study in green
cleaning at the UNSW
There is a growing interest in
green cleaning – we all want to
do it, but what exactly is it? In
this article, Bronwyn Rice,
Strategic Supply Manager,
UNSW Procurement discusses
the practical implementation of
her research at the UNSW.
67
Innovative
Procurement
Solutions for service
delivery
Published by FMA Australia, this
is an invaluable guide for the
efficient delivery of procurement
solutions.
70
Essential Services
Update
Derek Hendry outlines a raft of
new regulations, laws and
standards that impact on
facilities around the country.
74
The FM Challenge of
Security and Risk
Management
Three years after delivering his
compelling paper at the ‘06
ideaction conference, Don
Williams gives us an update on
the increasing importance of
security considerations for all
facility managers.
CLIENT FEATURES
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PowerPax
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Programmed Facility Management
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45 54 57 70
4
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FROM THE CHAIRMAN
CHAIRMAN’S MESSAGE
A
s the year draws to a close, FMA Australia
says a very big ‘thank you’ to outgoing
Chairman Andrew McEwan, who has been
at the helm of the Association for the last three
years. Andrew launched the first edition of Facility
Perspectives which has become the foremost
publication for the FM industry and has worked
tirelessly with CEO David Duncan, the board of
directors and branch committees to raise
awareness of the Association within the FM
industry and the wider business community.
Andrew has also focused on building strong
relationships with government bodies and industry
leaders in order to emphasise the significant
contribution that facility management makes to the
Australian economy and ensure that the FM
industry is represented and respected in the policy
making process.
In particular, there has been a huge focus on the
issue of sustainability and the significance of facility
management in delivering sustainable outcomes,
both in economic and environmental terms.
Andrew has now handed the reins over to me
and I would like to take this opportunity to thank
him on behalf of the board of directors, staff and
members for his unceasing efforts. I look forward
to his continued contribution to the FM industry as
he commences his role as Immediate Past
Chairman.
Of course, this also means we express our
gratitude to Stephen Ballesty, who retires from the
board after having been a Director for nine years.
Stephen will now have more time to devote to his
role as Member of the Board of Trustees and
second Vice Chairman of the IFMA Foundation.
As the current Chairman of the ideaction’10
advisory committee, I have had the pleasure of
working with a very enthusiastic Perth Committee
on our first ever venture with ideaction to the West
Coast. The program designed for 12-14 May 2010
starts with a choice of either a full day of site visits
to three impressive sites in Fremantle that the
public could not normally gain access to, or
alternatively you may wish to join a half-day site
visit in Perth and see what goes on behind the
scenes at two specialised locations. The first day is
capped off with what will be a memorable
Chairman’s Reception and then into a two day
conference filled with many presentations around
ideas-in-action. Of course, the second day
concludes with the ever popular and enjoyable gala
dinner.
The quality of responses received from our “call
for papers” has been outstanding, making the
judge’s decision most difficult. I can assure you the
program offers a wide variety of options and caters
for all facets of our industry. I urge you to visit
www.fma.com.au and click on the ideaction link.
As a National Association, holding our conference
in Perth for the first time is very exciting and we
look forward to the support of the industry to make
it a truly successful event.
I am thoroughly energised about my new role as
Chairman and look forward with relish to the
challenges and range of opportunities it will
present. My first priorities moving forward are very
much in the areas of advocacy and education and
working closely with the board of directors and our
CEO David Duncan, the team at National Office
and our branch committees. Through focusing our
efforts and resources we will not only realise our
priorities but much more as we work together with
members to grow our Association in numbers,
stature and credibility.
Finally, I would like to take this opportunity to
thank all members who have participated in branch
activities, ideaction, policy advisory group, our
credentialing program and professional
development offerings over the past year, and wish
you and your families a very safe, relaxing and
happy Christmas and successful 2010.
STEVE TAYLOR
Chairman
FMA Australia
5
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FROM THE CEO
CEO’S ADDRESS
I
recently attended IFMA’s annual World
Workplace conference, held in Orlando, Florida,
during which time I was also able to attend to
my Global FM responsibilities. What a spectacular
event it was, and a testament to the continued
growth of the FM industry worldwide—the
conference was very well attended, despite the
global financial crisis. The scale of the event never
ceases to amaze me, not to mention the calibre of
the speakers and the quality and relevance of the
program. As a major networking opportunity, World
Workplace is also clearly an event that is difficult to
surpass—the awards dinner was particularly
successful and a joy to attend. I’m pleased to report
that World Workplace was well attended by the
Australian contingent, with FMA Australia Chairman
Andrew McEwan, Immediate Past Chairman and
IFMA Foundation Trustee Stephen Ballesty, FMA
Australia Board member and IFMA International
Credentialing Committee member Steve Jones, FMA
Australia Life Member Richard Mayes and Alisa
Goodyear, ISS Facility Services, in attendance.
During the conference, I had the very great
pleasure, on behalf of the FMA Australia board, of
presenting IFMA President and CEO, Dave J Brady,
with Honorary Membership of FMA Australia. This
is only the second time in the Association’s history
that Honorary Membership has been awarded and it
is intended to recognise Dave’s outstanding service
to FMA Australia through our partnership in FM
excellence with IFMA, amongst other things. Dave is
retiring from IFMA in the first quarter of 2010,
following nearly 16 years of service, seven of those
as President/CEO, and his contribution was
recognised at the Chairman’s Welcome Reception
during the World Workplace conference. Dave’s
contemporaries in the industry, including myself and
representatives from FM industry associations
around the world, were able to take the opportunity
to thank him for the sterling work that he has done
in partnership with our organisations, helping to
ensure that global FM relations are stronger than
ever before. I shall certainly miss working with Dave
in the future and wish him all the best for his
impending retirement.
During my visit to IFMA’s World Workplace
conference, I finalised a further agreement between
our two Associations to add value to FMA Australia
membership. Members will soon be able to join
IFMA’s councils, which are special interest groups
that reflect the diverse types of facilities and job
responsibilities represented within the FM industry.
Transcending geographic boundaries, IFMA councils
enable members to interact with other professionals
who share an interest in a particular FM practice or
who work in the same sector. Members who join
IFMA’s councils will be helping to increase the
global understanding of facility management and
enable sharing of industry best practices, as well as
encouraging greater collaboration between FM
communities and utilising the diverse cultures and
strengths of each organisation to enhance their own
skills. FMA Australia members will be entitled to all
council offerings and benefits once they have joined,
which include online discussion forums,
benchmarking studies and research, webinar/
teleconference meetings, newsletters, directories,
seminars, conferences and websites. The following
councils will be available initially for members to join
and I would encourage all members to make the
most of this opportunity to increase their FM
network and knowledge base on a global level:
3 Academic Facilities Council
3 Airports Council
3 Banking Institutions and Credit Unions Council
3 City and Country Clubs Council
3 Corporate Facilities Council
3 FM Consultants Council
3 Health Care Council
3 Legal Industry Council
3 Public Sector Council
3 Utilities Council
You may be aware of the government proposal to
introduce a Carbon Trust, or Energy Efficiency Trust.
It has been announced that the government will
provide $50 million in seed funding for the Trust to
promote energy efficiency in the business sector.
The Trust is intended to cover the upfront capital
costs of undertaking energy efficiency investments
that will save organisations money over time.
L-R: Robin Brandy,
David Duncan, CEO,
FMA Australia, and
Dave Brady, FMA
CEO/President,
receiving FMA
Australia Honorary
Membership.
6
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FROM THE CEO
Arrangements will then be put in place to
repay the capital costs at a commercial rate as
the energy cost savings materialise.
FMA Australia has been approached by a
consultant to the government on the Carbon
Trust, seeking its views on the barriers to the
uptake of energy efficiency in commercial
buildings, any impact current policies are
having on overcoming these barriers and what
opportunities there are for future policy
action. I was able to advise of FMA Australia’s
and AIRAH’s joint roll-out of our Vocational
Graduate Certificate in Energy Efficiency for
Facility Managers, as a positive aspect in the
energy efficiency debate, as well as promoting
our views on accelerated depreciation for
green retrofitting, energy trading certificates
and public funding for retro-fits. I was also
pleased to confirm that FMA Australia was
successful with its Green Building Fund
application for the development of an eBook
on energy management, which will be rolled
out in early 2010.
I am pleased to advise that Bryon Price,
FMA Australia Director, has joined the Green
Building Council of Australia (GBCA)’s
Technical Working Group, to represent FMA
Australia in the development of a Green
Star—Public Buildings Rating Tool. The
GBCA’s Technical Working Groups are
fundamentally involved in the development of
the Green Star rating tools and Bryon will have
an active involvement in developing the Public
Buildings Rating Tool, particularly in ensuring
that the needs of facility managers are taken
into account.
I would like to give you an update on
ideaction’10, our first national conference to
be held in Western Australia. The organisation
and planning of the conference is coming on
in leaps and bounds and I am very pleased
that we have such an enthusiastic conference
advisory committee in place, dedicated to
providing the best conference that Perth can
offer. We certainly have some interesting site
visits planned and the program is also now
confirmed and features an array of excellent
speakers, focusing on our theme, ‘ideas in
action’. This proved to be so popular in
Melbourne in 2009 that we simply weren’t
able to include even half of the presentation
submissions that we received, so we decided
to continue the theme in 2010, allowing some
of those people who didn’t get the
opportunity to present this year, to do so next
year. I believe that ‘ideas in action’ will always
be a subject of interest to facility management
practitioners, as it covers such a variety of
topics and is constantly evolving. Given the
number of submissions that we received for
next year’s conference, it certainly doesn’t
seem as though that scenario is about to
change in a hurry! Information regarding the
program and registration for the conference is
now available on the FMA Australia website. I
sincerely hope to see as many of our
members and affiliates as possible there,
supporting our industry and helping to make
our first conference in Perth a resounding
success.
As the year draws to a close and we again
start looking forward to Christmas, I would
like to thank our outgoing Chairman, Andrew
McEwan, who I have worked with for the past
three years and whose advice, friendship and
dedication to the industry has been greatly
appreciated and will be sorely missed.
Andrew has contributed a great deal to FMA
Australia during his time as Chairman and I
look forward to continuing our association
with him in the future.
I would also like to welcome our new
Chairman, Steve Taylor, who brings with him
a wealth of experience gained from many
years in the facility management industry. I
know that Steve has many ideas and areas of
focus that he plans to work on as part of his
Chairmanship and I look forward to us
working together to realise these plans.
My thanks also to the board of directors,
branch committees and staff for their hard
work and support over what has been a
difficult year, as well as to the Policy Advisory
Group (PAG), who have assisted us in forming
positions on a great number of issues this
year.
I wish you all a very merry Christmas and a
happy new year and look forward to a positive
and prosperous year for the FM industry in
2010.
DAVID DUNCAN
Chief Executive Officer
FMA Australia
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The National Program run by FMA Australia and
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For further information please contact: Carly Jenkins, FMA Australia, on 03 8641 6666 or
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8
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FAST FACTS + NEWS
The Green Building Council of
Australia’s Green Star Director,
Andrew Aitken, has recently
returned from Paris, where he
attended a meeting of the
Sustainable Buildings and
Climate Initiative (SBCI), an
industry collaboration
facilitated under the United
Nations Environment
Programme (UNEP).
During the meeting,
representatives from around the
world, including UK, US, South
Africa, Germany and Jordan,
agreed that an internationally
consistent way of measuring and
reporting the emissions associated
with buildings was needed to
support climate change mitigation
policies.
This is an exciting project for
members of the Green Building
Council of Australia. Consistent
reporting has long been a
challenge for multinational
organisations with buildings across
many international boundaries,
and a simple, uniform way of
assessing the carbon impact of
buildings will make corporate
reporting and international
comparisons much easier.
A common carbon metric will
also provide governments with an
additional incentive to take swift
action on energy efficiency
initiatives in buildings. An
internationally consistent
approach to quantify carbon
emissions and savings will support
policy development at national,
regional and international levels,
and provide capacity to monitor
building performance in a
consistent way throughout the
world.
And of course, the general
public will be able to compare
best practice buildings in their
own countries with those around
the world. The GBCA has been
ahead of the game on this issue
for some time. In March,
representatives from the world’s
three leading rating tools, Green
Star, the US’ LEED and the UK’s
BREEAM, signed a landmark
memorandum of understanding
which committed to the
development of a common carbon
metric.
While we acknowledge this is a
complex matter, the GBCA
believes a common approach to
the measurement and reporting of
carbon in buildings will be a
significant achievement for the
future revisions of Green Star
tools.
Most importantly, the common
carbon metric will help us to
create a new international
language and talk with one voice
about the vital role green buildings
can play in creating a low-carbon
future.
A step closer to common carbon metrics for buildings
The world is one step closer to developing common metrics to measure and report the carbon
impact of buildings.
“$16.4 million worth of
projects make up the third
round of the $90 million Green
Building Fund, a Rudd
Government initiative that
reduces energy consumption
and greenhouse gas emissions
by retro-fitting commercial
office buildings,” Senator Carr
said.
“Projected savings in
greenhouse gas emissions from
projects supported by the fund so
far total over 101,000 tonnes a
year. These projects combat
climate change and support
Australia’s economic recovery by
generating investment of almost
$75 million.
“By increasing energy
efficiency, successful recipients
are reducing their power bills
along with their greenhouse
emissions, and that means
ongoing savings for business.
“One project involves the
sustainable redevelopment of a
historic building in Port Adelaide,
introducing electricity generation
on site and incorporating
renewable systems which export
to the grid.
“Alterations will also include the
installation of high performance
glazing, skylights, low energy
lighting systems, bulk insulation
and external shading devices.
“Other successful projects in
Round 3 include:
3 upgrades to heating,
ventilation and air
conditioning (new chillers,
variable speed drives, etc),
3 installation of solar panels
and solar film, and
3 replacement of base building
lighting.
“The next rounds for Streams A
and B of the program will close on
12 January 2010.
“Climate change is one of the
greatest challenges we currently
face and the $90 million Green
Building Fund is just one of the
ways the Rudd Government is
responding to this challenge,”
Senator Carr said.
For further information on the
Green Building Fund program
visit www.ausindustry.gov.au,
call the hotline on 13 28 46
or email the hotline at
hotline@ausindustry.gov.au.
$16.4 million for 37 grants to cut office emissions
Greenhouse gas emissions will be cut by around 38,000 tonnes a year through 37 green building
projects announced today by Senator Kim Carr, Minister for Innovation, Industry, Science and
Research.
9
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FAST FACTS + NEWS
The majority of Australians
say they are happy to use
their fingerprint to prove their
identity as concerns about
Internet Security grow
dramatically.
The results are from new
research released as part of the
Unisys Security Index™ which
shows that security concerns
about viruses and shopping or
banking online have increased
significantly.
The Australian Unisys Security
Index for October 2009 stands at
123 out of a maximum of 300,
up 8 points since April 2009,
with all four indices recording an
increase in concern:
3 National Security - 121 (+6)
3 Financial Security - 130 (+5)
3 Internet Security - 122 (+15)
3 Personal Security - 117 (+3)
Against this background,
additional research released as
part of the Unisys Security
Index™ shows almost 7 out of
10 Australians are happy to use
biometrics including fingerprints
and iris scans to prove their
identity.
The Unisys Security Index™
ended 2009 at a significantly
higher level than the same time
last year; up 22 points over 12
months.
The key factor driving the
Unisys Security Index™ higher in
October 2009 was a 15 point
increase in the Internet Security
Index.
“Concerns about a range of
security issues are starting to
grow including computer
security in relation to viruses and
unsolicited emails, and the
security of shopping and/or
banking online,” said Allen
Koehn, Vice President, Public
Sector, Unisys Asia Pacific.
“The top two security
concerns for Australians are both
identity fraud related with 59 per
cent of Australians either
extremely or very concerned
about other people obtaining
and using their credit card
and/or debit card details.
“The second highest concern
relates to the loss or misuse of
personal information with 58 per
cent of Australians either
extremely or very concerned
about this issue.
“These are very high levels of
concern, so it is perhaps not
surprising that Australians are so
keen to use sophisticated
biometric technology as a means
of increasing protection against
identity fraud and related crime.
“Our additional research
shows almost 7 out of 10 or 66
percent of Australians are willing
to use a biometric for identity
authentication. Of those people:
3 92% support fingerprint
scans
3 86% support iris scans
3 77% support photographs
3 69% support vein pattern
(vascular) scans
3 66% support voice pattern
recordings
“These are very strong results
and show Australians are ready
for the next roll out of biometric
identification technology where it
has obvious benefits for the
protection of private and
personal information,” said Mr.
Koehn.
(SOURCE: UNISYS SECURITY INDEX™)
Security concerns in Australia growing
Australians overwhelmingly support fingerprint and other biometric technology to protect
private information, as online fears and identity theft worries increase.
10
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FAST FACTS + NEWS
Now, his family-owned
business has been judged in
the recent Small Business
Champion Awards, Winner in
Trade Services Division For
NSW & ACT. Says Les: “These
are coveted awards within the
industry, and an
acknowledgement by our
peers of the skills we offer.”
But he defers real credit for
the Awards to “the
professionalism and
commitment of our trades-
people and office staff”.
In 2008, Drummoyne based
Robertson’s Painting and
Decorating won the Inner West
Local Business Award for
Outstanding Service and Trade
and has won the same award
again in 2009.
Robertson’s Painting and
Decoration has over 35 years
experience and there are
painters who have been with
Robertson’s since the beginning.
Les picked up his first paint-
brush when he was just 15 and
has worked on projects which
are now part of Sydney’s unique
landscape, including the Queen
Victoria Building, State Theatre,
Sydney Town Hall, Reserve Bank
of Australia and other major
banking institutions, Darling
Park, Westmead Children’s
Hospital, Taronga Zoo and
Australia Square to mention but
a few.
“Our diverse customer base
gives us an opportunity to
showcase our expertise in all
facets of painting and
decorating,” says Les.
Further information contact
Robertson’s Painting and
Decorating on (02) 9181 3519 or
visit www.rpd.net.au
Robertson’s Painting and Decorating wins acclaimed award
A lifetime in the painting industry has earned Les Robertson more than his share of accolades.
T
he technological age is well and truly here.
We’re getting used to having the world at our
fngertips and hearing the news as it happens.
One company, working in a traditionally pen-and-paper
industry, is leading the pack in embracing innovation.
Express Glass, specialists in emergency glazing for the
facility management industry, have recently implemented
digital pen, mobile technology which guarantees faster
operations and faster communication.
The digital pen technology works like this:
A specially designed job sheet links to the Express ·
Glass systems.
The glazier on site flls in the iob sheet using the ·
digital pen, including start and fnish time and a
status update.
The customer and glazier both sign off on the job ·
and then, with a tick of the pen, the information is
digitally transmitted back to the head oIfce.
The digital pen requires no extra time on site, but speeds
up a number of processes as a result:
A change in job status triggers an automatic email to 1.
the customer informing them of the progress on the
job. This means the customer is being updated in real
time and no longer needs to chase up their glazier.
With pen and paper systems, there is an unavoidable 2.
delay in getting inIormation back to the oIfce. With
glass that needs to be specially ordered, the digital
pen removes what could be up to a two day delay.
Express Glass is now able to complete jobs well
ahead of industry-typical timeframes.
“We’ve always tried to provide our customers with the
best possible service. By thinking outside the norm, and
implementing new technologies like the digital pens we
are able to continually improve our value-added services,”
says Managing Director and driving force behind the pens,
Adrian Grocott. “And it doesn’t stop there... we’ve still got
more plans for improvement up our sleeve.”
Express Glass embrace new technologies.
To talk to someone about how Express
Glass’ new systems can beneft you, contact
emergency glazing specialists, .
Call Mark Jennings today on 1300 666 234,
email markj@expressglass.com.au,
or visit www.expressglass.com.au.
11
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FAST FACTS + NEWS
As of September 1st this year,
all new or replacement air-
conditioners must now have a
minimum tested average
energy efficiency ratio (EER) of
2.9—or equivalent to 4 stars—
on a current energy rating
label to be sold or installed.
Premier Anna Bligh said the
ban would result in significant
savings to the state’s electricity
network.
“This is not only about getting
more and more Queensland
households to get greener but it
means a reduction on the costs
inefficient air-conditioners pose
to our electricity network,” Ms
Bligh said.
“Every time an air-condition
unit is installed, it costs our
network up to $5,000—the more
efficient we can make these units
the less the costs to our network
and the less it costs every
electricity customer.
“By introducing higher
standards for air-conditioner
energy use early we have a great
opportunity to get ahead of the
summer rush.
“Air-conditioners and space
heaters are estimated to use
more than a quarter (27 per cent)
of total household energy in a
typical Queensland home. Using
the air-con is a way of life for
many people but leads to
constant demands for more
energy infrastructure and a
significant increase in greenhouse
gas emissions.
“According to the Australian
Bureau of Statistics, the number
of Queensland households with
air-conditioners has more than
doubled—from around 32 per
cent in 1994 to over 67 per cent
of households in 2008.
“If we want to build a greener
future for Queensland, the
change has to start at home.”
Minister for Infrastructure and
Planning Stirling Hinchliffe has
enthusiastically endorsed the ban
on inefficient air-conditioners.
“A target of Towards Q2:
Tomorrow’s Queensland is to cut
the state’s carbon footprint by a
third and these measures will
reduce electricity use,” Mr
Hinchliffe said.
“Across Queensland, the new
minimum EER is estimated to
save around 12,500 tonnes of
greenhouse gas emissions each
yea—and that’s equivalent to
around 2,900 cars off the road
annually—and collectively save
Queenslanders over $1.7 million
on their annual electricity bills.
“These savings have been
calculated based on an average
600 hours of use each year and
the new electricity charges of
17.13c/kWh.
“This move by the government
will also advantage local
manufacturers who meet the new
standard and cut down on the
installation of cheaper, often
imported units.
“On average the price of more
efficient air-conditioning units is
comparable to those less efficient
models.
“Queensland’s initiative
complements the national
minimum energy performance
standards which ensure that
inefficient air-conditioners cannot
be sold in Australian markets.”
New wind blows for energy efficient air-conditioning
Queensland has led the nation with its ban on the sale and installation of inefficient air-
conditioning units, an initiative that complements the national Minimum Energy Performance
Standards which ensures that inefficient air-conditioners cannot be sold in Australian markets.
Are you tired of chasing
contractors for job updates?
Express Auto Reporting sends real-time job
status information direct to your inbox.
Stop chasing your contractors for
information and enjoy the ease of
dealing with Express Glass. Contact us
today to fnd out how you can enjoy
Express Reporting and Express Savings.
emergency glass repair specialists
Telephone 1300 666 234
www.expressglass.com.au
12
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
EDUCATION NEWS
A seven-year project, funded
by the federal government
and involving five
universities, uncovered a
conservative and competitive
culture among business
schools and a lack of interest
from students in
sustainability-related
subjects.
An initial aim of the project
was to establish a ‘green’ MBA,
with business schools
collaborating to each offer
subjects in their areas of
speciality. But project leader
Suzanne Benn said that was
unlikely to happen soon, given
the difficulties encountered
during the project.
“But there is a lot more co-
operation between the business
schools now,” she added, which
could make way for a revival of
the green MBA idea in the
future.
The project was led by the
Australian Research Institute in
Education for Sustainability
(ARIES) at Macquarie University
and involved Macquarie
Graduate School of
Management, the University of
Technology, Sydney, RMIT
University, Griffith University and
Curtin University of Technology.
A final report on the project
said the disciplines of economics
and accounting had “the
greatest reluctance to educate
about and for sustainability”.
In a further blow, plans at UTS
to introduce a cross-faculty
master’s in sustainable business
have been abandoned.
But there has been some
progress. The project has
prompted the “mainstreaming”
of the principles of sustainability
and corporate social
responsibility in some areas.
As a result of the project, the
Macquarie Graduate School of
Management is introducing a
master’s of management in
sustainable leadership next year.
In Victoria, RMIT’s Graduate
School of Business is part way
through an MBA revamp that
will see the tenets of corporate
social responsibility or
environmental sustainability built
into every core subject.
Michael Segon, a senior
business lecturer who led the
ARIES project at RMIT, wrote
new modules for the
compulsory introductory MBA
subject: global business. The
subject now includes a section
on personal ethics and corporate
responsibility.
Dr Segon said a big challenge
was the fact that the term
“sustainability” could mean
many different things to
different people. “Within the
business world, sustainability
isn’t just about recycling,” he
said. “It’s about building
sustainable businesses and I
argued very strongly for a focus
on the relationship between
responsible businesses and
building sustainable practices.”
Curtin Graduate School of
Business has made changes to
subjects such as financial
management and strategic cost
management as a result of the
ARIES project.
“We’ve always taught
sustainable management
strategies, but this year we also
made it available as a fully online
unit and have timetabled
additional offerings of the unit
for next year,” school director
Alison Preston said.
In the first stage of the ARIES
project, which began in 2003, a
review of MBAs worldwide
suggested Australian business
schools were lagging behind
some in Europe and northern
America in terms of
incorporating the principles of
sustainability into MBA
programs.
However, Australian Business
Deans Council president Tim
Brailsford said that, on the
sustainability front, Australian
MBAs were better than North
American offerings and on par
with those in the UK.
“I think we’re doing probably
a little worse than our European
counterparts,” he said.
Professor Brailsford said any
attempt to “jam more into an
MBA program irrespective of the
underlying issue is going to face
some resistance”. This was
because a lot of competing
disciplines were “fighting for
air”.
He said the focus should be
on teaching at the bachelor’s
level, where it was easier to
influence the formation of ideas
and values. “My criticism of the
report is that it has focused
almost exclusively on MBA
programs and in terms of
business education, MBAs at
best represent 10 per cent of
graduates,” he said.
Incorporating sustainability
into higher education,
particularly business education
relating to professions such as
accounting, is a priority under
the federal government’s action
plan for sustainability education,
called Living Sustainably.
More broadly than
postgraduate business
education, ARIES has funding
from the federal Department of
the Environment, Water,
Heritage and the Arts to develop
“best practice” models for
sustainability education in
accounting, health care and
teaching.
Rethink on Green MBA
Turf wars have jettisoned plans to establish a world-leading MBA in Australia that would have
positioned environmental sustainability and corporate social responsibility at the forefront of
core competencies.
Vocational and Higher Education
www.holmesglen.edu.au
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Yarra City Council’s
Core Principles are:
Diversity
Fairness and Equity
Leadership
Participation
Partnerships
Responsiveness
Sustainability
14
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FAST FACTS + NEWS
The GreenHouse, at 179
Elizabeth Street in Sydney,
recently achieved a 5 Star
Green Star—Office Interiors
v1.1 rating and
demonstrates that green
interiors can be achieved on
tight timeframes and
modest budgets.
Green Star is Australia’s only
national environmental rating
system for buildings, and is
operated by the GBCA. The
Green Star—Office Interiors
v1.1 rating tool is designed for
building owners, tenants and
interior designers to assess the
environmental impact of an
interior fitout.
A green fitout will address
issues such as access to natural
light, waste management,
energy conservation, low
emission paints and timber
from sustainable forests.
“The Greenhouse” officially opened by Federal Minister for the
Environment
In August, the federal Minister for Environment, Heritage and the Arts, Peter Garrett, officially
opened the Green Building Council of Australia’s (GBCA) new green office, The GreenHouse.
Romilly Madew, CEO, Green Building Council of Australia
being congratulated by Hon Peter Garrett, Federal Minister
for Environment, Heritage and the Arts.
15
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
1. Ease of Use
Easy of use is one of the most
important factors when looking for
software. Complex systems are
worthless if users don’t understand
them. The best systems will fit
seamlessly into your everyday life and
make your processes easier and
quicker. Reports should be generated
in seconds and be easy to understand.
2. Simple Installation
The system should also be easy to
install. The software provider should
work with your IT department to
ensure the system is implemented on
time and within budget, and should
provide you with specifications for the
system and IT department
requirements.
3. Innovation
Innovation is essential to a software
company. If a software company is not
creating new software and regular
updates, it will quickly become
outdated. Innovative companies will
generally have at least two upgrades throughout the year to provide
new and improved options and ensure solutions are always
compatible with the latest platforms.
4. Integration
Effective integration of systems across an organisation can deliver
significant time and money savings and provide accurate
organisation-wide information. FM systems should integrate or share
information with systems like Outlook, Excel, MYOB, Finance 1, SAP,
Aperture, 3D Modelling technologies, MRI and more. The system
should also provide seamless integration with barcode technology
and devices like PDA’s, barcode scanners and label printers.
5. Reputation and Customer Referrals
All companies should provide customer reviews and opportunities to
talk with current clients. Case studies should be sourced before and
during the data-gathering process. When making a final decision site
visits should be organised where you can talk with current clients to
determine the positives and negatives of any system and its technical
support. Industry bodies also provide information and recommend
potential systems.
6. Detailed and Accurate Reporting
Many systems claim they have detailed and accurate reporting
mechanisms. Some companies believe that the more standard
reports provided the better the system is at reporting. But fewer
standard detailed reports that can be customised to suit your needs
is more efficient. The report generator should be easy to use and
require little to no training.
7. Technical Support
All software programs require technical support. An Australian-based
technical support team preferably directly with the Software Provider
should be sought. Determine the turnaround time for getting
software “bugs” fixed. Some companies fix software issues as soon
as you find them, others send out a list of “bug” fixes on a scheduled
basis. Ensure you are dealing with a reputable software company
that stays true to its word.
8. Flexible & Tailorable
Minor customisable changes should be easy to implement, with
major modifications made by the Software Provider at a reasonable
price. Know all details and changes to the software before purchase
to ascertain how much it will ultimately cost. Ensure your software
Project Manager understands your current processes before quoting
on customisation. A staged Project plan should be agreed to by both
parties so it does not go out of control.
9. Additional Modules
As your business grows it may need more diverse functionality. Your
software provider should have additional modules that share
information between themselves and other systems to meet your
growing needs. Your software provider should heed your advice on
new functionality for future upgrades.
10. Return on Investment
Return on Investment should be quantified. Many software providers
put a guarantee on their software but won’t give you proof of
success. Request it, get references and ensure you’ve chosen the
best possible FM software to suit your business and your corporate
governance.
For more information about Software Providers please contact
Kristiana Greenwood on sales@fminnovations.com.au
or (03) 9600 1646.
THE 10 MOST IMPORTANT THINGS
YOU SHOULD ALWAYS LOOK FOR IN
A FM SOFTWARE PROVIDER
16
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FAST FACTS + NEWS
The festival, launched by
media group Emap, is fast
becoming what this year’s
program director, Paul Finch,
called the acid test of global
architecture.
Mr Finch, an editor emeritus
of several architecture journals
and the new chairman of the
UK’s influential Commission for
Architecture and the Built
Environment, said: “The wide
geographical range and the
outstanding quality of this year’s
shortlisted designs provide a true
indicator of the current condition
and diversity of world
architecture.”
Australia’s contributions this
year include such high-profile
projects as the Melbourne
Recital Centre, the Melbourne
Convention and Exhibition
Centre, and the Bendigo Bank
headquarters.
But it also includes a simple
cement sports and recreation
hall in Berry, a holiday house on
the Mornington Peninsula and
an eco-village in Queensland.
A spokesman for Allen Jack +
Cottier, the architects behind the
Berry hall, said Australia was
punching well above its weight
in terms of the number of
projects shortlisted up there with
the best architecture in the
world.
Several of the shortlisted
architects presented at the Allen
Jack + Cottier offices in Sydney
using Barcelona rules: five
minutes to set up, ten minutes to
present and five minutes to
answer questions in front of a
mock Barcelona jury.
The festival judging is no
genuflection to architectural
reputations. Last year, the
winners included the Robert and
Arlene Kogod Courtyard at the
Smithsonian in Washington
which was designed by Foster +
Partners, but most of the awards
went to local architects
responding to local challenges.
The office award was given to
a tower which rose out of a
schoolyard in Chile; the sport
category was won by a hall in a
Croatian village that reflected a
local shepherd’s hut; and the
retail category was taken out by
a Swedish department store
under a huge red lacquer
canopy.
The festival theme this year is
“Less is more” to reflect the
challenges facing architects to
produce more value for less cost.
Emap, which publishes The
Architectural Review and The
Architect’s Journal, also runs
other festivals including the
World Retail Congress and
Cannes Lions International
Advertising Festival.
Australians shortlisted for world’s best designs
Australia has 11 projects shortlisted—out of 800 entries from 67 countries—for the World
Architecture Festival in Barcelona early next month.
Melbourne Recital Centre is on the shortlist.
The competition, hosted by
Judd Farris recruitment, in
support of Emergency
Architects Australia, brought
together many of the
industry’s leading
organisations, battling it out
for the 2009 title.
The plate final saw ADCO size
up to CBRE. In a close contest
ADCO took the plate with a 1-0
victory and ensured a year of
bragging rights. The grand final
pitted Laing O’Rourke against
White Line Fever, a team
comprising of industry
professionals from Heathley
Property Group, Savills, WG
Property, DTZ, BB Retail, Telco
Asset Management, AE Smith,
AGL and Judd Farris. Rank
outsiders White Line Fever came
together to see off the Laing
O’Rourke challenge winning the
final 4-2.
The day raised over $5000 for
Emergency Architects Australia
with competitors contributing to
take part.
Emergency Architects sends
experienced architects and other
built environment specialists to
disaster areas to work alongside
aid agencies, local communities
and governments, and funding
institutions to rebuild devastated
areas in a sustainable way.
Together they develop
appropriate and sustainable
strategies for each phase of
disaster relief.
Judd Farris will be making this
an annual event, those wishing
to take part next year can
contact Thom Baker or Ben
Gregg on 02 9321 5500.
All images by Charles Fortin Photography
Judd Farris touch football comp raises vital funds for charity
The who’s who of the construction and property industry convened for Judd Farris’ inaugural
touch football competition on September 25th.
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18
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
INFORM
inForM IS TAKING OFF!
S
ince the first event
held in May 2009,
events have been
held for every branch of
FMA Australia, all of which
have been very well
attended, which just goes
to show that the FM
industry continues to thrive
well into the next
generation.
inForM events have
been held at some of the
most popular up and
coming night spots in our
capital cities, and have
hosted some equally up
and coming young FMs
and other industry figures
as speakers, who have
shared their experiences of
the industry and thrown in
some handy tips and
advice for the next
generation to learn from.
One of the most
important aspects of these
events is that they give
young FMs the opportunity
to build networks within
the industry, making those
all-important contacts and
forging the relationships
that their careers may rely
on down the track. We
intend to continue
providing these
opportunities—if the first
round of events are
anything to go by, we
expect the popularity of
inForM to continue to
grow well into the future—
and we hope to see as
many of you young FMs
there as possible. Bring
your friends and colleagues
and join us for a social FM
networking revolution!
Check out inform.org.au or
call 03 8641 6666 to find
out about upcoming events
near you and look out for
email updates.
We look forward to seeing
you soon…
www.fma.com.au
inForM is proudly
supported by
19
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
L
ighting control systems have become increasingly popular due to
their efficient control of lighting systems, flexibility of use, and
energy management features. As the latest Building Code of
Australia standards include specific occupancy detection and switching
clauses for most commercial spaces, a Clipsal C-Bus solution can
effectively satisfy these requirements from its feature set. Similarly,
implementation of a Clipsal C-Bus solution can provide the essential
‘credits’ in a Green Star building design, using techniques such as
‘daylight harvesting’, blind and ventilation control, and energy
monitoring.
Despite the overwhelming value of a lighting control system, there
are challenges that exist in the delivery of technology. From a design
perspective, as technology evolves over the construction life of a
project, there is a potential misalignment between design methodology
and system integration. Particularly, this challenge is perpetuated when
the specifier, supplier and integrator do not work together in evolving
the design methodology.
The most common challenge, however, is when configuration of the
lighting control system does not reflect the intended building use, or any
subsequent refurbishments. Lighting control systems have tremendous
versatility in their operation, however a simple interior alteration, such
as altering an open plan office into several smaller offices impacts on the
control of the luminaires in that area. Likewise, configuration in a new
building may not account for after-hours usage or corridor linking.
In response to these challenges, Clipsal Integrated Systems has
introduced the ‘C-Bus Platinum’ partner accreditation to the commercial
lighting control and integration market – 15 years after the inception of
the C-Bus system. Unlike many industry accreditations, C-Bus Platinum
is a dynamic partnership committed to delivering the total value of a
Clipsal C-Bus solution to all project stakeholders: from building
designers and developers to end users and Facility Managers. With a
dedicated design team, superior product training, and 24/7 support
services, Clipsal C-Bus Platinum partners can deliver value throughout
the entire life of a building.
Pacific Services Group (PSG), comprising of PSG Elecraft in Victoria,
PSG KRS in New South Wales, PSG Richard Flanagan and PSG
Switchboards in Queensland, PSG Russell Smith and Hawtree Electrical
in Tasmania, and PSG Boffa Russo in South Australia, has recently been
established as a C-Bus Platinum partner, adding further skills to their
already strong C-Bus pedigree. As one of the largest and most
accomplished electrical and communications services providers in
Australia, PSG can offer full end-to-end lighting control and energy
management solutions to the market, from identifying value in concept
stage, to customising and configuring to the user group, to service and
re-configuration post-completion.
Whether constructing a new building, refurbishing an existing, or
investigating energy characteristics, PSG and the C-Bus Platinum
program can provide the expertise and confidence in delivering a
greener building environment. To inquire further about PSG and
C-Bus platinum capabilities please contact Adam Hales from
PSG Elecraft.
For further information contact:
Adam Hales
C-Bus Platinum Partner Manager
Email: ahales@psgelecraft.com.au
Tel: 03 9321 3024
Mob: 0413 883 723
‘PLATINUM IS THE NEW GREEN’
Buildings in Australia are becoming greener. Current building standards and industry benchmarks,
such as Green Star and NABERS, have irreversibly changed the way we approach building design for
the better, promoting intelligent and holistic design methodologies. But even the most effective energy
saving features, such as lighting control, may suffer from over-design, sub-par integration, or worst of
all: don’t meet the needs of the user group. PSG Elecraft and Clipsal Australia know the solution to
these problems reside in the relationship between specifier, lighting control supplier and system
integrator, and leveraging the capabilities of all parties to deliver the best result for the end user.
SA Water House, Adelaide • 6-Star Green Star building • C-Bus Lighting Control System• Electrical and Communications works performed by PSG Boffa Russo (C-Bus Platinum Partner)
Images courtesy of Hassell. Photography by Earl Carter.
20
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
COVER STORY
THE NATIONAL PORTRAIT GALLERY
A CASE STUDY IN BEST PRACTICE
Sydney-based architectural firm Johnson Pilton Walker were awarded the job of designing Australia’s
new National Portrait Gallery in Canberra and were given a blank canvas. Their brief was simple: ‘to
increase the understanding and appreciation of the Australian people – their identity, history, creativity
and culture – through portraiture.’ With the Gallery having recently been awarded the Sir Zelman
Cowen Award for Public Architecture, the design team has been successful in addressing the needs of
the client whilst linking the visitor’s experience of the gallery to the Australian landscape by utilising
Canberra’s environment and natural light.
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ON THE 25TH OF NOVEMBER, FMA AUSTRALIA HELD ITS NATIONAL
AGM, INCLUDING A SITE VISIT, AMONGST THE INSPIRING SURROUNDS
OF THE GALLERY. FACILITY PERSPECTIVES TOOK THE OPPORTUNITY
TO DISCUSS THE INTEGRATION OF PEOPLE, PROCESS AND PLACE
WITH NPG FACILITY MANAGER, ALAN FREEMANTLE.
FP: Given the sensitive nature of the contents it is housing,
what sort of infrastructure considerations were necessary in the
initial planning of the gallery?
AF: The primary objective of the project was to create an art
museum of outstanding quality, which accords with international
standards and which reflects the purpose and vision of the National
Portrait Gallery (NPG) to increase the understanding of the Australian
people – their identity, history, creativity and culture through
portraiture.
The new, dedicated building allowed the National Portrait Gallery
to make a great impact as a cultural institution. It ensured that the
rich and complex story of the individuals who have shaped the nation
could be told, encountered and appreciated. It is the embodiment of
the National Portrait Gallery’s ideal to give a face to the nation.
As a significant purpose-built building in the symbolic heart of
Australia, the new National Portrait Gallery will embody the Gallery’s
values. The building will be ideally suited to its function as an art
gallery embodying the celebratory and educative ideals of the
National Portrait Gallery. It is a welcoming, embracing building,
appropriately human in scale and making maximum use of the
natural advantages of Canberra and the specific building site.
Furthermore the building should aspire to the highest architectural
standards of design and durability and, in keeping with its expected
long life, should incorporate as far as is practical, principles and
measures to ensure its efficiency and ecological sustainability. The
completed building must be fit for purpose and of a quality
commensurate with a national institution of international standard.
Quality must be reflected in all aspects of the building including not
only the design but also functionality, materials, workmanship,
integration of services and fixtures and fittings.
The centrepiece of the Gallery will be a permanent display of 400 -
500 Australian portraits. A temporary exhibition gallery designed to
world standards will allow for the display of the best portraiture from
around the world. The building will allow for preservation of the
collection, educative functions, staff accommodation and all of the
elements that will allow visitors of all ages to engage with portraits
and to enjoy the visit.
Project Objectives
Based on the vision statement above, the National Portrait Gallery
building will offer:
3 an exceptional visitor experience and facilitate an encounter with
both the exhibitions and the building itself;
3 artwork collection areas which represent best practice in
accordance with international art gallery standards;
3 innovative educational facilities which provide for a direct
encounter with the portraits and the collection;
3 high quality staff and working facilities which meet the
requirements of the NPG both now and into the future;
3 catering, retail and café facilities for the public of a high standard
to complement and contribute to the exceptional standard of
exhibitions and activities of the NPG;
3 Service areas and equipment, including plant and machinery,
which are fit for purpose, represent value for money and which
support the primary function of the building and the standards
to which it must adhere.
In achieving these objectives, the building project will seek to:
3 maximise life cycle cost and the life of the built environment
through durability, whole of life objectives and sustainability
targets;
3 Incorporate the principles of ecologically sustainable
development to reduce the impact of the building on the
environment across its life through the design and construction
process and operations of the building.
FP: What makes the National Portrait Gallery innovative in
its infrastructure design?
AF: The design of the building incorporates innovation on many
levels including architectural design, building control systems,
services and infrastructure.
Obviously being a national art gallery of international standard
imposes a myriad of design and performance issues over and above
that of a more standard public building. Whilst many of these issues
in their own right may not necessarily require a highly innovative
solution it is the inter-relationship of the operating systems coupled
with the extremely tight operating environmental parameters and the
need to both optimise performance and reduce operating costs which
significantly increases the complexity of the required design solution.
The need for constant control of all systems including environmental
conditions, lighting, security, ICT and AV within very tight
performance parameters 24 hours a day, seven days a week required
a systems solution to many more traditionally piecemeal or stand-
alone design issues.
A key requirement of the Functional Design Brief for the building
was the incorporation of natural light, not only in the general public
spaces such as the foyer, reception area, functions rooms, café and
shop etc but also in the exhibition spaces. As many portraits are
created in or with abundant natural light it would seem only natural
that the portraits be viewed in similar conditions yet in many galleries
worldwide this is rarely the case. Conservation and preservation of
artwork to a large extent is contingent upon the life exposure of the
artwork to light including both light (or lux) intensity and duration.
Hence the design solution to incorporate natural light whilst meeting
the curatorial obligations required a highly complex and innovative
approach incorporating physical design features such as the extensive
use of clerestory windows throughout the exhibition spaces, the use
of a variety of different high performance glazing elements, a fully
automated dual blind system to address heat and light transfer, a vast
array of high performance artificial lighting including a new system of
recessed linear fluorescent wall washers and an artificial skylight, and
a sophisticated, fully programmable Dynalight lighting control system.
The system is able to detect changes to the light levels as outside
conditions change throughout any 24 hour period and if required, can
adjust to the conditions to ensure that the curatorial requirements of
the exhibited works are maintained at all times. The fully integrated
system enables a high degree of control with maximum flexibility to
achieve the required lux levels and ambience throughout different
areas of the building including the exterior of the building. The
unique wall washer system used to illuminate the perimeter walls of
the exhibition spaces balances both the natural and artificial light to
create a uniform light colour without the usual notable visual
disturbance between the two lighting forms. The system which was
designed by Steensen Varming in collaboration with project
architects, Johnson Pilton Walker, is the first of its kind to be used in
a major gallery in Australia and recently won the award for excellence
at the NSW IES Lighting Awards.
Some other notable elements of innovation in the design include
the use of variable equipment types to achieve the optimum system
performance particularly in respect to environmental conditions such
as with the incorporation of both Humifog and Humisonic humidifiers
which results in a more efficient system with the Gallery reaping the
benefits of both equipment types rather than a single performance
outcome. Similarly there is a combination of dry pipe, or multi-stage
activation, fire suppressions systems and the more traditional wet
pipe systems thereby allowing greater flexibility of the system whilst
achieving stringent performance specifications and minimising costs.
Overall, the basic design concept of the building is based on the
functional requirements and the activities which are to be carried out
in the different spaces such as the administrative area, the public
areas including the exhibition and function spaces and the back-of-
house spaces. Rather than entertain a more flamboyant design, the
form of the building is largely dictated by its function. Furthermore, in
order to endeavour to reduce construction costs and improve design
efficiency, many areas in the building are multi-functional with the
incorporation of a number of dual purpose spaces such as the
photographic studio which can also double as the quarantine room
when required.
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Zoning has also been a key innovation in the design of the building
both in terms of services and functional performance. Different areas
of the building can be operated independently of each other in order
to maximise functionality and minimise operating costs. For example,
a number of public spaces can be opened and operated after hours
without compromising environmental conditions or security to the
rest of the building.
Another important innovation, although not so obvious at this point
in time, relates to a number of features in the basic architectural
design concept which relies on five linked pavilions. This purposefully
allows for the future expansion of the building without the need for
significant and cost demolition.
FP: How important is the HVAC set up for the gallery and
what type of HVAC system does the gallery have?
AF: The Gallery uses a central chilled and hot water system, with
chilled water being supplied via three x PowerPax Chillers model
W0500-2A-20127170E2 manufactured by Boronia, and heating
water supplied via two x Tomlinson Gun Fired Boilers model FTA850.
This system supplies 15,000Kws of heating and 15,000Kws of
cooling capacity. This conditioned air is supplied to the relevant
spaces via constant volume single zone air handling units. HVAC at
the gallery is of primary importance given the strict air quality
requirements (21ºC +/- 10ºC and 50% RH +/- 5%). In presenting its
programs the gallery loans works of art from other Australian and
international institutions for which loan agreements are prepared.
This places upon the gallery very strict loan conditions which must be
reported on an ongoing basis to ensure these conditions are being
met. It is critical to the organisation that its reputation as a gallery of
international standard is maintained to enable it to present its
programs and meet the requirements of its mission statement and
purpose.
FP: What types of safety/security features are included in the
NPG to ensure the preservation of the collections as well as to
make the gallery accessible to the public?
AF: The gallery has a comprehensive access control and intruder
alarm system installed that is supported by a high end CCTV system
monitored 24/7 by the in-house security control room. The design of
the building is such that it allows close monitoring of the art whether
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it be on display or in storage. The design of the building also allows
for multi layers of security within the building itself.
FP: What features have been integrated into the gallery to
make it more energy efficient?
AF: The National Portrait gallery has several sustainability features
that have been designed into the building with Dr Paul Bannister
Managing Director Exergy Australia Pty Ltd (Department of Finance
and Deregulation expert on ESD) being the peer review consultant.
The functional design brief had the following Ecologically
Sustainable Development (ESD) Objectives:
The Designer shall develop ESD objectives in accordance with the
relevant Commonwealth government policies during the design
phase of the project. Consistent with the Functional Objectives, the
Designer shall adopt best practices in relation to:
3 Increased energy conservation and efficiency;
3 Sustainable use of renewable energy resources;
3 Sustainable use of water;
3 Reduction or elimination of toxic and harmful substances on the
site;
3 Improvements to interior and exterior working environments
leading to increased productivity and better health;
3 Maintaining visual amenity;
3 Efficient and effective use of natural resources;
3 Efficiency in resource and materials utilisation, especially water
resources;
3 Selection of materials and products based on their life-cycle
environmental impacts;
3 Increased use of materials and products with recycled content;
3 Recycling of construction waste and building materials after
demolition;
3 Reduction in harmful waste products produced during
construction;
3 Facility maintenance and operational practices that reduce or
minimise harmful effects on people and the natural
environment;
3 Maintaining the cultural, economic and social wellbeing of the
local community; and
3 The Gallery should be sited to minimise damage to protected
species and the environment (in accordance with all
Development Approvals including EPBC Approvals).
As a result the building is very energy efficient when taking into
account the temperature and humidity controls required for the care
and maintenance of the artworks. Recent data shows that the
building has a electricity consumption of 129.5 Kwh/GSM against an
industry mean (recent benchmarking survey) of 250 Kwh/GSM.
Sustainability initiatives built into the design of the building include;
Underground Rain Water Tanks
There are two underground rain water tanks installed to catch rain
water from the 4,650sqm of roofing. This tank water is utilised for
toilet flushing, the reflection pools and irrigation. The building also
utilises waterless urinals throughout.
Solar Hot Water Panels
Solar hot water panels are installed on the roof to provide hot water
to staff and visitor amenities including kitchens, toilets, parents
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rooms, and staff rooms.
Opening Windows Administration Area
The windows located in the administration wing (first floor) have
been configured to allow staff to operate them when conditions
outside are suitable. The amount the windows can operate is
restricted.
CO2 operated exhaust fans in Underground Car Park
The CO2 levels within the staff and public car parks is monitored via
the building management system (BMS) and exhaust fans cut in
when required to maintain the correct levels.
Optimising Plant Operation – Including extra meters for
monitoring.
The following has been metered as part of the mechanical and
electrical installation:
3 Chillers
3 Cooling Towers
3 Condenser Pumps
3 CHW Primary Pumps
3 CHW Secondary Pumps
3 HW Primary Pumps
3 HW Secondary Pumps
3 Boilers
3 MCC-LB1 – Major Exhaust Fans
3 MCC-LB1 – Main Fire Trips (3off)
3 MCC-UB2 – Main isolator
3 MCC-G1 – Main isolator
3 MCC-U1 – Main isolator
3 MCC-LB2 – Main isolator
Installed metering includes electrical, gas, and flow meters and once
commissioned will allow the Facilities team to determine percentage
energy usage by areas such as:
3 Public Areas
3 Collection Storage
3 Administration
3 Plant and Ancillary Spaces
Condition Parameters
The FDB stipulates the following environmental operating conditions
for collection exhibition areas and collection storage/maintenance
areas:
3 Temperature 21ºC +/– 10ºC
3 Humidity 50% +/– 5%
Design Attributes
The following design attributes have been included in the building
design:
3 Thermal Mass of the concrete structure – the design of the
building includes large concrete walls dividing the building into
five main pavilions on the ground floor. Three pavilions make up
the Gallery spaces, one the foyer and formal entrance with the
fifth the public areas pavilion including retail outlets (café &
shop) two x function rooms, and the education centre. This
construction method provides a large concrete mass for the
retention of conditions within the building.
3 Internal envelopes to seal
3 Floor & ceiling insulation
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3 Trench heaters on all external doors
3 Natural lighting levels – design
3 Dual blinds in all galleries
3 Zoned operation areas – to allow the building to be closed down
to zones for flexibility in operating hours.
Lighting systems
The lighting systems utilised throughout the facility are high efficiency
systems with high end automatic lighting controls. The design of the
building is such that natural light within the facility is very high,
greatly reducing the need for additional artificial lighting.
During construction the following were some of the environmental
management systems put in place:
3 Construction waste – recycled 75% of all waste from the
construction site
3 Water discharge from site was monitored
3 Dust monitoring – below the NSW EPA recommended
guidelines 4grams/sqm
3 Noise monitoring – below the recommended maximum levels
FP: What measures are required to ensure the gallery
operates efficiently and safely? For example, contingency plans
for power outages?
AF: The Gallery has in place several disaster recovery (DR) plans
and business continuity plans (BCP’s) along with a comprehensive
suite of policies and procedures to ensure that the organisation can
meet its operational requirements. As a significant cultural institution
the organisation has particular requirements when it comes to the
safety of the public. The organisation has a comprehensive
Emergency Planning Committee (EPC) charged with the management
of the Emergency Control Organisation (ECO) and the emergency
procedures in place. Members of the ECO are regularly drilled in the
emergency procedures and undergo specific training to ensure they
can fulfil their duties in this area. First aid and customer services roles
are also mandatory skills set required in dealing with the public.
FP: Can you give us a snapshot of a typical day for you and
your team?
AF: A typical day for the NPG Facilities Team commences at
around 7:30am. Most contractors begin their work at the NPG at this
time, and for the most part must be completed before 10am when
the building is open to the public. Preparing the building for opening
includes ensuring the assets and all the services are presented in a
manner befitting a significant cultural institution and cleaning is an
important part of this presentation. Cleaning commences at 7am and
must be completed before 10am, with a cleaning presence
maintained throughout the day to deal with operation requirements.
There is no work undertaken in the public spaces during gallery open
times unless it’s an emergency and works are approved by the
Manager Facility & Building Services.
All staff and contractors working within the building must have
undergone an induction process and there are very strict security
requirements when working within the facility. Anyone working
within art storage or art exhibition spaces must have a security escort
and this is usually the first thing undertaken by the Facilities team.
Once the building is open to the public, the Facilities team switch
their focus to administration activities, including contract
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FACILITY PERSPECTIVES
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management duties and addressing any requirements in the daily
function of the gallery. This includes general building planned
maintenance activities, recording and coordinating building
maintenance via the Computerised Maintenance Management
System (CMMS) and building setups such as the function rooms or
other building public spaces.
Any building maintenance issues are addressed involving planning
suitable remedial actions and timing the repairs. Other administration
tasks are undertaken at this time including financial requirements,
paying of invoices, budgeting, procurement activities as well as all the
mandatory meetings that an institution such as the NPG needs to
ensure effective running of the organisation. The requirements to
securely store and exhibit the collection means that the asset
performs twenty-four hours, seven days a week and as such Facilities
is really never off duty.
The section supplies a twenty-four hour, seven days a week on-call
service to the organisation to deal with disaster recovery (DR) and
Business Continuity (BCP) requirements as well as address any plant
and equipment or security related issues that occur.
(ALL IMAGES IN THIS ARTICLE COURTESY BRETT BOARDMAN)
A
lan joined the NPG from the National Library of Australia in
April 2008 when the new building was in its final stages of
construction. Alan joined public service in January 1999
and prior to this was in engineering having spent 20 years in the
navy from 1973-1993. He subsequently became the Maintenance
Coordinator for timber products manufacturer Auspine for 2 years
and followed this up with 5 years as Production Manager at Homan
Industries and Toowoomba Brick Company 1995 - 1999. In the
public Service, Alan’s Facilities Management roles have included:
3 Therapeutic Goods Administration: Building Manager
3 National Science & Technology Centre (Questacon): Facility
manager
3 National Library of Australia: Building Manager & Director
Facilities a/g
3 National Portrait Gallery: Manager Facility & Building Services
Alan is currently in the last stage of gaining a Masters Degree in
“Master of Design Science (Facilities Management) at Sydney
university” having to-date been awarded the Graduate Certificate
and awaiting awarding of the Graduate Diploma. Alan cites his
greatest career highlight to date as the commissioning of the first
significant cultural facility in the Parliamentary Triangle in 20 years,
and all the challenges and professional satisfaction associated with
this project. He has put in place a Strategic FM framework from
day one (Australis FM Pty Ltd), and installed a Computerised
Maintenance Management System (MEX) with the aid of Echelon
Consultancy & Training including gathering and entering all the
assets and required maintenance regimes was a very rewarding
exercise.
FM SNAPSHOT – ALAN FREEMANTLE
MANAGER FACILITY & BUILDING SERVICES, NATIONAL PORTRAIT GALLERY
JOINED NPG: 3 APRIL 2008
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1300 655 525
YOUR VISION. OUR TECHNOLOGY.
THE CONVENIENT, SAFE
AND EFFECTIVE WAY UP.
www.roofaccesssol uti ons.com.au
1300 655 525
28
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE

Water Plus has been repairing and maintaining electronic tap
drinking systems for over 15 years,” says Managing Director
Peter Norton-Baker. “However, customer surveys have revealed
growing concerns at the expense of repairing and maintaining these
systems, and customers are also worried about the unnecessary
damage to the environment associated with constant service calls,
repairs and manufacture of replacement parts. The toxic electronic
waste contamination issues associated with recycling unserviceable
parts also needed to be addressed.”
CUPREE has been designed with sustainability in mind. The
appliances use a standard spindle valve tap and operates on water
flow and water pressure, eliminating the need for electronic taps, PC
boards, pumps and other high-tech equipment. The simpler design
also means fewer service calls and replacement parts which consume
the hidden environmental costs of water, power and fossil fuels.
Water Plus is pleased to have the manufacturing expertise and
support from Wiffen Products, located in Victoria. CUPREE is
Australian made and draws upon more than 25 years of experience,
by a manufacturer of appliances which are built to last.
CUPREE features separate modules with plumbing exposed for
easy installation and preventative maintenance. Separate modules
also allows for better ventilation.
“The safety of our maintenance personnel is also an issue where
systems are combined into the one appliance. Not only are they
difficult to repair but the total weight of all-in-one type appliances
makes them difficult to manoeuvre and lift” said Norton-Baker.
A major innovation in the CUPREE system is the efficient removal
of heat generated by under sink chillers. This means that the chiller
compressor cools the water over shorter periods and uses less power
in the process. Chillers therefore have a longer serviceable life.
Unlike other systems, the Cupree does not use water to cool.
“Water-cooled appliances currently installed operate with water
running to waste down the drain,” says Norton- Baker. “At a time of
continuing water scarcity, customers are now sensitive to this
unnecessary use of potable water and prefer to use air cooling in the
water chilling process.” There is no need to vent the cupboard doors
as the hot air is exhausted using the patented CUPREE COOL. Hot air
is either vented from a discreet vent in either the cupboard kick
panel, or the vent is located out of site inside the fridge or
dishwasher cavity.
The success of the CUPREE system also means jobs. Its sales and
operations hub is Water Plus’s Fyshwick ACT base, with sales agents,
repairs and maintenance technicians appointed locally and interstate.
The Water Plus comprehensive data base, developed over 12
years, means that information on all CUPREE and Water Plus
installations can be administered efficiently. Services include remote
internet access to the Water Plus Data base records, live job tracking,
Building Information Systems reports and automatic water filter
replacement notification.
Designed in Canberra by Water Plus, a greener alternative to electronic tap systems, the CUPREE
range is simpler in design, easy to install and maintain, and won’t cost the earth – literally!
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• Standard Appliances Use No PC Boards,
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• Easy and Inexpensive to Maintain
• Disabled Right Angle Taps
• No Cupboard Door Vents
• No Cooling Water to Drain
• 2 Years Warranty and Extended
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• Patented Standard Heat Extraction
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Water Plus (02) 6280 8125
30
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
ENERGY EFFICIENCY
MANDATORY DISCLOSURE
SET TO TRANSFORM OFFICE
BUILDING EFFICIENCY
Australia’s energy efficiency has come under scrutiny over the past few years, with the reduction of
greenhouse gas emissions being a major focus for local and federal government. Emissions from
buildings in the commercial sector now account for at least 10% of total greenhouse gas emissions in
Australia, having risen 87% between 1990 and 2006. Gemma Peckham looks at how this rapid
increase in commercial greenhouse gas emissions is the catalyst for new legislation targeting energy
consumption in commercial buildings.
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T
welve months ago, the Australian Government’s Department
of Environment, Water, Heritage and the Arts (DEWHA)
issued a Consultation Regulation Impact Statement and a
Consultation Regulation Document regarding the proposed
Mandatory Disclosure of Commercial Office Building Energy
Efficiency scheme.
In January and February of 2009, information forums were held in
each capital city, to present the key elements of the consultation
documents. Over 400 representatives from industry and government
attended the forums, and provided industry feedback on the design
of the scheme. A total of 41 submissions were received by DEWHA
from industry representatives, outlining support for certain aspects of
the proposal, as well as some concerns and issues that the proposal
has raised. Simplicity, efficiency, cost effectiveness and transparency
were common desirables amongst the received submissions.
It is hoped that some revisions to the scheme will result from the
submissions to the DEWHA, and pending the revised proposal, the
scheme is projected to come into action in mid 2010.
This Mandatory Disclosure scheme gives prospective buyers and
tenants the opportunity to obtain efficiency information about a
building or tenancy prior to purchase or lease. This applies to
commercial office buildings with a Net Lettable Area (NLA) of
2000m
2
or more, or any part of a building with an NLA that is greater
than 2000m
2
. Smaller buildings are also able to opt into the scheme
on a voluntary basis.
The requirement will be for building owners to disclose:
3 information regarding the National Australian Built Environment
Rating System (NABERS) energy star rating of their building on
any material advertising sale or lease;
3 a valid Building Energy Efficiency Certificate (BEEC) and Energy
Efficiency Assessment Report (EEAR) to prospective buyers or
tenants; and
3 a valid BEEC and EEAR to a central registry.
The Mandatory Disclosure scheme is largely supported by industry
members as an important step towards identifying and overcoming
environmental obstacles that could hamper the nation’s ability to
reach its reduced greenhouse gas emission targets. The proposed
scheme, however, has raised some matters of concern that require
further attention before it can be finalised and become mandatory.
Tom Cantwell, a partner in the DLA Phillips Fox Melbourne Real
Estate team, and leader of the firm’s Property Infrastructure and
Development Group, recently gave a presentation regarding the
proposed scheme to the Facility Management Association of
Australia. Cantwell’s presentation focused on the implications of the
scheme, and the issues that have been brought forth since the
proposal was released.
According to Cantwell and the majority of industry respondents,
the concept of whole of building versus base building rating is the
most significant hurdle. The current proposal states that a building
will be rated on whole of building energy efficiency rather than base
building efficiency. This means that the assessment will combine both
base building and tenancy energy consumption, and with the onus for
obtaining the efficiency rating solely on the building owner, landlords
are obviously concerned.
The perceived difficulty here is that the energy efficiency of
tenancies will vary greatly depending on the current tenant’s fitout
and business operations. A building owner has the ability to control
the base building HVAC supplies, and electrical and lighting
provisions, but how the tenancy uses these provisions will be the
determinant in the overall efficiency. For example, a company that
operates 24/7 will certainly consume more energy than a nine-to-five
business operating five days a week. According to Cantwell, ‘if you
have a floor which uses a call centre running 24 hours a day, or if you
have a significant bank of computers used in a tenancy on a floor, it
will shift the whole of building energy consumption up.’
The major flaw with this calculation is that tenancy ratings will have
no correlation to the future energy efficiency of that building or
space, as each tenant will utilise the area in a different way.
Prospective tenants cannot assume that their operations will produce
the same energy output as the previous tenants.
Submissions to the DEWHA suggested a base building rating only,
which would allow the prospective buyer or tenant to gain an
understanding of the energy performance of the building, and discern
the overall effect that this might have on their company’s operation
and energy efficiency.
There were also concerns expressed that building owners would
not be legally able to obtain information regarding tenants’
operations, despite the fact that it is the owners who will be legally
required to provide this information. The imposition of a legal
obligation that is dependent upon the cooperation of others is not an
approach that many building owners are happy to support.
Cost and administration issues also came to light in a large
proportion of submissions to the DEWHA. As per the current
proposal, landlords are required to fund assessments on their
buildings, while the tenant will reap significant benefits from the
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ENERGY EFFICIENCY
assessment itself.
An Energy Efficiency Assessment Report can cost between 90c and
$1.50 per square metre, which for the average commercial office
building can add up to $15,000, while the approximate cost of a
Building Energy Efficiency Certificate is $4-5000. There is presently an
insufficient number of assessors to cope with the sudden extra
demand, and it is possible that this will increase the amount that
assessors charge for their services.
When you combine all of these factors, it appears that building
owners will face significant up front costs, which may not be
recoverable through outgoings or increased rental yields.
Furthermore, the new scheme’s requirements to disclose BEEC
and EEAR are not integrated with the existing National Greenhouse
and Energy Reporting Act (NGER), and the Energy Efficiency
Opportunities (EEO) programs that landlords are required to adhere
to. A landlord may have to comply with several different programs
leading to increased administration costs. Many of the submissions
maintain that the EEAR will need to be aligned with the EEO in order
for the process to be much more harmonious, and to ensure that an
undue amount of pressure is not placed on building owners.
Many respondents did not raise specific concerns about the
NABERS rating system however Tom Cantwell sees this as a major
issue moving forward.
‘Firstly, the NABERS rating system was designed as a voluntary and
aspirational tool to assist landlords with their approach to energy
efficiency. It was never intended for compulsory or legislative use,
and it doesn’t have the scrutiny that an independent rating system
that is compulsorily applied might have—it just wasn’t designed in
that manner,’ Cantwell said.
Cantwell also points out that the NABERS system is a greenhouse
gas emissions test, rather than an energy consumption test, and that
the NABERS system treats buildings in Melbourne and Sydney very
differently. There is a state-by-state differentiation between the actual
energy consumed and the rating obtained due to different operating
base lines and different energy sources in each state. The system
does not always take into account the variety of different energy
sources available in each state, meaning that the energy rating of a
building can be skewed if its primary energy source is different to that
33
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
ENERGY EFFICIENCY
which is expected by NABERS assessment.
Victoria, which uses brown coal, has a 30% loading on the rated
efficiency of the building in the NABERS scheme, as opposed to black
coal and hydro electricity that are predominant in New South Wales.
‘If you have a Victorian building that’s running on a gas-fired
cogeneration plant for part of its energy needs, [NABERS] may not
assess you as though you’re using gas, depending on the metering it
may assess you as using Victorian brown coal, which is not very
efficient. So it’s not really a true energy consumption test, and it’s not
really a true greenhouse gas emissions test. It is what it is,’ according
to Cantwell.
By this rationale, Victorian buildings will always look worse than
Sydney-based buildings due to the pre-established matrix of
assessment criteria of the NABERS rating system. A bias that
Victorian landlords are concerned will impact on their ability to attract
blue-chip tenants.
There have also been calls by the Green Building Council of
Australia and the Property Council of Australia to change to a new
rating system that is simpler and more effective than the current,
complex NABERS model. Cantwell says that the current NABERS
system is not ‘set in stone’. Industry concern centres around changes
to the NABERS system that could come into effect shortly after the
Mandatory Disclosure legislation is passed, leading to a completely
different set of requirements.
So where does this leave Facility Managers?
As pointed out by FMA Australia in their submission to DEWHA,
facilities management is the all-encompassing management of a
building, and Facility Managers are responsible for repairs,
maintenance, HVAC systems, lighting and many more facets of
building operation, and facilities management professionals exert
significant control and influence over energy consumption in the
majority of Australia’s commercial buildings. The Mandatory
Disclosure scheme will have a significant impact on the day-to-day
responsibilities of a Facility Manager.
Facility Managers will be required to acquaint themselves with a
new reporting system, which is likely to necessitate additional training
and education for Facility Managers. It is important that building
owners and Facility Managers understand the full raft of
responsibilities that this scheme might have on them, and how to
prepare for the changes.
The Mandatory Disclosure of Commercial Building Energy
Efficiency will most likely be implemented in mid 2010, and Cantwell
has some recommendations that might help landlords and Facility
Managers to be prepared for the commencement of the scheme.
According to Cantwell, data collection is paramount. ‘I assume, or
I’d hope, that most people in the industry are already well down the
route of understanding their power bills, collecting them and
analysing them, working out where the easy gains are, but that’s not
necessarily the case,’ Cantwell notes. The first type of data is
obtained from bills for electricity, gas, diesel and Green Power. He
suggests that all building owners and facility managers be aware of
the company’s electricity consumption, and says,
It is also advisable to begin collecting NLA surveys, which Cantwell
says are critical, as they have to be done according to the Property
Council of Australia (PCA) or the Building Owners and Managers
Asssociation (BOMA) guidelines. Most people tend to ‘keep them in
the bottom drawer’ without regard for regular assessments. With the
Mandatory Disclosure scheme looming, keeping these records up to
date will be a prudent habit.
Tracking occupancy levels and hours of use is important for future
disclosure. It’s possible to track the vacancy levels of the building,
and look back at the figures to help inform your assessment, and also
to track the hours of operation, so any after hours operation can be
included in energy usage calculations.
Cantwell also recommends starting the assessment process now,
to acquire a good understanding before the scheme comes in of any
gaps that need to be addressed, as well as an idea of how difficult it
is to get a NABERS efficiency rating up, if you haven’t done one
before.
Once an assessment has been conducted, the results should always
be subject to a ‘reality check’. Cantwell says you can often get some
unusual results, and emphasises that if you get a very high energy
usage outcome, you should look at the numbers to see if they are
realistic. If you revise the raw figures and they don’t make sense, be
sure to go back and work out why. Constant self-auditing is key here.
Finally, it’s important to gain an intimate knowledge of the
building—find out how the building is performing in its current state
so you can make adjustments to achieve a higher rating. ‘All of the
major property groups who have done an analysis have been able to
shift their performance up one and a half stars or so by efficient
management,’ according to Cantwell.
There’s a long way to go before the scheme is implemented. But
any building owner or manager who is well prepared for Mandatory
Disclosure will find that the transition is remarkably easier than if no
attention is given to the scheme’s requirements prior to its
commencement. Saving energy does indeed make dollars and sense.
34
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
O
riginally constructed in 1982 and previously known as the
Regent Hotel, the Four Seasons Hotel in Sydney has
continued to evolve and reinvigorate itself to remain as one
of the city’s premium hotels. Centrally located at 140 George Street,
the Four Seasons Hotel comprises 410 guest rooms and 121 suites
across 34 floors of luxury accommodation.
In 2008, the hotel underwent a $16 million refurbishment to
update its look and improve its environmental practices.
The Project
AGL Energy is Australia’s largest integrated renewable energy
company. As part of AGL Energy’s ongoing relationship with the Four
Seasons Hotel and hotel owners Eureka Funds Management, AGL
Energy undertook a detailed lighting energy efficiency audit in the
hotels’ back of house areas, comprising offices, kitchen and
underground car park.
The energy audit indentified a number of lighting measures, which
could significantly reduce energy consumption. Clipsal Energy
Solutions, formerly known as Efficient Energy Systems was selected
by AGL Energy as its implementation partner to deliver the complete
lighting solution for this project.
The Challenge
An important consideration was that appropriate lighting levels and
uniformity were not compromised during the upgrade. The scoping
and works included lighting design considerations and the
commissioning consisted of inspection in all areas, including light
level testing and verification.
The Solution
The project measure generally fell into the following categories:
3 Replacement of compact fluorescent light fittings with more
efficient fittings (2 tube fittings were replaced with more
efficient single tube fittings).
3 Re-lamping of fittings with more efficient lamps and/or lower
light output as appropriate.
3 Installation of voltage reduction devices on car park lighting
circuits.
3 Replacement of magnetic ballasts with more efficient electronic
ballasts.
3 Removal of one tube in double tube fittings in areas with
excessive light levels.
3 Installation of new luminaires comprising, single lamp,
professional electronic ballast with constant lamp power output,
KW/2 optically engineered specular reflector and low glare
diffuser in certain locations, replacing twin lamp fixtures.
The Cost Savings
Electricity usage would be reduced by 255,685 kWh per annum,
while greenhouse gas emissions were reduced by 271 tonnes. At the
same time energy cost savings of $32,983 per annum and
maintenance cost savings of $5,964 were released over a 12 month
period.
In addition to the energy savings and environmental benefits, the
overall lighting quality and uniformity in these areas was improved.
The Facts
Energy savings 255,685 kWh
Greenhouse Gas savings 271 tonnes
Energy cost savings $32,983
Maintenance cost savings $5,964
Overall project cost $77,950
Simple payback 2 years
Produced with kind permission of AGL Energy.
For further information please visit: clipsal.com/energy_solutions
FIVE STAR LIGHTING UPGRADE
FOUR SEASONS HOTEL, SYDNEY
Cut Your Kilowatts in Half
Clipsal Energy Solutions delivers considerable energy and cost savings
by optimising your lighting design.
Clipsal lighting solutions provide an attractive return on investment by
utilising highly efficient KW/2 (kilowatts halved) reflector technology.
Whether it’s a retrofit or new building, Clipsal lighting solutions are
tailored for every project to maximise your return. We can even help
you achieve a higher NABERS rating for your next building project.
At Clipsal our promise is guaranteed energy savings.
© 2009 Clipsal Australia Pty Ltd. CLIPCOM18728
www.clipsal.com/energy_solutions
Established in 1989 and now with some 2000 members, the
Facility Management Association of Australia represents professionals
involved in both strategic and operational management of facilities for
both the public and private sector, throughout Australia.
Reasons to join...
Networking with fellow facility managers and other industry professionals
- member rates for branch events held in all major cities around Australia.
ideaction - FMA Australia’s annual conference - attracting delegates and
speakers from around the world, ideaction has become the focal point in the FM calendar for industry
professionals to congregate, identify and discuss the challenges and opportunities we face as an industry.
Professional development - FMA Australia’s PD courses range from introductory through to higher level
management courses. Whether you're just starting out or have years of practical experience, you'll fnd a
course tailored to suit your needs.
Credentials - member rates on FMA Australia’s globally recognised Facility
Management Professional (FMP) and Certifed Facility Manager (CFM)
credentials which give holders industry-wide recognition.
Publications & Knowledgebase - member rates on FMA Australia publications,
as well as access to our facility management resource centre, the Knowledgebase,
the FM industry’s foremost collection of industry information and knowledge.
Facility Perspectives & FMA Online - as part of your membership you receive a complimentary
subscription to FMA Australia’s quarterly magazine, Facility Perspectives, and our monthly e-newsletter,
FMA Online. These publications feature the latest in industry news and thought-provoking articles and
keep members up to date with all the information they require.
InternationaI afñIiations & strategic aIIiances - as a founding member of Global
FM, FMA Australia enjoys close working relationships and strategic alliances with
the global FM community and with industry organisations in Australia. Members
gain access to the benefts offered by these partnerships.
inForM - FMA Australia’s networking group for young FM professionals.
To ñnd out how you can become a member, caII FMA AustraIia on 03 8641 6666 or
visit www.fma.com.au.
12-14 May 2010 Perth
Australia’s peak national representative
body for the facility management industry
Don’t miss
FMA Australia’s
ÀUVWQDWLRQDO
conference in WA.
Visit
www.fma.com.au
to register.
®
37
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
ENERGY EFFICIENCY
P
roperty managers, building owners and designers are
constantly working to lessen the environmental impact of
large buildings and to also minimise wasted resources.
One Australian company, EP&T Global, has spent over 15 years
researching and developing unique systems to both measure and
manage resource use in buildings.
“We assist businesses by providing energy and water management
solutions that save money, help them meet their environmental
targets and create a more sustainable future,” company founder and
CEO Keith Gunaratne said.
EP&T Global offers a combination of innovative technologies and
services to clients in the property trust, government and retail sectors.
“The systems we have developed include hardware, firmware and
software to provide end-to-end energy, water, waste and renewable
energy solutions for property owners.”
One of the systems, the EDGE Intelligent System®, is an intelligent
electricity, gas, water and waste sub-metering, monitoring, billing and
reporting system. The system can measure a variety of electrical
parameters as well as gas and water consumption and waste
creation.
“EDGE Intelligent Systems® can be installed without significant
interference to existing electrical infrastructure and can be expanded
efficiently as the business expands,” Keith said.
He said building EDGE Intelligent Systems® can help to deliver
significant reductions in utility consumption and costs. The systems
can provide a detailed understanding of where and when electricity,
gas and water are being consumed throughout the building and how
much it is costing.
“We combine this accurate live data (from the EDGE Intelligent
System®) with the powerful algorithms and intelligence we have built
up over the years. It is the action taken as a result of this increased
understanding of the building’s operations that results in the savings,”
Keith explains.
“Without the EP&T system, an engineer could spend more than
150 hours a month to accurately understand how utilities are used in
a large building.
“Using our system, it only takes an engineer five hours a month to
do the same work,” Keith said.
“As a result, our clients can be much more efficient and effective in
working out how to reduce energy and water use and minimise
waste in their building.
CASE STUDY
A water-efficiency upgrade at two buildings in Sydney’s CBD has
the potential to save more than 7 million litres of drinking water a
year. Working with the building management team, the EP&T
Global team have implemented water reuse and efficiency
upgrades. These upgrades include:
3 replacing single-flush toilets with water efficient dual-flush
models
3 installing the EDGE Intelligent System® to eliminate water use
inefficiencies
3 Optimisation of urinal flush sensors
3 Optimisation of irrigation schedules
3 Pressure reducing devices
ENERGY EFFICIENCY THROUGH
INTELLIGENT TECHNOLOGY
Community awareness of climate change and the consequences of greenhouse gas emissions
continue to fuel demand for sustainable energy, water and waste management solutions.
By Sari Mattila, AusIndustry.
Buildings around Australia are monitored for electricity, water and gas use by the EDGE
Intelligent System®. PHOTO: Photocall Image Management.
The EDGE Intelligent System® is easy to read and monitors electricity, gas and water usage.
PHOTO: Photocall Image Management.
38
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
ENERGY EFFICIENCY
“We not only provide the information which, for example, they can
use in their internal and external greenhouse gas reporting, but we
provide recommendations for cost effective ways to improve their
building’s performance,” he said.
“We can then provide several technologies, over 30 to select from
or simply management advice that can assist clients. Without such
systems of ongoing monitoring and support, it is almost impossible to
optimise the management of a building. As for any effective or
resilient system, constant feedback is vital,” Keith explained.
With equipment installed at more than 500 sites across Australia
in the past year, EP&T Global has saved its customers more than $10
million in electricity, gas and water costs. “At the same time, we’ve
also reduced our customers’ greenhouse gas emissions by more than
60,000 tonnes and saved 500 million litres of water,” Keith said.
The EDGE Intelligent System® identifies electricity, gas and water
reduction opportunities throughout the building.
The site data for electricity, water and gas (waste optional) is
downloaded remotely via ADSL/telephone from each site. The EDGE
Intelligent System® identifies operational and control strategy
anomalies that require investigation to further reduce energy
consumption, which is then reported back to the customer via
monthly reports.
The EP&T team works with the site services contractors to develop
energy efficient strategies to further optimise consumption with the
available resources for each site.
The EP&T Global team consists of dedicated engineers covering the
electrical, electronics, software, mechanical, mechatronics,
automation, environmental, process and chemical fields, as well as
professional business and finance managers. The company is based in
Sydney and employs more than 40 engineers. Together they have
been able to design and manufacture products in Australia at
competitive prices and the company is committed to keeping its R&D
and manufacturing operations in Australia while developing an export
Building managers and owners are saving energy costs and the environment through use of
EDGE Intelligent System® monitoring. PHOTO: Photocall Image Management.
2 1
Get your building ready for
To find out more, go to nabers.com.au
Commercial buildings create 10% of Australia’s greenhouse gas emissions. New requirements
for office buildings to disclose energy ratings when sold or leased are planned to begin during
2010. If you haven’t rated your building yet, NABERS can show you how easy it is. NABERS
is the industry standard for benchmarking and measuring the environmental performance of
Australian buildings, leading to a Government-accredited star rating. There’s no time to waste.
39
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
ENERGY EFFICIENCY
market for EP&T’s products.
Keith said the Australian Government’s R&D Tax Concession had
helped the company grow since it launched in 1993. The R&D Tax
Concession allows companies to deduct 125 per cent of their
research and development expenditure when lodging their tax
returns. Companies need to register their activities with AusIndustry
each year to claim an R&D Tax Concession.
“When we started out it was just two people, and receiving the
concession helped us employ a third and then a fourth person.
“Every dollar in the concession is very valuable when you’re small,”
Keith said.
“Every dollar has helped us invest more in our product to build one
of the most advanced monitoring technologies in the world.
“The concession is fantastic. It’s practical and easy to manage.
There’s hardly any red tape and that means it’s not costly to
administer.”
According to Keith, one of the most satisfying parts of his job was
seeing his technology become widely accepted in the market.
“It started when one of Australia’s major commercial property
owners adopted our technology. They saved so much money that
now most of Australia’s major owners use our system,” Keith
explained.
“Now in the Australian property sector we’ve seen a real market
transformation. The owners are making big savings on their utilities
by cutting their operating costs,” he said. EP&T is now expanding
internationally.
The company’s clients have been recognised for their
environmental achievements through a number of Australian awards
such as the Banksia, Green Globe, Facilities Managers Association
Environmental Achievement and the Commonwealth Energy &
Environment Awards.
Keith said one of his customers was named No. 1 on the Dow
Jones World Sustainability Index in 2007. The index tracks the
financial performance of the leading sustainability-driven companies
world wide.
The company is also very pleased that EP&T Global has been
certified to carry the Australian Made logo on their products.
“As the only manufacturer of intelligent smart meters in Australia,
EP&T is proud to display the Australian Made logo,” Keith said.
“We saved money for businesses, created jobs and helped mitigate
climate change for our children and grandchildren. We need to make
sure we don’t pass the tipping point on climate change.”
CASE STUDY
In 2004-05 a commercial office building located in Sydney
consumed 1,181,000 kWh of electricity, worth $165,340 in
today’s terms. The building owners engaged EP&T to provide the
EDGE Intelligent System® with the monthly reports.
Since implementation, EDGE Intelligent System® identified
more than 30 separate areas of inefficiency, which were rectified
by the building manager through operational and maintenance
expenditure. The EDGE Intelligent System® continued to monitor,
and overall the implemented program delivered strong savings
through a combination of operational actions and by installing
cost-effective efficiency upgrades.
Costs and benefits
3 Cost to date over 4 years: $100,220
3 Total reduction in electricity consumption: 38.2%
Savings over 4 years: $252,640
3 1,696 tonnes CO2-e
3 Asset appreciation (based on 7% yield, 50% gross lease):
$451,143
Total Benefit to the client: $703,783
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40
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
T
he close association between the two companies is long
standing, and some current PowerPax employees are former
DTC employees, who have come “home” to Australia.
PowerPax have a sister company, Smardt Cooling, which is based in
Montreal, Canada. Smardt have a similar manufacturing facility there
which services the group’s 60 Hz market. It’s no coincidence that
Smardt’s facility is located right next door to Danfoss Turbocor’s
original factory location in Montreal. PowerPax and Smardt boast
the largest and most developed range of oil free chillers in any
market.
The benefits attracting customers to the product are the extremely
high part load efficiencies, the simplicity and reliability of oil free
operation, extremely low sound and vibration levels, and the safety
and flexibility of inbuilt redundancy provided by multiple
compressors.
PowerPax have distributors in every state and territory in
Australia, as well as New Zealand and Hong Kong. The export
market into Asia is developing quickly and the company now has a
presence in Singapore.
PowerPax are appointing and training Service Partners in every
market it is entering to ensure that there is a capable support
network available wherever the chillers are sold and used.
Globally, energy has become a key issue and driver of product
purchases and development. Governments and authorities are
legislating and regulating at a prolific pace, presenting new
challenges for HVAC and process cooling designers. In the realm of
chillers, PowerPax is meeting the challenges and helping to provide
solutions. The fast paced rate of growth in PowerPax operations is
testimony to this, as more and more chiller purchases are now based
on energy efficiency and Return on Investment, rather than first cost.
PowerPax have won industry awards in areas where it has
nominated, and featured prominently in award winning designs and
projects nominated by others. All of them unique concepts with
energy efficiency the cornerstone of their existence.
The unique range of PowerPax chillers has a size and capability
for almost any situation :
Water Cooled chillers from 200 kWR to 2.8 MW, with between
one and six compressors. This range is expanding and will increase
in capacity to 4 MW during 2010/11. “Split shell” options are
available on many sizes. This unique concept allows the chiller heat
exchanger vessels to be split into half lengths for transportation and
re-assembly in existing buildings with difficult or previously
impossible access paths.
Air cooled chillers from 200 kWR to 820 kWR. All with industry
leading efficiencies and sound levels.
Evaporatively cooled packaged chillers from 200 to 930 kWR. A
unique package offering a water cooled plant efficiency within a
single packaged arrangement – no cooling tower or condenser water
reticulation system required.
Condenserless chillers from 200 to 1200 kWR. Suitable for
connection to remote condensers of various types.
On suitable applications with qualifying peripheral equipment, air
cooled condensing units and compressor sets are also available.
The list of options available for every model is the longest in the
industry, and PowerPax will consider any request within an
engineering, regulation, and cost limitation.
ALL of the chillers produced at their Melbourne manufacturing facility utilise Danfoss Turbocor ( DTC )
magnetic bearing, oil free, centrifugal compressors. Although the compressors are now imported,
they were originally developed in Melbourne and PowerPax was the first chiller OEM to use them.
DTC are now based in Florida, USA, but still retain an R&D presence in Australia, located at the
PowerPax facility.
POWERPAX:
ENERGY EFFICIENT SOLUTIONS
42
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
HVAC
AIR CONDITIONING 101
BACK TO BASICS FOR HVAC
43
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
HVAC
A
ir conditioning isn’t something most people usually give
much thought to but those who deal with HVAC (Heating,
Ventilation and Air Conditioning) can tell you that it’s an
increasingly technical area. It even has its own language, which can
be intimidating to non-experts.
That’s why AIRAH has developed Air Conditioning 101, which as
the name suggests is an introductory course for non-technical
folks. We’re talking about those people who may deal with HVAC
every day in their role as sales professionals, clerical staff or facility
managers.
Air Conditioning 101 looks to address those industry air
conditioning ‘concerns’ that a lot of people who have responsibility
for all, or part of, a building have no specific knowledge of.
Whether it’s Legionella management, fire and smoke issues,
building code compliance or sustainability applications, there’s a
lot going on in HVAC.
The easy to access Air Conditioning 101 online course enables
users to progress through the course material in their own time.
The content serves to demystify the subject matter, and helps
improve general understanding of what goes on behind the plant
room doors, providing an overview of the key items that relate to
air conditioning, energy use, maintenance and efficiency.
The idea behind the course was to give these people a little
more knowledge so that they were better prepared to have some
of those conversations on topics such as:
3 Why air conditioning?
3 What heats/cools a room?
3 Comfort
3 The refrigeration cycle
3 Air conditioning types
3 Air systems
3 Cooling towers and Legionnaires disease
3 New HVAC technologies
3 Climate zones and climate change
3 Energy and air conditioning
3 Reducing energy load
3 Regulations and compliance
3 Fire and Smoke control
3 Maintaining HVAC
3 Documenting and Reporting
The response to the online course has been very enthusiastic—a
number of property management, as well as maintenance
companies and some suppliers have registered to date—many
with multiple registrations.
FP: Carolyn, can you tell us the inspiration and motivating
factors behind the creation of Air Conditioning 101?
CH: The inspiration really came out of frustration as many of our
members work with people who deal with air conditioning but who
know absolutely nothing about how it works—for example the
implications of a tenant changing the set point of their air
conditioning, or even of moving partitions let alone any idea about
maintenance requirements—all of these are critical when you start
talking about energy efficiency and sustainability as well as saving
money. And then there are things like fire and smoke control,
Legionnaires disease, and documentation.
FP: Was there a technical team responsible for the creation
and direction of the content?
CH: There is a technical team involved in the development of all
courses—in this case Bryon Price and Dick Lister were key people,
with input and review from a couple of others. There is also another
team—in this case we had a writer interview the technical specialists,
and he also acted as instructional designer and created the actual site.
FP: Is this course designed to provide applicants with any
formal training or accreditation?
CH: Upon completion of the course participants receive a letter
from AIRAH (which can be used for CPD), but it does not lead to a
formal qualification.
FP: How does the course information deal with information
pertaining to legislative differences between the states?
CH: It doesn’t go into detail but gives an overview of relevant
legislation—it is more about creating awareness rather than in-depth
knowledge. For example, many people doing this course would not
realise that air conditioning could be impacted by Commonwealth
legislation such as the EPA Act, Mandatory Renewable Energy Target,
TO GET A BETTER INSIGHT INTO THIS INNOVATIVE COURSE AND ITS
POTENTIAL FOR FACILITY MANAGERS, FACILITY PERSPECTIVES
SPOKE WITH CAROLYN HUGHES, EDUCATION MANAGER AT AIRAH.
A simple user interface greets course participants.
The course framework caters for people looking to enhance their basic HVAC knowledge.
44
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
HVAC
and Minimum Energy Performance Standards. It also draws
attention to the Building Code of Australia and the relationship to
other state based legislation, but again not in any depth.
FP: Can companies expect significant energy efficiencies in
their HVAC operations as a result of their staff/facility
managers completing this course?
CH: It would be possible to achieve energy savings having done
this course, however I think it more likely that our energy auditing
course would achieve that result.
FP: Given that every workplace and HVAC system is
different, how does the course address these disparities?
CH: The course does not get into specifics—it is an overview of
HVAC systems (it only takes 4-6 hours to work through) and does not
look to address every possible outcome but rather provide
participants with sufficient broad-based general knowledge. For
example, cooling towers are not relevant to everyone, but this will
answer the question ‘what is a cooling tower?’
FP: Is the course a valuable ‘refresher’ for experienced facility
managers?
CH: If they have a technical knowledge of air conditioning then
they probably have very little to gain, otherwise, regardless of how
long they have been working in the industry, it will be very valuable.
FP: How has industry responded so far to the course and
have you noticed any trends in participants?
CH: No specific trends yet, other than a very miscellaneous group
of people! We’ve got participants from local council, the Melbourne
Fire Brigade, university, project management and property
management plus admin teams and others. There are also a few who,
if you just looked at the title and company on the registration form,
you would not expect to be interested in this topic.
FP: Are there any plans to expand the course content to
include ‘advanced’ operational levels?
CH: The course was only launched in September so at this stage,
our focus has been on successful delivery of Air Conditioning 101 and
assessing outcomes.
FP: For applicants who are new to distance learning and may
have concerns about conducting an online course, are any
personal details or results recorded by AIRAH or TAFE?
CH: No personal details are taken or passed to TAFE. AIRAH holds
all information provided, and other than name and password nothing
is held on the course site. The only information taken is that on the
registration form—name, contact and payment/billing details.
FP: Can you tell me a bit about your role at AIRAH and your
work with industry, in particular, professional development ?
CH: My role covers the gamut of course development through to
delivery. A key component is working with industry and stakeholders,
not only in the development stages but also seeking feedback along
the way to ensure what we deliver remains relevant.
The online course uses plain english and dispenses with unnecessary jargon.
Useful pop-up panels provide further information on specific topics.
If you are a FMA Australia member you can attend the following
AIRHA course at Member rates.
Vocational Graduate Certifcate in Energy Effciency
for Facility Managers
As a facility manager you can never afford to stop learning and growing.
And given the emphasis these days on getting buildings to perform to
their utmost, this is more important now than ever before.
The Vocational Graduate Certifcate in Energy Effciency for Facility
Managers is a specialised yet practical course that will help facility
managers to make progress in their careers.
What’s the course about? You’ll get a strong grounding in where energy is
consumed in buildings – how to measure, monitor and analyse energy
use. By the course’s conclusion you’ll be ready to create and implement
effective energy management programs.
Please contact Carolyn Hughes at AIRHA on 03 8623 3000 or
email carolyn@airah.org.au
Enrolment Closing Dates
Semester 1 – January 25 to June 7 Semester 1 2010: December 14, 2009
Semester 2 – July 5 to November 15 Semester 2: June 20, 2010
course code 21929VIC 2010
45
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
RECORDS MANAGEMENT – RELOCATIONS
Abstract
So you are moving – are your records aware they are coming too?
Adopting a planned approach to relocating your paper records
Apart from war, bankruptcy or corporate takeovers, relocation is probably the most disruptive
event your organisation will experience. So will you have time to soak up your new environment
if you can’t find anything on day one?
For most organisations, moving buildings or locations is a prime opportunity to renew the
vitality of the business and streamline operations for improvement. As hard copy records
form a critical part of any business, the efficient relocation of these records is vital,
sometimes complex and often the largest component of any organisational move.
Ask yourself, are you prepared to risk disruption to business or possible litigation
because someone forgot to check the old store room downstairs to see if ‘those
records’ had been packed and relocated with you?
As a records management strategist working across a variety of large
government departments for the past twelve years or so, I have witnessed first
hand the chaos that building relocations can cause, not only to the people
involved, but to the often forgotten assets of the organisation—its records!
In this article I will explore considerations for managing your paper records
to ensure a smooth transition into the new environment and the continuity
of business during the ‘settling in’ period.
Communication – Motivating Staff to Act
Are records included in your communication plan? Long before the
rumour mill starts infiltrating the front lines about a possible building
move, a communication plan for tackling different components of the
move is a crucial step in motivating staff to act.
One major component is the relocation of your organisation’s records.
A well structured communication plan aims to deliver the right information to
the right people at the right time, ensuring all staff feel consulted, and gives them time
to realise they are indeed part of the process.
Developing a records management communication plan enables you to:
3 Align with the organisation’s vision, objectives and goals
3 Promote and cultivate active change
3 Highlight organisational benefits and risks
3 Anticipate resistance and challenges by staff
A strategic approach is required to plan, monitor and execute a successful
records relocation.
The first step is to establish a key working committee whose main focus is
the records component. This committee should comprise of the following
representatives who have a vested interested in the move (dependent on the
structure of your organisation):
3 Executive/Senior management
3 Records management staff
3 Facility/Asset managers
3 Administrative support staff
This working committee or task group will become your ‘champions of change’.
RECORDS AND THE THREE C’S OF MOVING
COMMUNICATION, COOPERATION AND CHANGE
BY DONNA-MAREE FINDLAY, MRMA
46
FACILITY PERSPECTIVES
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RECORDS MANAGEMENT – RELOCATIONS
The purpose of this committee is to:
3 Coordinate clean up activities
3 Assist with the identification of business records due for
archiving
3 Communicate expectations, actions and processes to staff
3 Monitor activity progress
3 Report on issues/risks inhibiting progress
When talking about records management, most people switch off
at the best of times, therefore the communication plan must deliver
key messages to the people on specific actions required to keep
things moving along—remembering the first and only message
people will hear is ‘change’ and their prime concern will be ‘what’s in
it for me’?
A variety of methods can be deployed to ensure all people are
informed in a positive way about the pending move and the
expectation of their participation in the process. In large organisations
it is not always possible to communicate on a one-on-one or even on
a group basis; therefore the following marketing tactics may help you
to spread the word:
3 Deliver regular focus sessions/presentations
3 Develop a newsletter/tips and hints sheet
3 Send out regular ‘count down’ emails advising of progress
3 Host drinks after clean up days
3 Create competitions for paper reduction targets/who can fold
archive boxes the quickest/most neatest workspace etc
Use whatever tactics work for your organisation, the key is to
ensure people feel included and informed, so make the experience
fun and simple otherwise resistance will set in and the relocation of
records will be ignored.
Cooperation – What do you need staff to do?
When it comes to people, there are three (3) basic elements to
achieving success with your records relocation:
3 Harnessing people’s knowledge on where records are currently
stored
3 Encouraging people to ‘think lean’ when sorting records to take
with them
3 Promoting regular clean-up days to minimise ‘rubbish’ being
taken to the new building at the last minute
Firstly, do you know where all your records are hiding? A thorough
environmental scan should be conducted to identify the volumes and
locations of records used and stored by the organisation.
What about the murmurings you heard about the records stored in
the:
3 empty building
3 basement
3 shipping container
3 little storeroom to the left off the main corridor
3 old bread van out back
Most people know something about where things are stored, it is
important to tap into this knowledge early in the project, to avoid any
nasty surprises down the track.
One such gem that I recently uncovered was the discovery of thirty
(30) years worth of government records stacked floor to ceiling in
every upstairs room of an old derelict building. The building is due to
be demolished as part of a crown land development transaction. I
was not surprised to say the least, the organisation is large with
various staff changes over the years, and no responsibility has ever
been assigned for the proper care and management of their
corporate records. This situation is not an uncommon experience
within the records and information management industry, every
records manager has a horror story to tell of records that have simply
been abandoned and neglected over the years. In the short term,
most organisations see ‘free storage options’ as a convenient solution
to an ever growing paper problem; however if left unattended for too
long it becomes a business liability and in the long term will end up
costing the organisation significant dollars to rectify the inadequate
records storage problem.
Secondly, do you know if all those records are required on a daily
basis for business or have they simply been dumped in the back
room due to lack of office storage space or understanding of what to
do with them? It never ceases to amaze me how many people would
rather hide records in the most creative of spaces, i.e. in the ceiling
cavity, in a hope that no-one will ever come across them, instead of
contacting someone to find out what to do with the records when no
longer required.
Active records are described as those records that are required for
ongoing business purposes and need to be readily accessible to all
those who use them.
Inactive records are described as those records that are no longer
required for day to day use and can be sent to archives or temporary
storage. Examples may include:
3 early parts of files
3 files that have not been accessed for at least one (1) year or
more
3 files that you may refer to occasionally for information or
reference only
An identification process is required to sort the wheat from the
chaff, to ensure that only those records deemed as ‘active’ relocate
with you. This process is a critical component of the project—
particularly if your organisation is intending to downsize its storage
capacity in favour of the ‘paperless’ office theory.
Thirdly, do you know if people have started to cull information in
and around their workstations, on shelves, under desks, in filing
cabinets? Most likely the information stored around someone’s
workspace is not of an official nature and is often duplicated
information for personal reference that can be sourced elsewhere
within the organisation.
Generally in most organisations:
3 only 30% of records are active at any one time
3 another 30% can be destroyed when reference ceases
3 the other 40% can be sent to archives or off-site storage
If your organisation is serious about minimising the volume of
records it will be taking to the new location, then you must set a
realistic reduction target. I can not emphasise just how important this
element is, given that you may have limited storage space for records
in the new location—an organisation-wide records reduction
program needs to commence ASAP!
This process includes three phases:
3 culling personal information/reference material collected
3 identifying records that are ‘inactive’ and can be sent to archives
or off-site storage
3 identifying the volume of ‘active’ records and mapping them to
the new storage mediums/layouts
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FACILITY PERSPECTIVES
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RECORDS MANAGEMENT – RELOCATIONS
The introduction of a regular culling and archiving program
requires the involvement of all people. The main tasks people need
to undertake are:
3 sorting through files located on and around their workstation
3 identifying the files that are no longer required for their day to
day business
3 arranging the files into a logical order (eg file number order, date
order)
3 placing the files into archive boxes
3 labelling the contents clearly
If you have dedicated records management staff, they will be able
to advise people of the correct processes for archiving records.
A good way to start getting people into action is to hold regular
‘clean up days’. In one organisation we promoted ‘Filing Fridays’,
where people were expected to set aside some time on a Friday
afternoon to clean up their workspace and dispose of reference or
personal information. This is often the time when ‘misplaced’ records
are found and can be returned to where they belong prior to the
move.
Apart from meeting your records reduction target, the singular
most important aspect of the records relocation project is to make
sure that what you are going to take with you will actually fit into the
storage space, including a contingency for growth. In order to
undertake this step in the project, the records culling and archiving
program needs to be either well underway or nearly completed.
A record mapping plan is required to ascertain the volume of
records to be relocated and to map them to their new storage
medium in the new location, so the records can be easily transported
to the correct storage area and unpacked in a consistent and
sequential manner.
The record mapping process involves:
3 surveying and measuring the volume of active records in linear
metres
3 surveying and measuring the storage mediums/layouts in the
new location in linear metres
3 comparing the measurements to ensure adequate storage is
available, taking growth into consideration
3 assigning reference codes to the new storage mediums (these
codes will be used for the records boxing process)
3 mapping the records to the storage space allocated on the new
location floor plan (this is usually done in accordance to the
business group seating allocations)
A simple spreadsheet can be used for the record mapping process
(see Table 1: Record Mapping Process).
Change – Selling the new world to staff
As humans we have a natural tendency to collect, use and store
information that has purpose and meaning, often this information
comes in a variety of formats.
Our workspace is usually the hub of our knowledge, therefore the
records of an organisation are often thought of as ‘our own’ and not
as the assets of the organisation.
Therefore, when confronted with the thought of a building move,
emotions run high. Some people will panic and feel they will lose
control of their records; some will bury their heads in the sand and
pretend the move is not happening to them and others will feel the
move is a fantastic chance to tidy up the paper trail once and for all.
The relocation process can seriously affect the productivity and
efficiency of the organisation, changes are anticipated by everyone.
However the pending move presents an ideal opportunity to change
staff perceptions on the way they currently work with, relate to and
access records.
During this time of flux you may even find a few new ‘champions
of change’ in your sights. These people will be invaluable in selling
the message of change and in bringing others along on the journey. In
my experience, if people are provided with the ‘what’s in it for me’
information upfront and guidelines on ‘how to do’, then most people
are more accepting and understanding of the need to explore ways of
improving on what they do and how they do it.
If changes to records management practices are planned in
advance and communicated to staff throughout the life of the
relocation project, then the organisation could possibly reduce the
volume of paper records it takes to the new location by 50 per cent.
The change process for records management does not need to be
a complex or costly exercise. You will, however, need to be clear
about the organisation’s goals and expectations in relation to
improved ways of working with its records and information.
Therefore you do not need to go out and buy the new whiz bang
document management system that promises to solve all your
records management needs; instead the change in records
management practices could be as simple as the introduction of:
3 Centralised storage systems instead of suspension file systems
(ie four-draw filing cabinets)
3 Open shelf lateral filing systems
3 Colour coding systems for easy file identification and retrieval
With a little bit of forward planning, these small but effective
changes can provide the organisation with tangible benefits (see
Table 2: File System Types – Organisational Benefits).
Floor Storage Type Linear Metres Unit Number Bay Number Shelf Number Business Group/Team
L1 Compactus 1.00 001 1 D Finance
L2 Open shelf 0.2 A — 5 HR
Table 1: Record Mapping Process
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48
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
RECORDS MANAGEMENT – RELOCATIONS
So you have met your paper reduction targets – now
what?
After all the planning, motivating, nagging and culling looks like it is
drawing to a close, there is one final task—the physical packing and
unpacking of the records.
This component of the relocation project is critical to the success of
being able to function on day one in the new environment. If the
packing, identification and unpacking of records is not managed
effectively, trust me, frustrations will run high! There will be enough
issues to deal with on day one, without boxes upon boxes upon
boxes of unidentified records being in the way.
Essentially there are only two paths to choose from when it comes
to relocating records:
3 Using a removalist company
3 Using internal resources
Dependent on your budget, project timeframe and culture of the
organisation, there are advantages and disadvantages on both sides.
Removalists v Staff Resources – cheap, nasty or both?
Many large removalist companies have been involved in office
relocations for many years. The main advantage of using an
experienced removalist company to undertake the packing and
unpacking of records is time and resource capacity, providing clear
outcomes are negotiated and agreed to when entering the service
contract.
Although the sales manager will assure you the team they will ‘put
on the job’ are experienced and diligent in records relocations, it has
been my experience that often the team are removalists used to
doing the heavy grunt work and not at all experienced in records
management practices.
If considering using a removalist company to undertake the records
relocation component, the following questions need to be clarified:
3 Do the team know how to pack records in logical sequence and
label the crates according to the records mapping plan
3 Do the team understand the order of the records mapping plan
3 Do the team know how to unpack the records in correct running
order (eg with compactus units the record control sequences
should run vertically in each bay following suit)
I recommend close monitoring of the packing and unpacking
process to minimise the risk of records being packed into crates out
of sequence, therefore ending up on the shelf or compactus in
incorrect order or the records being relocated to the incorrect storage
medium allocated on the records mapping plan, therefore causing
issues with storage and unnecessary bodies on the floor repacking
and moving boxes around.
Now remember the ‘what’s in it for me’ headspace that most
people adopt, well with all the excitement and winds of change in the
air, your people will expect to simply walk into the new environment
on day one with everything in place, especially their records!
So if you did not include the ‘oh by the way you are helping with
the packing and moving of your records’ message in your records
management communication plan, you had better run from the lynch
mob while you can.
This is where your ‘champions of change’ can greatly assist you
with enlisting the ‘records removal team’. It is imperative to have a
very easy process documented for people to follow when packing
and unpacking records. The advantage of using your own people is
that they:
3 are familiar with the records of the organisation
3 understand the vision for an improved way of working in the
new environment
There are never any right or wrong ways of relocating your paper
records. The records of any organisation are their life blood, take care
of them and they will take care of you should the need arise.
If there are any pearls of wisdom I can leave you with it is these
three things:
3 communicate, communicate and communicate with your people
3 make sure your people identify all the records of the
organisation early in the piece, to avoid any orphans being left
behind
3 make sure a culling and archiving program is implemented long
before the intended move date, to ensure a reduction in your
paper records is achieved.
System Solution Organisational Benefit
Centralised storage systems - such as rolling compactus units • Reduces file storage and clutter around workspaces
• Records can be allocated a ‘home location’ eg 001-2-A Unit 1 / Bay 2 / Shelf A
• Records can be tracked when in use (either through a recordkeeping system and barcodes or
through an out card system)
Open shelf lateral filing system • Records display a consistent and professional look
• Increases file retrieval speed and accuracy and reduces the chance of misfiling
• Reduces reliance on other storage systems by 30%
• All staff know where the records are located
• Records that are in use are easily identified (if using the out card system)
• Eliminates OH&S issues associated with metal filing cabinets and inadequate storage spaces
Colour Coding File System • Enables uniformity in file titling and labelling appropriate to the business needs
• Provides a variety of indexing options through colour coded labels (alphabetical, numerical,
alpha numerical, chronological as well as primary and secondary identification)
• Efficiencies are gained in file retrieval and returns
Table 2: File System Types – Organisational Benefits
ABOUT THE AUTHOR
Donna-Maree Findlay MRMA holds professional membership with
the Records Management Association of Australasia (RMAA) and
currently presides as the National Board Director for South Australia.
Donna-Maree has over 15 years experience within the Records and
Information Management profession spanning across Local
Government, State Government and the private sector as a Records
and Document Management consultant. Her areas of expertise
include Business Analysis, Project Management, Developing Records
and Information Management Frameworks, Policy and Strategic
Direction, and Designing and Implementing Electronic Document
Management Systems. Her other areas of interest include Corporate
Governance, Quality and Compliance.
With a passion for training and education, Donna-Maree has had
extensive experience in tutoring and lecturing at the University of
South Australia in Electronic Records and Document Management
Systems and regularly delivers workshops, seminars and competency
based training both on a national and international level.
Donna-Maree’s most recent appointment is with the Central
Northern Adelaide Health Service. As the Project Coordinator
Records Management Strategist, Donna-Maree’s role provides
strategic direction and leadership across the region in best practice
Records Management to ensure the organisation meets compliance
with the State Records Adequate Records Management Standard
and the Australian Council on Healthcare Standards Evaluation and
Quality Improvement (EQuIP) Accreditation Program.
49
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
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The data encryption and security within Kevah ensures an audit
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50
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
OCCUPATIONAL HEALTH+SAFETY
T
he recent release of model legislation to establish national
Occupational Health & Safety (OHS) laws represents a
significant step toward ensuring that all Australians enjoy equal
protections and safety standards in the workplace, as well as
providing greater certainty for employers and employees.
In July 2008, the Council of Australian Governments (COAG)
committed to the introduction of uniform national laws pertaining to
OHS. It is hoped that a national approach will reduce the
complexities that arise from having different laws in each state and
territory jurisdiction, and will make it easier for businesses and for
workers to understand their rights and obligations.
This proposal will not see the Commonwealth take legislative
powers for OHS from the states using the corporations power under
the Constitution, as has occurred with workplace relations.
The states and territories will retain legislative responsibility under
the new arrangements, but each state and territory legislature will
repeal its existing OHS laws and replace them with the final national
model signed-off by COAG. The states and territories have agreed to
do this by December 2011 (with the exception of Western Australia,
which will reserve its decision until it sees the final legislative model).
The model legislation has been developed following an extensive
consultation process, with public submissions taken and interim
reports on the development of the national model issued in October
2008 and January 2009.
The transition to the national system is being coordinated by Safe
Work Australia, an authority created by the Rudd Government which
came into operation on 1 July this year.
Moving to a Harmonised Approach
The move towards a unified national approach to OHS is a critical
plank in the modernisation of Australia’s workplace laws which began
in the mid-1980s and continues to this day.
The different laws in place in each state and territory until now
have undoubtedly been critically important in ensuring the safety of
workers.
However, the state and territory-based system of regulation has
also engendered needless confusion and inefficiency, particularly for
businesses which carry out their operations in more than one
jurisdiction.
Differing burdens of proof, rights to appeal, definitions of ‘worker’
and obligations regarding OHS consultation and training are just a
few of the issues that have made OHS policy a potential minefield for
THE NEW NATIONAL OHS LAWS
POLICY UPDATE BY SIMON MORGAN,
NATIONAL POLICY ADVISOR, FMA AUSTRALIA
TOWARDS HARMONY
51
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
OCCUPATIONAL HEALTH+SAFETY
employers, confusing for employees and an impediment to the
development of national economic infrastructure.
In addition, there are also many differences between the states and
territories in terms of what constitutes an offence, or which breaches
are subject to a summary fine and which give rise to criminal
prosecution.
The new system will help to alleviate many of these problems,
whilst still ensuring that employees’ rights in relation to safety in the
workplace are protected.
Of course, the model legislation released by Safe Work Australia
will still be subject to alteration over the coming months as
consultations with business, industry, unions and community groups
continue.
Nevertheless, the current draft provides a clear indication of the
direction Australia’s OHS laws will be taking over the next two
years—and it’s clear that there will be some major adjustments
required by those operating businesses in several jurisdictions.
What is changing?
The model released by Safe Work Australia at the end of September
draws heavily on the OHS regime currently operating in Victoria,
which was introduced there in 2002.
That system took OHS matters out of the realm of industrial
disputation, instead placing shared responsibility for safety in the
workplace on employers and employees. Likewise, the model
national legislation broadens the duty of care in the workplace and
places some responsibility on workers to ensure their own safety and
that of their colleagues.
This will represent a significant change in approach for some
jurisdictions, most particularly for NSW and Queensland.
The draft model requires an employer to do everything “so far as is
reasonably practicable” to ensure the safety of their employees. At
present, the NSW and Queensland laws place an absolute duty of
care on employers, although reasonable practicability is a defence in
NSW.
Likewise, under the national model the onus of proof falls on the
prosecution in OHS-related cases, whereas current arrangements in
NSW and Queensland place the burden on defendants (which some
commentators have suggested means employers are in effect ‘guilty
until proven innocent’). Under the current NSW model, unions are
able to initiate prosecutions in relation of OHS breaches; the national
model does not include that right.
The draft national model contains some broadening of definitions
which employers and employees will need to be aware of, as they
will impose additional obligations upon them. Some of these are
particularly relevant for facility management professionals.
For instance, the duty of care has been broadened to cover all
those ‘on site’, not just ‘workers’, as has been the case in many
jurisdictions until now. This means that persons who may be
attending a site to perform maintenance, or those who may be
present in a volunteer capacity, are now owed the same duty of care
as employees of a business.
The draft legislation also contains a reasonably broad definition of
what constitutes a workplace—extending the duty of care owed to all
work activities and work consequences, irrespective of where those
activities take place. This means, for example, that domestic premises
will be included, which will cover the increasing number of
Australians who work from home.
The model legislation sets out in some detail the criteria that need
to be met in order to fulfil the ‘reasonably practicable’ test under the
duty of care provisions. A person with a duty of care must give
weight to the likelihood of a hazard or risk occurring, the likely harm
that would result from such a risk eventuating, the availability and
suitability of ways to eliminate or minimise the risk and the cost of
eliminating or minimising the risk.
No single element alone will determine whether a person has
taken “reasonably practicable” action to prevent accidents or injury.
The test will be applied by weighing up each of the factors mentioned
above, giving due regard to the particular circumstances of each case,
with a clear presumption in favour of safety.
The draft model provides for union right of entry to premises,
consistent with the provisions of the Fair Work Act. However, 24
hours notice must be given for parties wishing to inspect employee
records or records that pertain to a suspected breach of an
employer’s OHS obligations.
The model legislation sets out some significant penalties for those
who fail to meet their obligations, with differing scales for offences
committed by corporations and those committed by individuals. For
some jurisdictions these will represent a significant increase on
existing penalties and widen the scope of matters that are considered
to be offences under OHS legislation.
Establishing a Cooperative Culture
The draft also states that a person conducting a business or
undertaking must consult with their workers, as far as is ‘reasonably
practicable’, on matters related to their occupational health and
safety. As is the case with the duty of care, this consultation
requirement extends beyond a responsibility to consult with
employees of the business—it also requires consultation with
contractors.
To facilitate a culture of consultation and proactive employee
involvement in OHS matters, the model legislation sets out a process
establishing ‘work groups’ within a business and for electing health
and safety representatives (HSRs) to represent those work groups in
negotiations on OHS-related matters. However, the legislation also
states that HSRs are not personally liable for anything done or
omitted to be done in good faith.
A process for establishing health and safety committees is also laid
out—although the process for resolving workplace issues/disputes on
OHS will be contained in new national OHS regulations, which have
not yet been developed.
The Next Steps
While the release of the model legislation is the most important step
taken to date, there is still a long way to go before the national
system is in place.
Following the closure of the public comment period on the draft
model legislation in November, it is expected that the Workplace
Relations Ministers’ Council (WRMC) will sign off on the final model
Act at this month’s meeting.
There remains the need to develop an extensive set of OHS
regulations that will set national OHS standards. This work has just
commenced and is expected to take around 12 months to complete,
with the release of draft regulations for public comment anticipated
in October 2010.
From here the final regulations will be developed and submitted to
a WRMC meeting in June 2011.
Meanwhile, each of the state and territory parliaments will need to
repeal their existing OHS laws and enact the national OHS legislation
to give effect to the harmonisation and put into place relevant
transition arrangements, which will take some time to achieve. The
states and territories have committed to a December 2011 deadline
to give effect to all necessary arrangements.
While this may seem a long way off, the reality is that the volume
of regulatory and legislative drafting work that will be required will
mean that it will be a hectic two years for those involved in
developing OHS policy.
The process is a long and complicated one and there will be much
public debate over these reforms over the next two years. Ultimately,
however, these national laws will go a long way to ensuring that
Australian workers continue to enjoy high standards of workplace
safety and equal protections under the law, regardless of where they
live and work.
Further information is available on the Safe Work Australia website
at www.safeworkaustralia.gov.au
F
LOOR SAFETY SERVICES has a
wide range of products and
with over 25 years experience in
the Floor Safety area and our
Managing Director having been part of
the Sub Committee that developed the
new Australian Safety Standards, we
are confident that any problem can be
solved.
The principal product in our range is
ASF128 which can be used to treat
Tiles, Granite, Terrazzo and Brick
floors. Once treated the floor becomes
as safe when wet as when dry and
properly maintained will provide
safety for five to seven years.
A new product to our range is
Safety Coat 5, this is a water based
product that is sprayed on to
practically any surface including metal,
and resulting in an extremely safe and
anti slip finish. Safety Coat 5 is
available in either a clear finish or a
variety of colours.
Councils are now demanding that all
stairs, both domestic and commercial
have staircaps fitted to eliminate
slipping, FLOOR SAFETY SERVICES
has a large range of economically
priced Staircaps which comply with all
Australian Standards. Our Staircaps
are available in either Aluminium base
with Safety PVC or Carborundum
Inserts or Granulated Epoxy and are
custom made to your specifications.
Tactiles are an aid to let visually
impaired people know that a change
in the forward walking area is about to
happen (such as Stairs, Ramp or
Road). They are “Now” a legal
requirement at the top and bottom of
all new and refurbished Stairs, Ramps,
Escalators, footpaths, bus Stops, Train
Stations, etc. FLOOR SAFETY
SERVICES carry the two different
types of Tactiles: 600mm x 300mm
Cork/Rubber Tactile Tiles, these are
UV resistant environmentally friendly
and very hard wearing, and will not
crack as other forms of Tactiles do.
We also carry Tactile Studs and these
are available in either PVC or Stainless
Steel.
Safety Vinyl and Cork/Rubber
floorings are a non slip and long
lasting flooring option, a must for
Disabled Bathrooms, Commercial
Kitchens or any area that a strong non
slip flooring is required. FLOOR
SAFETY SERVICES has a large variety
of styles and colours in both types of
these products.
Epoxy flooring is safe flooring for
commercial Kitchens and warehouses
and is available in different thicknesses
and colours.
FLOOR SAFETY SERVICES has an
answer for any problem. Most
products can be Supplied only or we
have highly qualified staff available to
install products for you.
Our motto is you keep
‘YOU and YOUR CLIENTS SAFE”
Slippage and subsequent falls are a major reason for injuries in
occupational related accidents and in the domestic home situation.
Public places such as Hospitals, Shopping Centres, Railway Stations,
Office Buildings and external walkways with stone or tiled floors or
stairs represent a major Occupational Health and Safety danger to
anybody using them.
SENIOR MANAGEMENT AND OWNERS
HOLD THE FINAL RESPONSIBILITY FOR
SAFETY IN THE WORKPLACE
RISK IS MULTIPLIED BY LACK OF INVOLVEMENT
ONE ANSWER:
“THE ONE STOP SHOP – FLOOR SAFETY SERVICES”
52
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
54
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
INFRASTRUCTURE
G
reen IT is a much-discussed topic in the IT industry. To most
people, the subject is reasonably easy to define: “Green IT is
about reducing the energy consumption and carbon footprint
of the IT function within the organisation.”
This is true, as far as it goes. IT is a significant consumer of
electricity worldwide, on a par with the airline industry. Therefore it
makes sense, as emission reduction becomes desirable and even
mandatory, that IT users should look at ways of reducing the energy
consumption of their systems.
Data centre power bills are soaring as electricity prices go up and
new server technologies pack more and more processors, which
consume more and more power, into less and less space. Water
cooling is making a comeback to handle the heat dissipation issues.
At the same time tough economic circumstances are putting increased
focus on running costs, and power consumption as a component of
those costs is becoming more visible. Reporting requirements are
becoming more stringent and there is an increased awareness across
business and society of the unsustainability of many current
consumption patterns.
There are many well-documented ways of reducing IT’s power
consumption. Server and storage virtualisation and consolidation,
“Green PCs”, thin clients, etc. The disciplines, technologies and
methodologies are reasonably well known, but not so widely
discussed is IT’s enabling effect—its ability to reduce an organisation’s
carbon footprint by facilitating more efficient and less carbon-intensive
work practices—teleconferencing instead of flying or commuting,
improved supply chain management, IT-enabled energy reduction
systems, smart metering, etc.
Understanding Green IT
Connection Research is an Australian market research and analysis
company specialising in sustainability issues. Over the last 12 months
we have undertaken extensive studies into Green IT usage in Australia.
In conjunction with the School of Business Information Systems at
RMIT University, Connection Research has developed a detailed
framework for analysing Green IT implementations and projects. This
work is based on detailed surveys of over 400 Australian IT managers
and CIOs. The framework takes a holistic view of Green IT and
Sustainability, across the enterprise, and then drills into individual
technologies and business best-practices.
A GREEN IT FRAMEWORK
WHAT IS GREEN IT? THE TERM IS WIDELY USED – AND ABUSED.
GRAEME PHILIPSON DESCRIBES A GREEN IT FRAMEWORK THAT
HELPS EXPLAIN THE MANY DIFFERENT ASPECTS OF THIS
INCREASINGLY IMPORTANT SUBJECT.
55
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
INFRASTRUCTURE
The Vertical Dimensions of the Green IT Framework
End User IT Efficiencies
End User IT Efficiencies have to do with those that the end user has
most control over. There are three main areas—desktop computing,
mobile computing and printing.
For each of these there are a range of different technologies and
techniques that can reduce the organisation’s power consumption and
carbon footprint.
The relative importance of End User IT Efficiencies varies, largely in
relation to the size of the organisation. In smaller organisations they
are important because they represent the main areas of Green IT, and
in larger organisations the sheer numbers of end users mean that
efficiencies in this area can make an enormous difference to attitudes
and behaviour.
Enterprise User IT Efficiencies
Enterprise IT Efficiencies have to do with the data centre and those
aspects of IT that are controlled directly by the IT department—
including the small IT departments that exist within user departments.
In organisations large enough to have a data centre, the effective
management of the equipment within it and its environmental can be
one of the most important aspects of Green IT.
In the 1990s research consultancy Gartner popularised the concept
of Total Cost of Ownership (TCO) of IT equipment. TCO, as its name
suggests, is based on the full cost of equipment over its entire life, not
just the purchase price. It takes into account running costs,
maintenance, upgrades, etc. For PCs, Gartner computed that the TCO
could exceed the original purchase price by a factor of three or more.
Until recently many TCO computations have not taken into account
the costs of the power to run the IT equipment. That is because
power costs have been comparatively low, and because IT
departments and users are rarely billed separately for the electricity
they consume and have no visibility of it.
Lifecycle and Procurement
The acquisition and procurement function, the management of
equipment operationally, and the green disposal of equipment at the
end of its lifecycle. All IT equipment, like all other equipment, passes
through a lifecycle. It is manufactured, sold (and for every sale there is
a purchase), used, and then ultimately disposed of. That disposal may
mean it is discarded or destroyed, but it may also be sold or given to
another person or organisation, where it has another lifecycle
contained within its larger lifecycle.
From the user organisation’s viewpoint, there are essentially three
phases to any lifecycle—procurement, operations and disposal. Each
of these phases can be approached in a manner that reduces the
carbon footprint of the organisation. One of them—disposal—
predates the concept of Green IT, as many organisations have been
conscious for some time of the importance of disposing of IT
equipment in an environmentally sound fashion.
IT as a Low-Carbon Enabler
The areas where Green IT has the greatest potential for lowering the
carbon footprint of the organisation, by using IT to make areas outside
the IT department more efficient.
It is generally agreed that IT is responsible for around 2% of the
world’s carbon emissions—mainly through the usage of electricity
which comes from carbon-emitting power stations. That means that
even if the carbon footprint of IT were halved, overall emissions would
fall by only 1%. The real potential benefits of Green IT are in using IT
as an enabling technology to help the organisation, and the wider
community, reduce its carbon emissions.
The Horizontal Dimensions of the Green IT Framework
The horizontal dimension of the framework has five components. Each
can be applied across each of the four vertical dimensions.
Attitude
Attitude is an intangible thing. It describes how we think, rather
than how we act. Most of all it is about attitude or culture: a desire to
change, followed by a commitment to change, followed by actions,
followed by measurement of the effectiveness of those actions.
Having a positive attitude towards Green IT is very important—it
precedes everything else.
And, as is often the case in business, those attitudes are most
effective if they come from the top. “Management buy-in” is an
essential part of any Green IT program.
Policy
There are many aspects to Green IT policy. There are lots of things we
can do in employing energy-efficient technologies and making
effective usage of existing technologies, and there are many ways we
can reduce the energy consumption and/or the carbon footprint of
the organisation.
Any effective enterprise-wide IT energy reduction policy needs to
be holistic, coherent, and properly managed and monitored. A policy
development framework includes the establishment of policies, the
communication of those policies, the enforcement of those policies,
and the measurement of policy effectiveness and mitigation strategies.
A green IT policy framework must be established to ensure green IT
becomes a business endorsed program of work rather than a discreet
IT project. It must take into account the required roles and
responsibilities, skill-sets, commitments, targets, deliverables and
methodologies used.
A GREEN IT FRAMEWORK
56
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
INFRASTRUCTURE
Practice
Practice refers to techniques and behaviour—things we do. There are
many practices that individuals and organisations can adopt that
directly help in the greening of the IT function. And the great
advantage of most of them is that they cost nothing—they do not
involve the purchase of any new hardware or software, but simply the
alteration of habits and mindsets.
Very good examples are turning off PCs when not in use, recycling
printer paper and printing less, and using IT equipment for longer
rather than replacing it when it is still useful. The simplest things are
often the most effective.
Technology
Some people think of Green IT primarily in terms of technology—thin
clients, virtualised servers, duplex printers. These are important, but
they are ultimately just part of the picture. Too big a focus on
technology means that people often concentrate on the purchase
price of that technology, leading to a belief that Green IT costs money,
where the opposite is actually the case.
The costs of new technology are such that very few people will buy
a new piece of equipment simply because it is greener. The costs
involved are often not worth the return, particularly when we take into
account the waste inherent in disposing of the old equipment while it
is still useful. By far the best way in most cases to approach the issue
of Green IT technology is to take Green IT principles into account as
part of the normal equipment replacement cycle.
Metrics
“You can’t manage what you can’t measure,” says the old business
maxim. An effective Green IT strategy should clearly identify reduction
targets and measures in such areas as achieving energy savings,
reducing carbon emissions, improving recycling efforts and conserving
water.
Choosing the right tools to measure, monitor and potentially
mitigate power consumption and carbon emissions, both inside and
outside the IT department, is critical in ensuring that Green IT projects
have maximum business commitment and are successful over time.
Only with adequate measurement can progress be determined.
Fore more information contact:
Graeme Philipson, Director, Connection Research,
Email: graemep@connectionresearch.com.au
Tel: 0418 609 397.
ABOUT THE AUTHOR
Graeme Philipson is founder and Research Director of Connection
Research, a market research and analysis firm specialising in the
convergence of sustainable, digital and environmental technologies.
He is in demand as a conference speaker, and frequently
achieves high ratings for the depth of knowledge and the humour
and wit he brings to the subject. In the last five years he has spoken
at over two dozen conferences in the Asia-Pacific region, including
many keynote presentations
Graeme frequently appears on radio and TV as a commentator
on technology, and has conceived, promoted and chaired many
major seminars and conferences in the areas of sustainability, IT
management, technology futures, telecommunications and biotech.
He has written over 1500 articles and columns on technology and
management for many publications around the world. He is author
of three books and more than 50 published market research
reports on international technology industries, and has conducted
many proprietary market research studies.
Graeme Philipson is Research Director of Connection Research.
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57
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FM PROCUREMENT + CONTRACT MANAGEMENT
E
very purchase we make affects human health and the
environment in some way. For facility managers, each
procurement decision influences more than the operation of
their buildings and their company’s bottom lines. Today, there’s
growing recognition that purchasing decisions affect the wellbeing and
productivity of employees and global climate change as well.
Facility managers are in a powerful position to shape our
environment through the design and implementation of sustainable
purchasing policies. This means considering the environmental
performance of products and services alongside standard
performance and price considerations. ‘Sustainability’, although a
word now laden with environmental and social meaning, should also
infer that buildings or belongings can be economically sustainable—
not just viable but built to last, built to function and built to be
recycled.
So, where do you start?
Green is good
For facility managers, green procurement means more than just
purchasing energy efficient globes and recycling bins. A typical green
procurement policy outlines how a company will address
environmental goals such as low emissions, forest conservation,
recycling, water conservation and energy savings.
What’s more, a good policy details how an organisation intends to
address competing considerations of performance, cost, and
availability, bearing in mind that an effective policy is an opportunity
to impact on the triple bottom line—economic, environmental and
social performance.
Once you’ve established green procurement guidelines, it’s simply a
matter of applying the same principles to each purchase. Whether it is
a tin of paint or a tin of biscuits, guidelines need to look at the
product’s materials, source, packaging and how it will be treated at
the end of its useful life.
The most efficient place to introduce a green procurement strategy
is at the beginning of a building contract for a fitout, refurbishment or
new building design project. This is when facility managers have the
greatest opportunity to influence the building’s lifetime efficiency, but
so often are not brought into discussions until further along the
project timeline.
BUYING GREEN
FROM CRADLE-TO-CRADLE
BY ROBIN MELLON, GREEN STAR EXECUTIVE DIRECTOR,
GREEN BUILDING COUNCIL OF AUSTRALIA
CONTINUED ON PAGE 59
58
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
P
erhaps the biggest challenge facing
the FM professional in the current
economic climate is presenting to our
customers a compelling argument for
adequate funding for FM.
Making a robust business case for funding
for planned maintenance or lifecycle
replacement works can be difficult. Reasons
for this include:
3 the consequences of under-spending in
these areas is unlikely to be immediately
apparent to the customer;
3 non-core business requirements tend to
be not as highly valued as core business
needs;
3 if the assets appear to be performing
within the parameters that the customer
expects of them, it can be difficult for
these customers to perceive a need for
major expenditure;
3 assets that are performing inefficiently,
either due to inadequate maintenance
or from having been retained in service
beyond their economic life, often
deteriorate gradually; and
3 customers can be inclined to allocate a
consistent sum for the funding of life
cycle works such as a percentage of the
insurable portfolio value. However, as is
illustrated in the diagram below, the
cost of such projects, when
appropriately timed, varies significantly
from year to year.
Sample Lifecycle Cost Model
One of the keys to successful FM provision
is managing expectations. It is down to the
FM professional to communicate effectively
to their stakeholders the value of appropriate
FM strategies including:
3 articulating to financial professionals the
true costs and benefits of timely FM
expenditure, e.g: the cost of deferred
works includes the future cost of capital,
increased repair costs and business risk;
3 publishing a long-term forward program
of asset replacement works, reviewed
and re-prioritised on an annual basis;
3 the establishment of an adequate
sinking fund to finance this program of
works, which is reviewed annually;
3 the implementation of a maintenance
strategy appropriately split between
reactive repairs and planned
maintenance; and
3 the implementation of effective
procurement strategies.
The business case for adequate and
appropriate spending on FM is the same in
all economic climates. Best practice FM
strategies are based upon the optimising of
spend over the design life of the assets and
throughout the life of the organisation that
they support. The real challenge for the
professional FM is communicating the
benefits of these strategies to customers in a
compelling manner.
Programmed FM’s Consultancy
team members are experts in
the field of FM strategic advice
and FM procurement. Asset-
Trak is Programmed FM’s
proprietary lifecycle modelling tool for
assessing future funding requirements.
If you wish to discuss these services
further please contact Donald Macdonald
on (03) 9697 0008.
PLANNING AND SECURING FM FUNDING…
59
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
FM PROCUREMENT + CONTRACT MANAGEMENT
If you have the opportunity to get involved with the building
contract, negotiate contracts early. Although green procurement and
buying policies, green leases, water and energy efficiency measures
may take some work to establish, they’ll make a major environmental
difference and you’ll reap the rewards in the long run.
Apply the ‘Three Rs’ equation
Although some organisations aren’t ready to look at the more complex
environmental issues such as embodied energy, every company can
apply the ‘reduce, reuse, recycle’ equation to their business decisions.
Ask yourself: How can we reduce demand for this product? How can
we reuse the product? How can we recycle the product? More
importantly, we need to engender a cultural shift that asks: why do we
need this product in the first place?
There are simple actions that any company can apply across the
breadth of its organisation. Here’s a good example. To most of us, a
battery is a battery—and yet they are most common form of
hazardous waste disposed of by Australian households, with 97 per
cent of those disposing of them via their usual rubbish collection. The
majority of batteries contain heavy metals that leak into the ground as
the battery erodes. This contributes to soil and water pollution, and
endangers wildlife. Some components in batteries can be toxic to fish
and make them unfit for human consumption.
At the Green Building Council of Australia’s headquarters in Sydney,
aptly named the GreenHouse for its 5 Star Green Star–Office Interiors
v1.1 rating, we have obtained a battery recycling box to store old
batteries. Full boxes are collected by a local recycling company, which
ensures that the heavy metals don’t end up in landfill. Such a simple
measure—but one which makes an immediate impact, and one which
can be implemented in organisations and offices across the country
without costing anything extra!
Cradle-to-cradle thinking
Responsible green procurement looks at the full life-cycle of
the product—everything from how its creation has an environmental
impact from raw material extraction to manufacture, use and
disposal.
Organisations such as InterfaceFLOR, which is recognised as the
world’s most sustainable carpet manufacturer, has implemented a
take-back program to ensure its products have a useful ‘second life’.
InterfaceFLOR’s National Manager Sustainable Solutions, Bobby
Ali-Khan, argues that facilities managers are in a prime position to
activate a take-back clause in their lease agreements.
“Facilities managers should start by looking for products which can
deliver the longest possible first life—and then purchase from
companies that have implemented end-of-life take-back schemes to
ensure the products are recycled to make new resources or new
products,” Ali-Khan says.
Facilities managers have an enormous amount of power to bring
about positive cultural shifts in their organisations, Ali-Khan argues.
“While many companies are refreshing their corporate images every
few years, that doesn’t mean the materials in their corporate offices
need replacing too. A seven to 10 year churn on office fitouts is the
industry standard, which is simply unacceptable when you consider
the average warranty on good quality fixtures and fittings is usually 15
years.”
Instead, facilities managers need to write their design briefs
with the mantra ‘maximise the first life’ in mind. This may mean
rebranding with paint and colour, and looking at refurbishing
portions of a fitout—say the fabric of the workstations, or the
carpet in the hallways, rather than the entire office. “Imagination
and ingenuity need to be applied to the design brief so that the
architect or interior designer may respond with a sustainable
solution,” Ali-Khan says.
CONTINUED FROM PAGE 57
60
FACILITY PERSPECTIVES
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FM PROCUREMENT + CONTRACT MANAGEMENT
More than a piece of green paper
Now that you’ve started to look at your procurement, Green Leases
can help to ensure you get the best value from your tenancy
agreements. Essentially, a green lease outlines the obligations on both
the landlord and tenant to achieve targets for energy and water
consumption, as well as other environmentally sustainable practices.
This may mean the tenant requires the landlord to provide
certification that the building achieves a specified Green Star or
NABERS rating, and it may specify the requirements for ongoing
upkeep of the building. A green lease will also address how the costs
and benefits associated with a green building will be allocated to both
the tenant and the building owner.
Another way facilities managers can make a significant
environmental impact is by negotiating a sensible and sustainable
‘make good’ clause. This contract clause refers to the process at the
end of a commercial property lease where the tenant is required to
hand back the premises they are vacating in a particular condition that
is established by the terms of the lease.
“In many instances an incoming tenant wanting to improve the
environmental performance of their premises may be keen to install
energy efficient fixtures and systems,” says John Goddard, Chairman
of RICS Oceania Sustainable Steering Group, who has recently
overseen the development of Greening Make Good (download at
www.rics.org/greeningmakegood), a guide which outlines how
landlords and tenants can work together to eliminate the double layer
of inefficiency often inherent in make good clauses.
“Make good clauses are often a disincentive to tenants wanting to
‘do the right thing’ by the environment, as the landlord may require
these energy efficient fixtures and systems to be removed and the old
system reinstated to match the remainder of the building which has
old and inefficient fittings and equipment,” he explains.
In these cases, the tenant must factor in the costs of the new
equipment installed, the removal costs and the reinstatement of the
old equipment at the end of the lease. “This can make the business
case for installing environmentally-efficient equipment unworkable,
particularly with a trend to short term and flexible leases where the
tenant has a limited time to recover expenditure,” Goddard says.
Monitoring performance
Above all, facilities managers need to be able to monitor and manage
their buildings efficiently. This means asking: does the building
management system track energy outputs and water consumption?
Do you have efficient waste management monitoring that enables you
to check how much glass, metal, plastic and paper going to landfill
each month?
Waste contractors, utility companies and a good building
information management (BIM) system will help you to put together a
useful picture of your building’s monthly performance. The 2006
Department of Environment & Heritage ‘Water Efficiency Guide for
Office and Public Buildings’ showed that over a quarter of water use
in office buildings was simply leakage—leaking cisterns, taps and
pipes. A proper BIM system can help to monitor and manage such
situations, and pinpoint areas of leakage, waste or inefficiency.
The new generation of systems will also examine the carbon
implications of transport—such as your fleet and air transport.
Together with an assessment of your energy and water usage,
materials management, facility managers can begin to build up an
accurate picture of a building’s footprint.
Using such building systems will allow us to examine our picture of
the building’s performance in detail and with greater accuracy, and
coupled with better procurement guides and cradle-to-cradle thinking,
we can look at the lifetime of the products and materials we buy in
order to understand the environmental, social and economic impact of
each decision.
So, what’s the next step we can ALL take towards leaner, greener
buildings?
Well, the first step must be towards greater understanding of our
options and greater responsibility for our decision-making. Those of us
who will be managing our facilities should become more involved in
their fit-outs.
I predict a paradigm shift in the way we look at the lifecycle of our
building materials. In the future, we’ll see facility managers involved in
negotiating lease agreements with suppliers for not only furniture, but
fittings as well. This will involve leasing carpet, blinds or light fittings
from a supplier for just a set time period, before they are removed at
the end of their working life to be turned back into new resources
once more.
In such an environment, we’ll see manufacturers and suppliers
maintain responsibility for their products throughout their lifecycle,
and purchasers make buying decisions based on what’s right not just
today and tomorrow, but well into the future. Now THAT’S true
sustainability.
HARRI S
HMC
f i t o u t . c o n s t r u c t i o n . m a i n t e n a n c e . e l e c t r i c a l h a r r i s h m c . c o m . a u
62
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
L
arge expanses of glass in our workplaces are becoming more
popular as designers create a greater harmony between inside
and outside spaces.
However this can lead to dramatic energy-sapping heat, annoying
glare, damaging ultra violet rays, and a lack of privacy. The answer is
HPWF’s range of Energy Management Films (EMF).
These incredible performers block out everything except your
view, preventing up to 79% of solar heat from passing through the
glass, resulting in energy efficiency that delivers real energy savings.
These films also cut glare by up to 93% and block a remarkable 99%
of harmful UV rays.
Energy savings
Depending on the EMF film specified, energy savings up to 35%*
can be achieved. Also solar heat gain can be reduced by up to 80%,
glare reduced by over 85%, and over 99% of UV radiation blocked.
Films from HPWF are subject to the most stringent quality assurance
procedures and are made from the highest quality polyester films.
They’re a laminate of premium quality polyester films which
sandwich a metal alloy-coated base film, together with special
strength distortion-free adhesives. The production process finishes
with a patented scratch-resistant coating which is the world’s
toughest, in comparison to other window films. They’re available in
clear, tinted, reflective, semi-reflective, non-reflective and coloured
versions.
Exceptional quality
HPWF were the first window film company in Australia and New
Zealand to have their films tested and rated with ‘cooling stars’ and
continue to lead the market, providing products of exceptional
quality, performance and durability.
Reduces glare
EMF films can also dramatically reduce glare by up to 85%, which is
a real benefit in the office environment, say on computer screens,
helping to eliminate eye stress and fatigue on you or your staff.
Additionally it will help fading of carpets, furnishings and help
protect computer software and hardware from overheating.
Increase comfort
EMF films also make living and working areas more enjoyable all year
round as 80% of solar energy is blocked, eliminating hot spots.
Occupants are more comfortable and productive and able to enjoy
their view of the outside world.
Protection from UV
EMF film provides high level protection from the sun’s damaging
Ultra Violet rays, blocking over 99%. EMF films have UV absorbers
impregnated into the film, unlike other manufacturers who put them
into their adhesives instead. Testing has shown that films
impregnated with UV absorbers, will be protecting against UV rays
long after these other products have lost their ability to screen UV.
All HPWF’s EMF films have been certified to the maximum
protection rating of UPF50+ by the Australian Radiation Protection
and Nuclear Safety Agency.
If you would like to learn more about how HPWF can help save
energy and create a more comfortable work environment in your
building, please contact your nearest HPWF office via
www.hpwf.com.au.
HIGH PERFORMANCE WINDOW FILMS –
THE GREEN STORY
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1800 686 186: Brisbane
1800 626 948: Burnie
1800 651 029: Canberra
Hobart: 1800 800 677
Melbourne: 1800 241 400
Perth: 1800 066 020
Sydney: 1800 640 869
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W
hy do we clean? For hygiene first and foremost, for
preservation of assets, and for aesthetics. Successful
green cleaning requires a genuine understanding of
hygiene as opposed to the appearance of cleanliness. Hygiene
requires the removal of contaminants, however ‘clean’ in the
commonly accepted meaning of the word more often involves the
removal of stains and masking of odours with fragrances and
enhancers distributed on clouds of solvents and propellants.
The environmental approach to cleaning originated in the hospital
system, and sought to remedy this misunderstanding of cleanliness.
Hospitals house concentrations of people with fragile immune
systems, hyper allergies and respiratory sensitivities. Studies indicate
that the arsenal of petro-chemicals used in cleaning and sanitising are
implicated in aggravating, if not causing, these conditions. Green
cleaning was implemented because it delivered not only
environmental benefits but, more critically for hospitals,
improvements for the health of building occupants and cleaning
workers.
The green cleaning approach was then rapidly taken up by tertiary
institutions, as many assert a commitment to the environment, and
There is a growing interest in the practice of green cleaning. We all want to do it, but what exactly is
it? Most green cleaning approaches focus on substitution of conventional chemicals for more
environmentally preferred alternatives, and that’s a great start. However, during my visits to several
US universities in July 2007, I gathered research and information that revealed that true green cleaning
encompasses a far more comprehensive and integrated set of activities that can deliver a very
successful outcome.
PROCUREMENT
A CASE STUDY IN GREEN CLEANING
AT THE UNSW
BY BRONWYN RICE,
STRATEGIC SUPPLIER MANAGER,
UNSW PROCUREMENT
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universities, like hospitals, also have concentrations of people in
varied states of health.
Until the implementation of the new cleaning process,
maintenance services at the University of New South Wales (UNSW)
had been provided by a mixture of in-house staff, day labour, and
multiple incumbent contractors. An opportunity arose for the
university to consolidate spend and restructure the delivery of
services by rolling up ancillary services into a head contract. At the
initiation of a tender for cleaning services in mid 2008 I proposed a
transition to green cleaning, and the manager of Campus Services
immediately embraced the idea.
My investigations revealed that what passed as green cleaning in
Australia was only half of the environmental picture. It was less a
matter of green clean, and more of half clean, as it relied largely on
use of ‘environmentally friendly’ chemicals that were less potent than
the non-green alternative, but that were chemicals nonetheless. To
remedy this, we referenced standards from the US and Europe and
developed a unique statement of requirements for UNSW. The final
specification addressed chemical substitution, preferably with GECA
certified products; elimination of chemicals altogether through the
use of microfibre cloths or other alternative maintenance techniques,
use of HEPA filters in vacuums; ergonomics; and standards for water,
and energy efficiency of tools and equipment.
Rather than listing which products and equipment were required,
the specification listed which ingredients, methods and standards
were not acceptable and left it to the expertise of the contractors to
find a solution.
Evaluation of the submissions rated applicants against all of these
aspects for both technical and methodological performance. In
particular, this required tenderers to affirm that their proposed
cleaning products met the specification, as labelling laws in Australia
do not require that ingredients be listed in a Material Safety Data
Sheet (MSDS) – not even hazardous ones.
Perpetual Property Care and Quad Cleaning Services were the
companies awarded contracts from the tender process.
Four buildings were selected for a six-month trial before green
cleaning was to be rolled out campus wide. The buildings
represented a cross section of the different building types on campus,
and occupants were willing to work with Facilities Management and
the contractors to get the service right before going campus wide.
One of the keys to success was the continuing dialogue between
the contractors and the university during the trial and implementation
Perpetual Property Care staff using the latest Wagtail ergonomic and chemical free floor
cleaning technology – a real win for improved cleaning and the health of cleaning staff.
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stage. The widely differing states of dilapidation of building fixtures
and finishes required customisation of the cleaning maintenance
regime to each building. The information garnered from the pilot
buildings was then applied to each building under contract, and a
transition plan was developed over the first six months that captured
the particular needs of each asset.
A priority was to eliminate the stripping, sealing, and polishing of
resilient floor surfaces as much as possible, as the products involved
in this laborious process are amongst the most toxic of the cleaning
arsenal. Instead, simply sealing the floor and buffing it regularly
achieved a patina rather than a high gloss, as well as reducing slip
hazard. Some floors were found to be too worn to support the
elimination of polish and so were maintained using the existing
method, to be eventually replaced during refurbishment. Most others
have been converted, resulting in large savings in labour and
products, and minimal exposure to hazardous materials.
Both Quad and Perpetual have embraced the opportunity to try
new technologies and have identified opportunities to achieve a
better clean with reduced strain on their employees. Both have noted
that, in their experience, the system in place at UNSW has the most
comprehensive and integrated specification. Possibly more
importantly, both have commented that their implementation of this
approach has uniquely positioned them in a very competitive market,
where many clients are asking for green cleaning whilst not being
entirely confident that they know what it entails. Our contractors are
able to unequivocally demonstrate that they know exactly what it is,
and how to do it effectively.
An active and sustained communication strategy between cleaning
staff and building occupants is critical to acceptance. Cleaning staff
must be trained and continually encouraged to persevere with the
new system and not revert to old habits, particularly the ‘if a bit is
good, then more is better’ attitude to application of chemicals.
Building occupants must be educated that absence of fragrances and
dyes does not necessarily mean their work environment has not been
cleaned.
Under this system, when a building’s conversion to green cleaning
commences, an introductory flyer, a microfibre cloth, and an orange
are left on each desk. The flyer notifies the occupant that they are
being “green cleaned” with a short explanation, and contact details in
case they have any questions or issues. This initial communication is
followed up with email bulletins, each focusing on a particular aspect
of green cleaning. The bulletins describe new techniques, such as the
use and colour coding of microfibre cloths, and the resultant benefits
to occupants, cleaning staff and the environment.
Substantial savings have been achieved through the new contracts,
and the sense of partnership engendered through a close working
relationship with both contractors means budget challenges have
been met with a spirit of cooperation. Implementation has been so
smooth that we expect to see the entire campus converted to green
cleaning well ahead of the mid 2010 deadline.
Success of a project like this one is dependent on the willing
attitude, dedication and contribution of the many participants, from
Facilities Management to the pilot partners and contractor
management and staff. There’s no doubt that when people work
together to innovate with positive change, it can happen.
Quad Cleaning Services staff dispensing GECA certified chemicals from a dispensing system that provides dilution control and holding out the cloths are showing the colour coding of microfiber cloths.
Wagtail window cleaning technology.
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T
his plan has set out to make facility management more
recognised as an industry that contributes to a productive and
sustainable environment. To do this, working groups were
organised to address issues in innovation, education, regulatory
reform and sustainability. The Innovation Working Group has
produced this guide that details the innovation working group’s
suggestions for innovation in the procurement process of a project.
There are eight procurement stages set out by the Facility
Management Contracting Guidelines, and innovation can be applied
throughout each stage, regardless of the models used. The guide
outlines six key factors that will ultimately determine the extent to
which innovation can successfully
be implemented into a
procurement project. These
factors are trust, delivery model,
contract relationship, pricing
structure, commercial model, and
contract term and extensions.
Trust is critical to drive
innovation and has positive effects
on the relationship between the
client and service providers. If
there is trust in the relationship,
the speed of management and
maintenance services will increase
and the net costs of the project will
decrease.
Delivery models set the
guidelines for who is in charge of
monitoring the procurement process
and who assumes the risks and reaps
the benefits. There are four different
delivery models, each with its own
strengths and weaknesses. Among
the four, which include in-house,
managing agent, head contractor, and
alliancing/partnering, the FMA
recommends the Alliancing/Partnering
Arrangement model, where the client
and service provider both drive
innovation and receive benefits from
the project.
When a business has decided to hire a service provider as part of
the procurement process, the relationship between the client and the
service provider affects the extent of innovation in the procurement
process. The two main types of contract relationships are
Traditional and Alliancing/Partnering. Traditional relationships are
generally more structured and the relationship between the clients
and service providers is bounded by contractual restraints. If the
scope of the project can be easily defined, there is little expectation
of variation in the project, and the risk of the failure of the service to
the client is low, then traditional contracts are a good option. In the
Alliancing/Partnering relationship, the client and service provider
interact much more, and they share the risks and rewards, allowing
for greater innovation in the project. Clients with more complex
facilities are much more likely to engage in an Alliancing/Partnering
arrangement. Over the life of a contract, the type of relationship
between client and service provider can change.
The relationship established between the client and service
provider determines, to a certain extent, the pricing structure of the
project and furthermore, the amount of innovation that can be
achieved. This guide details four types of pricing structures including
lump sum, schedule of rates, reimbursable/target cost and
management fee. The management fee pricing structure is usually the
best option for alliancing contracts and tends to allow for more
innovation. It is essentially a combination of
the lump sum and reimbursable payment
options, where the client and service
provider agree on a fixed cost to be paid
for labour costs (which is the basic premise
of the lump sum option) and then the
service provider is compensated at the
end of the project for costs of labour,
materials and equipment that exceed the
original lump sum (which is the
agreement made under a
reimbursable/target cost pricing
structure).
Commercial models refer to the way
in which a client assesses and ensures
the performance of the service provider
in carrying out the project. In traditional
contracts, the commercial models tend
to include penalties for not conforming
to the standards of the contract and
termination if the performance is not
acceptable. In alliance contracts, the
commercial model is structured
around performance measures, and
rewards the service provider based
on performance. The Innovative
Procurement Solutions for Service
Delivery guide prescribes clients to
use Key Performance Indicators
(KPIs) and Incentive Schemes for
innovation in commercial models. KPIs are flexible and simple
measures of performance that evolve with the contract. Incentive
Schemes are created by the client and facilitate improved efficiency,
productivity and quality in performance from the service provider by
offering rewards. Usually KPIs and Incentive Schemes are better
implemented under an alliance contract.
For reference, the Innovative Procurement Solutions for Service
Delivery guide provides tables to summarise the differences between
traditional and innovative practices in the procurement process, as
well as case studies that show innovative implementations made in
past various projects.
Copies of the guide are limited and are available from the FMA
Australia office from $30 for members and $50 for non-members. To
order a copy visit www.fma.com.au
INNOVATIVE PROCUREMENT SOLUTIONS
FOR SERVICE DELIVERY GUIDE
The Facility Management Association of Australia Ltd (FMA Australia) strives to represent those
involved in the strategic and operational management and maintenance of facilities and to address the
issues that arise in the facility managements industry. In 2004, the Australian Government established
the Facilities Management (FM) Action Agenda and produced the ‘Managing the Built Environment’
plan in 2005.
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CLIENT FEATURE
T
he first client in the start-up years was CSR, which is still a
client of Elynwood today. As the business grew Elynwood won
contracts servicing major local government enterprises which
consisted of a variety of facilities including, administrative civic
offices, civic centres, public venues, maternity child care centres,
aquatic centres and museums. Following on from these successes
Elynwood expanded the business into providing services to
specialised aged care service apartments facilities, maintaining a
significant portfolio in this sector.
In conjunction with the move into Aged Care the Catering Division
was born and is now recognised as a specialist Catering provider in
Aged Care and Tertiary institutions. This represented a mile stone in
Elynwood’s development into a multi-service provider.
An extensive range of highly notable clients such as Stocklands,
ARC Group now form part of Stocklands, Primelife, Vic Roads and
Geelong Council.
Further diversifying into the educational sector, paid dividends for
Elynwood as the contract holder of one of the largest cluster of
schools in metropolitan and regional Victoria for any commercial
cleaning company.
Elynwood now employs in excess of 250 staff across the State in
all industry sectors, including private and government. Elynwood has
now developed specialist streams which cover Facility Services,
Catering Services and Support Services.
These three key Divisions provide for their respective expertise in
Facility Services, for “soft service” delivery, Catering Services for
corporate and private functions, on site commercial kitchens,
cafeterias, as well as, support services in Aged Care and Retirement
Living.
Our Mission Statement
Elynwood’s mission is to be the industry leader in the provision of
multi services incorporating facility services, catering, security and
specialty support services.
3 This mission will be realised with the latest in management
techniques and technologies for effective and efficient business
operations.
3 Our commitment to our mission will be exhibited through a
philosophy of continuous improvement, outstanding customer
service focus and to the benefit of all stakeholders.
3 Elynwood is underpinned by a reputation built upon Innovation,
Integrity and Trust and adherence to the highest of industry
service standards.
A Unique Corporate Vision
Elynwood’s unique vision is to be a caring professional company
recognised for its:
3 Enduring Client Partnership Approach
3 Leadership of its people
3 Proactive commitment to agreed Quality Service Outcomes
3 Application of an Integrated Occupational Health and Safety and
Environmental Awareness/ Best Practice System.
We will achieve this by blending investment programs in all
business activities, using modern equipment, processes and systems
with dedicated and highly competent people in all areas of our
service delivery.
Elynwood Services Group is a privately owned company with its history commencing in 1990 with an
initial focus of providing corporate cleaning services to manufacturing and pharmaceutical companies
deep in the heart of Melbourne’s Western Suburbs. From these initial beginnings Elynwood have
developed larger contracts in government bodies, retail and accommodation facilities.
INTRODUCING A FRESH APPROACH
TO CONTRACT CLEANING
12-14 May 2010 Perth
Don’t miss FMA Australia’s first national conference in WA.
Visit www.fma.com.au to register.
N O I T C E T O R P L A T N E M N O R I V N E
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ESSENTIAL SERVICES
AUST: Safety Barriers Coroners Report
Two NSW Government Departments have issued a Planning Circular
titled ‘Safety barriers in above ground carparks – coroner’s
recommendations’ (BS09-003), advising authorities of the steps to be
taken to ensure that pedestrian and vehicular safety barriers built
before 1989 are inspected and any defects remedied where proved
to be necessary. Managers should pre-empt an inspection by
commissioning their own audit first.
QLD: Plant and Acoustics
All facility and property managers must include acoustic attenuation
in all mechanical plant upgrades to avoid the possibility of being an
“Environmental Nuisance” as defined by the Queensland
Environment Protection Act 1994.
Recent amendments to the Environmental Protection Act 1994
(EPA) have included a reduction in acceptable noise levels and the
adoption of the Environmental Protection (Noise) Policy 2008.
The EPA does not discriminate between residential areas and
commercial areas therefore many existing CBD buildings can be
affected by a complaint from an occupier of an adjacent or nearby
building. Obviously an investigation officer will need to take into
consideration the age of the building involved and whether a building
is either producing the noise or contains the receptors (complainant).
Where a complaint is made against noise from an existing building
it is important that any recent upgrades to plant and/or equipment
can demonstrate that noise levels have not been increased.
AUST: AS 1851 Fire Maintenance
The AS 1851 Fire maintenance standard has undergone a major
overhaul for the second edition, hopefully for inclusion in the future
ESSENTIAL SERVICES UPDATE
BY DEREK HENDRY, MANAGING DIRECTOR,
HENDRY GROUP OF CONSULTING COMPANIES
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as a referenced document in the Building Code of Australia. Meetings
with the Australian Building Codes Board are continuing.
VIC: Appointing Building Surveyors
It is interesting to note that the Building Amendment Regulations
2009 have come into effect with various changes occurring in
particular the introduction of a two-tiered registration system for
building surveyors in Victoria. A limited building surveyor will be
restricted to a scope of work of up to 3 storeys and with a maximum
floor area of 2000sqm.
Be careful when commissioning a ‘limited’ building surveyor if the
existing building is over 2000sqm, you both may be caught out badly
by the authorities.
TAS: Mandatory Evacuation Plans
Facility and property managers should consider making their tenants
aware that the Tasmania’s ‘General Fire Regulations 2000’ requires
the occupier of a specified building to submit to the Chief Officer of
the Tasmania Fire Service, for approval, an Evacuation Plan for the
evacuation of the building in the case of fire.
The various categories to be considered and, where appropriate,
addressed in the plan are outlined in a document produced by the
Tasmania Fire Service. The term specified building is also defined in
the document which can be viewed at www.fire.tas.gov.au, type in
evacuation plan in ‘search’.
QLD: Annual Occupier’s Statement
Facility managers, property and body corporate managers must be
conscious of their obligations with regards to providing an annual
‘Occupier’s Statement’ to the Queensland Fire and Rescue Service
Commissioner.
The Queensland Fire Safety Regulations 2008 and the Queensland
Development Code MP 6.1 require that building owners, property
and body corporate managers ensure that they prepare and lodge a
copy of the ‘Occupiers Statement’ with the Commissioner of the
Queensland Fire and Rescue Service annually.
The ‘Occupier’s Statement’ is a declaration that the prescribed fire
safety installations are being serviced, maintained and tested as per
the requirements and schedules detailed in AS 1851. Details of the
prescribed fire safety installations are listed on the building’s
‘Certificate of Classification’ which also details the applicable
Australian Standards pertaining to the maintenance and testing of the
buildings installed fire safety installations. This requirement is
applicable to all Class 1b, 2, 3, 4, 5, 6, 7, 8 and 9 buildings.
WA: New Maintenance Regulations
Facility and property managers must make themselves aware of the
proposed Building Act for Western Australia which encompasses
“Maintenance of Regulated Usage and Services”. This will form part
of the Certificate of Occupancy and outlines the essential services of
the building that are required to be maintained.
Part 1.7 of the proposed Building Act outlines the statutory
requirements for building owners to maintain the essential services of
their buildings.
Part of this proposal is that the building owners provide notification
to the Licence Issuing Authority that the essential services that
required checks and maintenance, as specified on the Certificate of
Occupancy have been maintained and that they are operational.
The proposal states that this will be required to be carried out
annually and that the process will be audited by the Licence Issuing
Authority and that they will have the power of entry to inspect the
buildings, to ensure that the prescribed essential services have been
maintained. This may be carried out by Licence Issuing Building
Surveyors or outside experts such as Registered Building Surveyors.
Records of maintenance & checks must be kept on site and may be
inspected by the Licence Issuing Authority at any reasonable time
without prior notice.
Penalties will apply to Building owners who do not carry out
routine maintenance and checks, or falsify documents or fail to keep
maintenance records on site.
If the Building owner is found guilty of one or more of these
penalties then the Licence Issuing Authority may in the interest of
safety of the buildings inhabitants, remove the building owner’s right
to occupy the building.
This is a move forward for Western Australia and will be seen as a
positive step in ensuring that building occupants can go about their
day to day operations and know that they are working in a safe
environment.
AUST: Slips and Falls
A research study of the incidence of slips and falls on floors stairs,
landings and balconies has been completed by the Australian Building
Codes Board. The research findings indicate 500 fatal falls and
110,000 hospital admissions resulting from falls in buildings at a cost
of $1.3 billion per annum. Furthermore, the research findings indicate
that the design and construction of a building may contribute to 20%
of the injuries and deaths. Managers should be diligent in this area to
ensure they protect the building owner’s interests.
VIC: Compliance Codes
WorkSafe Victoria has released a number of new Compliance Codes
to provide practical guidance to those who have duties or obligations
for the occupants of a building under the Occupational Health and
Safety Act 2004. If these are followed then you are deemed to have
complied under the Act, see www.worksafe.vic.gov.au.
AUST: Risky Balustrades
Facility and building managers should consider commissioning an
audit of the balustrades of their building(s) in terms of Building Code
of Australia compliance and risk minimisation strategies. 
A recent balustrade audit undertaken by our Group found 80 non
compliances for the numerous balustrades at an educational campus.
Clause D2.16 of the BCA requires balustrades to have a minimum
height of 1,000mm above floor levels and 865mm above stair flights
(including handrails).  The clause also prescribes maximum opening
dimensions for balustrades and in addition, limits the “climbability” of
the balustrade.
Due to the prescriptive nature of the above balustrade
requirements and the resulting numerous court judgments in recent
years that have been in the plaintiffs favour wherever the balustrade
was found to be less than 1,000mm high, it is recommended that a
comprehensive balustrade audit of all balustrades to determine non
compliances with Clause D2.16 of the BCA, be undertaken.
QLD: Sustainable Planning Act
The Sustainable Planning Act 2009 was passed by Parliament on 16
September 2009.  It is anticipated that the Act will come into effect
in late 2009.  The transitional provisions have been designed to
minimise disruption and to ensure that all the Integrated Planning Act
1997 (IPA) can be completed under the IPA.
The web page relating to the Sustainable Planning Act 2009 can be
found on the Department of Infrastructure and Planning page:
www.dip.qld.gov.au/spa
ABOUT THE HENDRY GROUP
Derek Hendry is the Managing Director of the Hendry Group of
Consulting companies, including Essential Property Services. Derek
pioneered the ‘private certification’ system of building approvals in
Australia, and his nationally based consultancy offices assist clients
in all facets of building control and essential safety measure audits.
The Hendry Group publish an e-newsletter entitled ‘essential
matters’, available online at www.emau.com.au, and their new
service, BCA Illustrated (at www.bcai.com.au), offers 3000
illustrations explaining and interpreting the BCA as it applies to
your building.
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FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
L
eading fire protection specialist, Wormald, offers
a range of fire safety and emergency training
courses, designed to provide participants with
the skills and confidence to make the right decisions
and act quickly in the event of a workplace emergency.
Wormald is a Registered Training Organisation (RTO)
with certified trainers who can expertly guide teams
through theory-based and practical hands-on learning
experiences.
Specifically, Wormald offers two Fire Extinguisher
Training courses – one is nationally accredited (RTO)
and the other non-accredited. The courses offer a
combination of theory and practical training to educate
participants about the relevance of state fire safety
regulations and provide them with the opportunity to
develop operational techniques when using fire
equipment in the workplace. They cover the different
classes of fire, specific extinguishing techniques and
how best to use fire extinguishers, fire blankets and fire
hose reels.
For further information about Wormald’s training
solutions visit www.wormald.com.au or call 133 166.
Fire safety training is essential for employers and managers in order to meet their duty-of-care
obligations for their staff and promote a safe working environment.
PROMOTE A SAFE WORKING
ENVIRONMENT
74
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
SECURITY
F
acility Managers and Security Managers have a linked role
to provide a safe and secure environment and they must do
this while their professions are changing and while, it seems,
the threats are changing.
As professions Facility Management and Security Management
are very new, but they arise from functions that are thousands of
years old. There have always been those responsible for making sure
the facility runs effectively and that the site is secure.
The primary similarity is that Facility Management and Security
Management are the professions responsible for the provision of a
safe, secure and efficient environment be it for work, leisure or
residential purposes.
Other similarities are:
3 There are few, if any, undergraduate degrees to support the
professions although there are an increasing number of certificate,
diploma and post-graduate qualifications available.
3 Professional standards have been developed by those who have
grown within the industry and have seen the need for professional
recognition both from peers and from other professionals with whom
they work.
3 Standards have often evolved from what might be considered the
“industry end” of the operation usually drawing, and improving, on
what is being done by relevant overseas professional organisations.
3 There seems to be in both cases a noticeable and growing separation
between the industry, which provides the service, and the profession
which presents facility management and security advice to the
Executive.
“Professionals” being those that not only have the experience but also have
the relevant qualifications, skills, and knowledge to present themselves at
senior management level thereby assisting managers to develop the business.
AIM
The aim of this paper is to raise issues relating to security and thereby to highlight the
role of the Facility Manager in relation to security.
ROLE OF FACILITY MANAGERS
A key role of the Facility Manager is to provide a safe physical environment for all. This
includes providing services in a manner that is cost efficient and supports the aims of the
various stakeholders.
Facility and Security Managers should work very closely with the other disciplines related to
safety and security:
3 Emergency management;
3 OH&S;
3 HR;
3 Environmental management;
3 Business continuity management;
3 Legal, media, compliance, etc.
Mutual understanding and respect between the various managers, cooperation and coordinated
development of requirements will help produce a safe, secure and effective environment. But it is
THE FACILITY MANAGEMENT CHALLENGE OF
BY DON WILLIAMS CPP
SECURITY AND
RISK MANAGEMENT
IN UNCERTAIN TIMES
75
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
SECURITY
Facility and Security managers that are immediately answerable to
management and to WorkCover should an incident occur that
endangers life. It is not unknown, on some sites, for Facility
Managers to be responsible for security or indeed for Security
Managers to have a leading responsibility for facility management.
Facility Managers already have a significant role to play in providing
security and have been doing so from the beginning. Facility
Managers are involved (hopefully) in helping define, install, integrate,
operate and maintain security equipment. As a result they need to
maintain a working understanding of the technology involved, at least
as far as the interoperability with the other building services is
concerned. In the same manner Security professionals need to have
an understanding of how Building Management Systems are
continuing to develop.
WHAT IS SECURITY?
Security, like facility management, means many things depending on
the particular concerns and viewpoint of the observer. Security is not
new; ever since the caveman first rolled a rock across the cave
opening man has sought to secure his facilities. But, the concept of
security is ever changing, it used to be that the primary aim was
protection of assets (people and property), then there was an
emphasis on protecting information (specifically IT), then the reaction
to “terrorism”, then the ability for the HVAC system to contain air-
bourne contaminants. These changes are usually in response to the
latest trigger event be it: the Hilton bombing, the Queen St shootings,
the 9/11 attacks, the anthrax letters in the USA, the Bali bombings,
conviction of terrorists in Sydney and Melbourne, or yesterday’s
newspaper.
Unlike storms, water leaks, Legionnaires disease, industrial
accidents and (most) fires, security incidents are the result of
deliberate human acts.
Security is defined in the minds of the facility’s tenants and visitors.
People may not feel secure because of their perception of the
environment. Whether this perception reflects reality is another
question, but the perception needs to be recognised and addressed.
For example the perception, at the moment in many areas, is that we
need to protect ourselves from violence by terrorists, yet the greater
likelihood in Australia is activity by a criminal, including workplace
violence, industrial sabotage, extortion, muggings, armed holdup, etc.
Another aspect that has changed is the public’s perception of what
is expected in relation to security. Movies of the ‘50s and ‘60s show
how easy it used to be to enter an airport and board an aircraft. The
hi-jackings and bombings of the 60’s and 70’s changed that. Now, in
many cases, the public expect to see signs addressing their security
concerns. It need not be obtrusive but it may need to be visible. It
should always be appropriate for the image and functions of the
facility.
There is growing recognition by senior management that security is
about protecting “the business” i.e. the ability to protect property,
profit and the reputation of the organisation. This change of view is
partially due to balancing responses to some of the knee-jerk reaction
as a result of the 9/11 attacks. Additionally, it is a response to the
development and acceptance of security professionals in senior
positions within organisations, those who can provide a more
balanced and business orientated view of security.
Security should be considered to be a complete system; it is more
than “guards, guns and gates”. Rather, it may be better described as
appropriate policies, procedures and training supported by
equipment where necessary. The best locks and doors don’t work
unless the staff use them. Building Management Systems can record
access, report doors left open and even monitor the movement of
goods but without appropriate procedures to respond to such
activities they are of limited value.
Who Needs Security?
The stakeholders in a facility are numerous and they all need to be
secure: owners, operators, insurers, tenants, those with naming rights
for the site, contractors and visitors. In addition: neighbouring
buildings and even the public outside the site who may be affected
by a security incident.
How Do We Know If We Are Secure?
Security can be measured in a number of ways. One measure is
compliance against formal or informal standards. These can be
building standards, Australian or overseas standards, accepted best-
practice measures or legislative and regulatory requirements.
The primary measure is the history of security incidents suggesting
that when there was a breach of security, the site was not as secure
as it could have been (whether it was as secure as was reasonably
needed for the identified risks is another question). Unfortunately,
experience has shown that few sites maintain accurate records of
security incidents and these historical records, if they exist, do not
provide an accurate reflection of the security measures in place, only
that an incident did occur. A lack of incidents may indicate:
appropriate security was in place, excessive security was being
employed, a lack of reporting or a lack of intent and capability by the
perpetrator.
In most cases security and safety objectives are complementary but
there are times when they appear to be in conflict. Safety must
always come first, apart from any moral reasons because safety is
legislated and security, in general, is not. Building regulations require
unimpeded egress for fire and considerable effort has been
committed to the design of building emergency systems that meet
both fire and access control requirements. Smoke exhaust control
systems that require external doors to open to provide make up air
flows, result in a building that is not secure when placed in a fire
alarm condition. One of the main challenges is to develop safety and
security systems that complement rather than compromise each
other.
Standards and regulatory requirements establish only the minimum
level of service and protection and are not facility specific. The best
way to determine what level of security is actually required, and if it is
being provided, is through an effective security risk assessment and
the management of the identified risks.
Security Risk Management
Security risk management may be summarised as “What are we
trying to protect, from whom (the Threat Assessment) and why? Then
we can work out how”. Risk management is a valuable tool that can
be used to provide effective and efficient security.
Security risk management stems from effective and objective risk
analysis. Too often risk analysis is done poorly with little
understanding of the specialist knowledge required and without the
involvement of related disciplines such as Facility Management.
Security risk analysis tends to have particular issues in that:
3 it tends to be qualitative, rather than quantitative, due to a lack
of history;
3 it usually addresses low likelihood/high consequence risks;
3 it can become biased due to perception rather than the reality of
threats relevant to the site; and
3 through a lack of understanding or due to external pressures, the
results are solution (product) driven rather than an objective
statement of what is needed to reduce likelihood or mitigate
consequences.
There is a difference between Risk Assessments and Threat
Assessments, they are related but separate. Risk is assessed using
Likelihood and Consequence; Threat is often assessed using
Capability and Intent
1
with the results of the threat assessment being
an important part of the Likelihood analysis. Care should be taken
with the concept of “TRA” (Threat & Risk Assessment) as one
assessment and report.
Another important element of risk assessment is the Security
Survey which assesses the existing security measures and their
relationship to the likelihood of the risk occurring. There is a tendency
CONTINUED ON PAGE 77
76
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
W
ith over 25 years of experience in
high security fencing, we at
Gryffin Pty Ltd have a number of
SCEC endorsed products and work closely
with our clients to provide the best, most
cost effective perimeter solution possible.
Gryffin, a specialist security fencing
company, is dedicated to providing an
unparalleled value-added service. Quality,
integrity, timeliness and cost-effectiveness
are the essential elements of our innovative
service solutions to our customers’ unique
security and fencing needs. Gryffin facilitates
a single point of management for all your
security fencing requirements.
The Gryffin mission is “to use the best
materials and design expertise to become
the undisputed leader in the provision of
high security barriers both in Australia
and Worldwide”.
At Gryffin we manufacture, supply and
organise installation of high security fencing,
auto and manual gates, security closures,
bollards and other products for many
applications. We have a variety of fencing
products that are suitable for any perimeter
security application. Gryffin’s main products
are Palisade, including the brand new
Enclosure system, welded security meshes
Securifor 358, Fortis 358, Tigertape barbed
tape, Secura Sense electronic detection, and
a range of medium security products.
Gryffin’s variety of fencing products are
suitable for any perimeter security
application. From a mild slope, to a steep
one, Gryffin’s range of Securifor 358,
Palisade, MaxiGuard and TangoRail all have
the added security feature of being able to
rake according to the slope of the perimeter,
which avoids the classic problem of having
a stepped fence-gaps that can create a
security breach. The whole range can be
used with detection systems, however
Secura Sense is specifically designed for use
with Gryffin’s range.
GRYFFIN – THE PERIMETER
SECURITY SPECIALISTS
For more information contact Gryffin on
www.gryffin.com.au 1800 672 066 sales@gryffin.com.au
The Patented Enclosure System
®
Patent Application no. 2009901156
The New Palisade
providing more security more peace of mind!
• More secure harder to defeat than standard palisade
• The unique design protects the fittings from vandalisation and damage
77
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
SECURITY
to limit security surveys to the more visible security measures such as
guards, guns and gates. Consideration should be given to factors such
as defined boundaries, internal communication, external visibility,
control over the AC and UPS system, lift and other pedestrian
transport systems, inter-dependencies with facility management
controls, emergency management, business continuity, media
management and similar functions that will affect the likelihood or
consequences of an incident.
A security survey should do more than just check if the equipment
is working. As an example, a review of CCTV systems would ask:
3 Why is the system there, what is the intent of having CCTV?
3 Is it achieving its purpose?
3 If the aim is recording of incidents, how is this done, where are
the images stored, how long for, are the images appropriate, is
there a backup, etc?
3 If the aim is crime prevention, how is this done, how are the
images monitored, are the images appropriate, is there storage
of the images, what is the response when we see that which we
are looking for?
Once these questions are answered it is possible to determine the
relationship of the CCTV system to the likelihood of the identified
risks occurring or how useful it is in dealing with the consequences
should the risk be realised.
One of the most challenging aspects of security risk management is
defining the risks. The clear definition of a risk will enable an accurate
assessment. At the highest (strategic) level, security risks may be best
defined as:
3 Failure to protect XXX (e.g. people inside the facility)
3 Compromise of XXX (e.g. specific information?),
3 Failure to identify XXX (e.g. a security incident),
3 Failure to respond appropriately to XXX,
3 Unauthorised access to XXX, or
3 Failure to comply with XXX.
Different tenants will bring different threats and risks depending on
their ownership, clientele or functions. Facilities these days may host
child minding centres which bring with them additional risks
including moral and regulatory requirements.
A strategic level security risk assessment will enable a review of the
facility’s complete security position including policies, procedures,
awareness, capabilities and equipment. It should be noted that
security risks analysed at a strategic level will, almost certainly, have a
direct relationship to Facility Management responsibilities.
An objective security assessment is also an effective method of
addressing stakeholders’ concerns where it is believed their
perceptions and expectations exceed the actual threat or risk.
Security Concepts
There are some fundamental security concepts of which Facility
Managers are aware but which are worth restating.
Risk Mitigation. The aim of security risk management should be
to reduce the likelihood of the incident occurring and/or to mitigate
the consequences should the risk be realised. All proposed risk
mitigation strategies must be related to the observations in the risk
assessment, otherwise they can not be justified.
A risk will normally require a number of risk mitigation treatments,
just as one treatment may address a number of risks e.g. effective
access controls may limit risks to staff on the premises, compromise
of information, loss of assets, protest activity inside the facility, etc.
Consequence management is usually more difficult than reducing
the likelihood of the event occurring but it is possible to mitigate the
consequences should the risk event occur. For example it may be
possible to reduce the value of assets at risk by removing them from
places where the risk is most likely. The capability to “Shelter in
Place” can protect life should an external event occur. Limiting the
airflow will reduce the exposure to an airborne contaminant. Facility
management capabilities can support the tenants’ business continuity
and resumptions plans, etc.
Defence in Depth. Put as many barriers (physical or procedural)
between your valuable assets and the perpetrator as possible and
limiting access through the barriers to those you wish to enter. A
similar process can be used to control the entry and egress of people
and material.
Crime Prevention Through Environmental Design (CPTED).
There is often “interesting dialogue” between those responsible for
providing a safe and secure environment and the architects, artistic
designers and others responsible for the look and image of the
facility. There need not be conflict as concepts such as CPTED seek to
use sight lines, lighting, walkways, boundary markers and other
natural and created environmental factors to create areas where
people can be safe. Working with the designers and explaining the
benefits of a CPTED, or a similar approach should achieve a secure
yet aesthetically acceptable environment.
Protection of Image. In most cases the owners and tenants, and
hence the Facility Managers, want to portray the site as friendly,
welcoming and safe, so the image of the facility must be reinforced
by whatever security measures and procedures are put in place. In
some cases a strong, deterrent image may be what is sought and in
others a discrete but visible level may be appropriate.
Part of protection of image is maintaining and protecting the
dignity of the tenants and those who enter the facility. This may
mean: discrete entrances, planning how to manage the media,
considering protest activity (where and how can it occur), graffiti
removal contracts, etc.
Security Takes Time. Physical security takes time to implement;
the need has to be identified, a suitable response selected (hopefully
as the result of a realistic risk assessment), the project scoped and
costed, budgetary approvals sought and then the work can
commence. Security policy changes, including procedures, training
and implementation, can be brought in more quickly but they often
need the physical changes to make them truly effective.
UNCERTAIN TIMES?
The title of the paper suggests we are in uncertain times. As a general
principle this is true; the threats to our safety and security change as
does our ability to respond. A prominent threat at the moment is a
terrorist cell that is undetected until an atrocity is committed resulting
in mass casualties, possibly significant building damage, disruption to
business and international media attention. This is not a new threat
and terrorism of a similar type was experienced around the world in
the late 1800s with the Anarchists, during most of the 20th Century
through ethno-nationalist groups operating in their own countries and
abroad, and through issue motivated violence such as the Oklahoma
City bombing.
While the threat of Islamist-extremist violence is real the common
threats to those on our sites still exist including:
3 Workplace violence,
3 Domestic disputes brought to the work area,
3 Disgruntled current and ex-employees,
3 Organised and opportunist criminals,
The threat vectors for any site can change quickly and without
warning making times uncertain. A sound risk analysis and mitigation
process, for both facility and security management, should be able to
address most foreseeable incidents and have common treatments to
limit their ability to occur and to reduce the consequences should the
risk be realised.
Another aspect that is uncertain is the tools that are being
developed. Building management systems, capable of monitoring and
controlling almost every aspect of the physical environment and
security systems, are being integrated with the ability to provide a
truly comprehensive “life safety” capability getting closer. How this
will change the training and skills development for the two disciplines
has yet to be defined.
There is a growing understanding among Security and Facility
Management professionals that security, like environmental controls
and safety, should be considered a function of the site rather than an
CONTINUED ON PAGE 80
78
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
CLIENT FEATURE
T
o assist the FM industry with this
problem, RUD has released the Nexus
system. This is comprised of a clever
combination of coloured bins in a range of
sizes with different aperture shapes to
provide visual reminders about the type of
waste to be placed in each bin.
As a facilities manager, problems are often
and numerous. Mostly, it is important to
ensure that the working environment is safe,
clean and secure. This includes a need to
provide an all-embracing waste management
strategy to meet the high standards and
requirements of ISO 14001 (the international
standard for environmental protection) or
other “green” building certification
compliance. There can also be the problem
of the security and disposal of confidential
waste, which needs to be carefully managed.
RUD recommend a variety of office waste
management solutions to suit the particular
operational needs of each workplace. Some
specific applications include:
3 Photocopy rooms where large volumes
of waste paper are generated daily;
3 Mail opening centres in larger corporate
facilities;
3 Communal kitchens
3 Meeting rooms and break-out spaces
3 Receptions and waiting lounges
3 Open plan office space and
3 Individual work stations.
An open plan designed office would be
best suited to the Nexus 50 and Nexus 140
bin units. The Nexus 50 can offer compact
individual recycling stations where required
and still suit the recycling scheme perfectly.
The Nexus 140 is ideal for larger communal
areas. Nexus also has the facility to contain
confidential waste; including e-waste such as
data CD/DVD, within a key-locked waste
container.
The resulting benefit of a comprehensive
waste management system is a safe working
environment which is clean, secure, and
hassle free. With the RUD system of
strategically placed recycling stations, the
added benefit of achieving a consistent,
visual message with the use of clear graphics
and colours to differentiate between each
particular type of waste.
RUD product specialist, Mark Williams,
said that programmes like “National
Recycling Week” or “World Environmental
Day” are great opportunities for businesses
and schools to get involved with recycling.
“Recycling reduces the amount of water,
energy and new materials that we use to
support our lifestyle. Making aluminium cans
from recycled material, for example, uses
95% less energy than making one from raw
material.”
The uses of colour and aperture shapes are
effective in assisting offices and schools to
implement a recycling system by clearly
identifying the various waste streams. The
system is further enhanced with graphic
symbols, labels and even corporate logos can
be added to personalise the system.
“Many schools and offices have tried to do
the right thing by recycling, but sometimes
even the best efforts fail because, often,
waste streams get unintentionally mixed. This
defeats the purpose of providing separate
containers and can be very disheartening.
The Nexus system of colours and shapes has
been a very effective visual aid and we get
very positive feedback from our customers.”
The Nexus recycling system can be tailored
to suit the needs of any school, college or
business, from corporate office suites to the
smallest SOHO. A RUD specialist is available
to help design an affordable solution and
provide advice on recycling programmes for
the school and workplace.
When we promote the “Recycle Right”
message in our offices and facilities, we can
encourage a higher rate of recycling with less
contamination. We will then begin to make a
real difference to the big environmental
challenges that face the FM industry today.
NEXUS RECYCLING SYSTEM –
THE REAL OFFICE FURNITURE
Planet Ark recently stated that contamination of recyclable waste regularly undermines the
effectiveness of any recycling programme. Following a survey of facilities managers in August 2008, it
was found that contamination was the number one obstacle to implementing an effective recycling
programme.
www.rud.com.au
sales@rud.com.au
8 West Link Place, Richlands Qld 4077
Ph: 07 3712 8000 Fax: 07 3712 8001
Real office furniture that meets
your recycling and security needs.
Nexus Range
Many organisations and authorities are
being encouraged to recycle waste
within the office and are implementing
recycling initiatives to comply with ISO
14001 Environmental Management Sys-
tems. RUD supply an extensive range of
recycling bins to provide ideal solutions
for any recycling scheme even where
space is limited. These attractive units
will encourage efficient waste collection
and segregation and help prevent cross-
contamination of recyclable materials.
Nexus 50
Nexus 140 Nexus 140
Nexus 50
Nexus 100
80
FACILITY PERSPECTIVES
VOL UME 3 NUMBER 4
SECURITY
afterthought. How this concept can be transmitted to architects is
something that has yet to be addressed.
One security measure where facility managers will find themselves
becoming involved is that of “Shelter in Place”, “Hold in Place”, also
called “Lockdown” or, more horrifically, “Invacuation”. The basis is, if
the threat is external to the site, it may be safer to hold people inside
until the threat has been identified and removed.
Facility Managers must be involved in planning a Shelter in Place
strategy. How many people may need to be kept on the site, in busy
times and quiet? How long can they be held for? What are the
catering, water and sanitary limits? What are the implications if the
power is lost or if the AC system has to be closed down? What are
the communication capabilities, particularly if the mobile phone
systems collapse (as may be expected during a major incident)? How
will those inside communicate with families, etc?
At this stage, AS3745 Evacuation Control Organisations does not
provide guidance on Shelter in Place so it is up to the Facility
Manager, Security Manager and Emergency Manager to develop,
implement and test such capabilities.
EXAMPLES
The following (real) examples are provided to reinforce the
relationship between facility management and security.
A guard was employed in a facility with two tenants to direct staff
to the relevant lift lobbies. In an attempt to improve security, access
“gates” were installed that have an audible alarm if someone does
not present a valid pass but did not provide a physical barrier to
entry. As a result, additional guards had to be positioned at the entry
to each lobby to check the alarms. This facility installed technology
and tripled the guard force—not an effective or efficient response. It
is not known if the facility or security managers were involved in the
decision.
A large, multi-tenanted site installed a new reception/security desk
that had less visibility of the main access points and no ability to view
or respond to unauthorised access. The new desk increased the
likelihood of a range of security risks occurring within the work place.
Both security and facility professionals should have identified the
potential faults during the design phase.
One site had a secure work environment but the staff had to use a
dark, dirt carpark where there were recorded thefts and assaults
2
.
The argument was that as the car park was not part of the facility it
was not their responsibility, although they did offer for the (elderly)
guard to walk females to their cars after hours—which removed the
guard from his site and other duties. A risk assessment showed that
the consequences included staff departing work early or resigning
from the organisation due to personal security concerns. Mitigation
recommendations included the employment of polices relating to
leaving in pairs or groups, use of an additional guard for escort duties
during winter, and working with the local council to get lighting
installed.
At an outside, family-orientated event the security guards wore
what can only be described as quasi-military uniforms with black T-
shirts, black combat trousers tucked into jump boots. They looked
quite intimidating which, in that particular environment, was
unsettling and countered the image the Facility Manager was trying
to project.
One Australian facility overseas was in close proximity to a major
bombing. Despite having a “safe room” and a lockdown procedure,
the immediate reaction was to evacuate everyone to the nominated
assembly area, an outside tennis court. As the hazard was external it
would have been better to keep people inside until the situation
could be assessed.
One tenant who negotiated large international contracts in a
specific conference room then remained in the room, after the other
party left, to discuss the results of the meeting. Given the size of the
contracts and the parties involved this exposed the tenant to a
significant risk of electronic eavesdropping. The recommended
treatment was for the tenant to meet in another room until the first
one was electronically swept (which was done on a regular basis).
The problem was access to other rooms in the facility, something the
facility manager was able to solve
3
.
One facility had four operating units and it was preferred that staff
not move between them. Working with the decorators, the facility
manager had the walls of each unit painted a different colour. The
same colours were used as the backdrops for the company ID
photographs: anyone whose ID card did not match the walls was in
the wrong place; a simple, elegant and effective solution
4
.
The Future?
The future is always uncertain but is not that hard to predict, at least
not as far as the relationship between the Facility Manager and
Security is concerned. As the scope of security expands and there is a
greater awareness and expectation of a safe and secure facility for
work, rest and play, Facility Managers will find themselves becoming
more and more involved in working with Security professionals and in
providing and managing security measures.
A key point, if we are to provide a safe and secure environment for
the client, is mutual recognition that there are professionals on both
sides and that while we might have an understanding of the other’s
functions we should seek professional advice from both.
The two professions need to lead discussion on providing safe and
secure facilities. The professional institutions should identify and
articulate the concerns their members have about issues such as:
existing security measures, executive understanding, standards or the
lack of them, tenant, public and owners’ perceptions, and the need
to educate other professions such as architects and designers about
security. The professions should be engaging Standards Australia and
legislators to ensure that regulatory and advisory frameworks reflect
the needs of their members. To wait for others to determine what is
needed can not only be restrictive, it can be inappropriate and
dangerous.
Facility Managers and Security Managers will have to work
together as their separate but related professions develop and as the
Executives come to value the joint input they provide.
Between us we can protect those assets and functions with which
we have been entrusted.
References
1 Please see AS/NZS 4360 and AS HB 167 and the Risk Management Institute of
Australia’s Security Risk Management Body of Knowledge (SRMBOK).
2 It should also be noted that it was hard to quantify the security incidents in the car
park as the organisation did not keep such records; discussions with the local
police produced some evidence.
3 The design and use of conference rooms with consideration of external windows
etc is a separate topic.
4 Obviously the system relied on procedures and training. Those with “all areas”
access had a neutral photo background.
This paper is an updated version of one delivered to the Ideaction2006 Conference.
ABOUT THE AUTHOR
Don Williams CPP holds qualifications in Security Management
and Security Risk Management as well as Project and Resource
Management and is a Certified Protection Professional (CPP). Don
has provided professional consulting services and conducted
strategic security analysis for over 20 years. He has a particular
specialty in bomb safety and security. He is a member of: ASIS
International, the Institute of Security Executives, the Institute of
Explosives Engineers, and is the Australian Chapter Director of the
International Association of Bomb Technicians and Investigators,
he is an Allied Member of the Venue Managers’ Association. Don
can be contacted at dswconsulting@grapevine.net.au.
CONTINUED FROM PAGE 77
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