Facility Perspectives v3#2 June 2009

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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 eVOLUME 3, NUMBER 2, 2009 JUNE–AUGUST

Offi cial magazine of the Facility Management Association of Australia Ltd Print Post Approved 340742 00155 $9.95 inc GST

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3

FACILITY PERSPECTIVESV O L U M E 3 N U M B E R 2

CONTENTS

IN THIS EDITIONCOVER STORY 56The living green wall at ‘The Gauge’ in Melbourne is an example of integrating sustainability into people, process and place.

This edition of Facility Perspectives is full of comprehensive information and the latest develpoments in ‘green’ corporate refurbishments and fitouts.

Level 6, 313 La Trobe Street, Melbourne VIC 3000Tel: (03) 8641 6666 Fax: (03) 9640 0374

Email: [email protected] Web: www.fma.com.au

PUBLISHED BY:

ABN 30 007 224 204

430 William Street, Melbourne VIC 3000

Tel: (03) 9274 4201 Fax: (03) 9329 5295

Email: [email protected]

Web: www.executivemedia.com.au

Offices also in Adelaide, Brisbane and Sydney

Editor-in-Chief: Ric Navarro

Editorial enquiries:

Tel: (03) 9274 4206

Email: [email protected]

[email protected]

Layouts: Anthony Costin

National Sales Manager: Phil Haratsis

Article contributions: WinterComms

Front Cover Image: Larry Pitt Photography

Images used in ideaction feature and for cover storycourtesy Larry Pitt Photography

Stock Images: Photo Disc, Jupiter Images,Digital Vision, Creatas, BigStockphoto.com

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The editor, publisher, printer and their staff and agentsare not responsible for the accuracy or correctness of thetext of contributions contained in this publication or forthe consequences of any use made of the products, andthe information referred to in this publication. The editor,publisher, printer and their staff and agents expresslydisclaim all liability of whatsoever nature for anyconsequences arising from any errors or omissionscontained in this publication whether caused to apurchaser of this publication or otherwise. The viewsexpressed in the articles and other material publishedherein do not necessarily reflect the views of the editorand publisher or their staff or agents. The responsibilityfor the accuracy of information is that of the individualcontributors and neither the publisher or editors canaccept responsibility for the accuracy of informationwhich is supplied by others. It is impossible for thepublisher and editors to ensure that the advertisementsand other material herein comply with the Trade PracticesAct 1974 (Cth). Readers should make their own inquiriesin making any decisions, and where necessary, seekprofessional advice.

© 2009 Executive Media Pty Ltd. All rights reserved.Reproduction in whole or part, without writtenpermission is strictly prohibited.

REGULARS04 CHAIRMAN’S MESSAGE 05 CEO’S ADDRESS08 NEWSFEATURES16 FM PEOPLE3 Reaching new heights in FM20 INFORMATION MANAGEMENT+RELOCATION3 Housing NSW new maintenance contract: A journey in change

management26 ideaction 093 FMA Australia’s 20th national conference proves to be a winner3 FMA Australia ideaction 09 Report – Site Visits3 Chairman’s Welcome Reception3 Gala Dinner and Awards3 Platinum sponsor shines brightly at ideaction 0937 FMA AUSTRALIA – 20 YEARS3 FMA Australia 20 Year Celebration3 Interview with David J. Brady 49 REGULATING FOR SUSTAINABILITY3 FM and Sustainability: Research and Development3 HVAC – Getting the right sized system for your building3 Lighting the way through the ‘green’ building rating maze62 REFURBISHMENT+CORPORATE FITOUT3 Refurbishment: A deeper shade of green3 Lend Lease achieves 6 star green star rating for ‘The Gauge’3 Green stars for indoor plants3 Retrogreening offices in Australia – the story to create jobs 99 ENVIRONMENT – HUMAN FACTOR3 The human factor: changing workplace behaviour for a sustainable future110 ESSENTIAL SERVICES3 Fire sprinkler project aims to save 450 million litres of water a year115 FMA AUSTRALIA EVENTS3 inForM – FMA Australia’s new networking group for young FM’s116 BOOK REVIEW3 Facilities Economics in Australia

CLIENT FEATURES10 Clipsal 15 FM Innovations21 Pink Hygiene 56 Ingal EPS60 Panasonic 66 Dorma70 Dadanco 74 Zip Industries84 Efficient Energy Systems 89 AirConServe92 Maxton Fox 94 Floor Safety Services of Australasia96 ADT 104 Schneider Electric108 Rudd Chains 112 Tyco Electric

4


Over the last 12 months, I havehad the pleasure of workingwith the conference committee

and national office to plan and executethe multitude of tasks that culminatedin our 20th national conference,ideaction 09. I was privileged towitness the overwhelming response tothe call for papers and to be part of thestrategic decision on site visits andactivities. The variety of topics we hadto choose from was a daunting task,but I feel very confident that weachieved an excellent thought-

provoking program and the feedback I have received has certainlyindicated this to be the case.

In particular, I’m very grateful that so many of you were able tojoin us despite the difficult economic climate. I’m sure that many ofthe presenters you heard from during the conference provided youwith valuable suggestions for dealing with the current crisis. I hopethat when you look back on this period in the months and years tofollow, you will see ideaction 09 as one of the best businessinvestment decisions you have made.

I would particularly like to thank our international associationrepresentatives from BIFM, IFMA and ARSEG for making the longtrip to Australia in order to join us for the conference. We reallyappreciate the time and effort that this takes and look forward toextending the same courtesy next year.

Of course, I must also take this opportunity to thank our generoussponsors and exhibitors. Without them the conference wouldcertainly not have been the success that it was. I hope that theyreceived the same benefits from attending and will continue withtheir kind support in years to come.

It is a testament to the significance of our industry and to itsgrowing recognition by the Federal Government, that the Hon BillShorten MP opened ideaction 09 on behalf of the Prime Minister.Mr Shorten made some very pertinent points relating to theimportance of facility managers in instigating the reduction ofcarbon emissions through energy efficiency, particularly via theretrofitting of existing buildings. He also encouraged FMs to leadthe way in issues such as disability access, stating that we have thepower to be able to make a difference in the lives of others who,‘but for’ people like FMs, may be otherwise unable to take

advantage of the same opportunities that able-bodied people takefor granted.

There were also several important announcements made duringthe conference, not least that I am pleased to confirm that the FMAAustralia Board of Directors has endorsed Steve Taylor, current ViceChairman, as Chairman elect. Steve will take over my role at theAGM in November and I feel very confident that in his capablehands, the Association will continue to go from strength to strength.

One of Steve’s passions is that of promoting the FM industrywithin schools and universities, in order to ensure that we encouragea steady stream of young professionals into the FM industry.

This important aspect reflects one of FMA Australia’s keyfocuses—education and training. This supports the FederalGovernment’s focus on skills and training for the FM industry,particularly in the area of sustainability and compliance with newGovernment legislation in this area.

FMA Australia has been working on the development of severaleducational offerings, one of which CEO David Duncan was able toannounce during ideaction 09, which has been some two years inthe making. Over that time FMA Australia, AIRAH, FMedge andSwinburne University, have developed a vocational graduatecertificate in energy efficiency for facility managers. FMA Australiaand AIRAH will be jointly delivering this qualification for ourrespective memberships and others from July this year.

Of course, the ideaction 09 gala dinner, as well as being awelcome excuse for FMs to relax and socialise, also played host tothe annual Awards for Excellence and National Awards, at whichrecognition was given to some very worthy recipients. We receivedan overwhelming number of submissions for the Awards forExcellence this year, particularly in the category of EnvironmentalAchievement. This is very encouraging for the industry anddemonstrates the commitment and enthusiasm of individuals andorganisations in FM to making a real difference, both in the area ofsustainability and to the advancement of the industry as a whole. Icongratulate all winners of the Awards, details of whom can befound further on in this issue of Facility Perspectives.

Next year the ideaction conference is heading to Perth and will beheld from 12-14 May 2010. I hope to see as many of you there aspossible and look forward to continuing the tradition of staging theFM industry’s premier event.

Andrew McEwanChairmanFMA Australia

CHAIRMAN’S MESSAGE

FMA Australia acknowledges its Premium sponsor for 2008/2009,ISS Facility Services

Andrew McEwanChairman

FMA Australia

Welcome to the ideaction 09edition of FacilityPerspectives. You’ll find lots

of information and photos on FMAAustralia’s 20th national conferencefurther on in this issue which will giveyou some indication of its success.Needless to say, I was extremelypleased with the end result of manymonths of planning and preparation andall the feedback that I have received todate has been very positive. My thanksgo to all of the delegates who attended,a factor which must not be taken lightly

in these tough economic times. Thanks also to our valued sponsorsand exhibitors for their continued support.

I was able to share some of FMA Australia’s achievements over thepast year with delegates who attended ideaction 09, and would liketo re-cap on some of those now, as I feel that, as a memberorganisation, it is important that we identify and promote our majorhighlights.

Over the past year, FMA Australia has made submissions on awide range of policy issues in order to secure optimum outcomes forour industry.

For instance, our submission to the ABS resulted in the creation ofa new occupation classification title, “facilities administrator”, whichwill be incorporated into a wide range of economic data goingforward. This will ensure that the size and scope of our industry ismore accurately reflected in economic reporting and its contributionis better understood by policy-makers.

FMA Australia has continued its proactive role in policydevelopment over the past several months. We have providedsubmissions to the Federal Government on waste managementpolicy and incorporating sustainability into vocational education andtraining (VET) courses, as well as an extensive submission on theCarbon Pollution Reduction Scheme (CPRS).

We have also taken part in roundtable discussions withGovernment on plans to introduce mandatory disclosure of energyefficiency in commercial office buildings in 2010, as part of COAG’sNational Strategy on Energy Efficiency. The final details of the systemare now being finalised by Government and I hope to be able toprovide you with further information in the next edition of FacilityPerspectives.

The Rudd Government’s recent announcement that thecommencement of the CPRS will be delayed until mid-2011 presentsour industry with an opportunity to improve the scheme’s design.

As FMA Australia argued in its submission, Australia will only meetits emission reduction targets by adopting measures that operatealongside the CPRS and directly target energy efficiency. Specifically,these measures are a white-certificate scheme for energy efficiency,accelerated green depreciation and a program of government grantsto encourage green retrofits in existing commercial buildings.

FMA Australia will continue working to secure bipartisan supportfor these energy efficiency measures over the coming months as thelegislation is introduced to Parliament.

The Federal Budget in early May contained a number of furthercommitments pertaining to energy efficiency in commercial buildings,including funding support for commercial building rating tools andimprovements in HVAC systems. Additionally, the 2010 BuildingCode of Australia will incorporate more stringent requirements forenergy efficiency in commercial buildings.

We will monitor the release of further details regarding theseannouncements in the coming weeks and will advise on furtheropportunities for our industry as appropriate.

As we are all aware, securing improvements in the environmentalperformance of existing building stock in our cities is a crucial front inthe battle against the impact of climate change.

To that end, FMA Australia has recently joined the steeringcommittee of the 1200 Buildings project, an ambitious programinitiated and coordinated by the City of Melbourne which aims toretrofit 1200 buildings within the Melbourne CBD by 2020.

This worthy initiative has the support of a number of FMAAustralia’s industry partners who sit with us on the steeringcommittee, as well as international support through the ClintonClimate Initiative. Hopefully local government authorities inAustralia’s other capital cities can be encouraged to adopt a similarlyambitious approach and hasten the improvements that are sourgently needed in existing buildings.

FMA Australia’s own commitment to sustainability embraces allaspects of the way we do business. Within our national office, wehave implemented a range of policies designed to reduce energyconsumption, encourage recycling and limiting the need forpollution-intensive modes of transport.

As part of FMA Australia’s ongoing commitment to betterenvironmental outcomes, I’m pleased to advise that ideaction 09 wasthe most environmentally sustainable national conference FMAAustralia has presented to date. We massively reduced printingrequirements by undertaking all marketing for ideaction via email andthe web for the first time.

Likewise, the conference brochure was an electronic documentand all conference papers have been distributed via the FMAAustralia website, rather than in hard-copy form. Where printing wasabsolutely necessary, we ensured that only recycled paper was used.

All travel booked by FMA Australia in association with ideaction 09was carbon offset and the conference satchels given to delegateswere made from environmentally friendly materials.

We endeavoured at all times to use only those suppliers whosecommitment to sustainability matches our own.

FMA Australia will continue working with our members and withthe FM industry to ensure that sustainability remains a top-of-mindconsideration in all our activities.

David DuncanChief Executive OfficerFMA Australia

5


CEO’S ADDRESS

David DuncanChief Executive Officer

FMA Australia

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FAST FACTS + NEWS

Announcing the latest pulse statistics on Victoria’s building permitactivity, Building Commissioner Tony Arnel, said July 2008 toFebruary 2009 had eased by 4.1 per cent to $12.9 billion whencompared to the previous strong financial year.

“Across the state most regions were slowing, however someregions have still recorded growth with building permit activity inInner Melbourne, Gippsland and North Central increasing 4.1 percent to $5,881 million, 7.6 per cent to $519 million and 18.9 percent to $518 million, respectively,” said Mr Arnel.

“The results show most regions of Victoria’s building industry areexperiencing a decline and the figures for building permits bybuilding use told a similar story with only Commercial and PublicBuildings recording increases.”

By region, building permit figures for the financial year-to-date(July 2008 to February 2009), when compared with the July 2007 toFebruary 2008 period, show:3 Inner Melbourne increased 4.1 per cent to $5,881 million 3 Outer Melbourne declined 12.2 per cent to $4,394 million3 Gippsland grew 7.6 per cent to $519 million3 North Central jumped 18.9 per cent to $518 million3 North East fell 20.1 per cent to $366 million3 North West decreased 8.2 per cent to $393 million3 South West dropped 16.4 per cent to $820 million.

In comparison building permit figures by building use for thefinancial year-to-date (July 2008 to February 2009), whencompared with the July 2007 to February 2008 period reveals:3 Domestic eased 3.6 per cent to $6,491 million3 Residential decreased 21.4 per cent to $1,136 million3 Commercial jumped 16.8 per cent to $2,742 million3 Retail fell 14.9 per cent to $1,072 million3 Industrial dropped 51.6 per cent to $188 million3 Hospital/healthcare declined 37.2 per cent to $236 million3 Public buildings grew 15.7 per cent to $1,026 million.For more information on building statistics, visit the Building

Commission’s pulse website atwww.pulse.buildingcommission.com.au

Victorian Building Industry EasesVictoria’s building industry has experienced a reduction in the value of building permits issued in the 2008-09 financialyear-to-February compared to the same period in the 2007-08 financial year, according to figures released recently.

Darwin CBD Rates to Increase by 12.3%Darwin City Council has again decided to burden CBDproperties with a higher rates increase than the rest ofDarwin. While across Darwin the average increase in the general rate is 6.9%,rates in some suburbs such a Nakara will actually be lower than in2008-09, but in the Central Business Zone rates will increase onaverage by 12.3%.

In 2008-09 the average general rate for the CBD was $2101; in2009-10 it will increase on average to $2360.

NT Executive Director, Ms Karen White said, “In times like thisCouncil should, like everybody else, look at reducing its ownadministration costs through improved efficiencies, and reducingduplication and overlap with the Northern Territory Government”.

On the other side of the ledger, Council’s has allocated somefunding in its capital works budget for improving amenity in the CBD. 3 $500 000 is included for the City Centre Revitalisation Project 3 $300 000 is included for Cavenagh Street Revitalisation ”CBD properties pay more rates than any other area of Darwin and

this modest investment in public infrastructure by Darwin CityCouncil is long overdue”, said Ms White.

The other big ticket item for the CBD is $2.3 million forreplacement of on-street parking meters.

”It is interesting to note that Council will spend almost three timesas much on replacement of parking meters than it will on urbanenhancement projects in the CBD”, said Ms White.

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SA Water House, Victoria Square,AdelaideSA Water’s new head office in Victoria Square is a six star energy rated masterpiece of environmentalefficient design. Completed in 2008, it became the largest commercially developed building in Australia(rather than owner occupier) to be awarded a six starGreen star office design rating from the Green BuildingCouncil of Australia. Clipsal played an important role in contributing to SA Water achieving the GBCA’s highest possible energy rating with its C-Bus control and management system. Here’s what makes this remarkably energy efficient building a six star world leader.

ECOLOGICALLY SUSTAINABLE DESIGN

The aim for SA Water House was to set the benchmark inenvironmentally sustainable design (ESD), to promote a healthyworking environment, encourage improved business practices,help attract and retain staff and foster an environment forcollaboration and innovation. The design provides greateropportunities for staff and customer interaction. The 10 storeybuilding, owned by the Catholic Church Endowment Society witha gross floor area of 35,000m2, had to integrate SA Water’slaboratories and offices into one facility.

Design Consultant, Cundall, answered the brief with abuilding featuring a range of practical and innovative solutions toachieve SA Water’s stringent ESD performance requirements,while delivering a building at market rental.

“We had to deliver superiorindoor environment quality, aGBCA six star Green star officedesign rating and a Five StarABGR (NABERS Energy) rating, in abuilding with a large westernfacade, said David Clark, Directorof Cundall.

“This required thinkingdifferently about both thebuilding fabric and the buildingservices. For the fabric we placeda fritted glass veil in front of thewest facade to reduce solar loads,while maintaining daylight andcreating architectural interest toVictoria Square”, said Mr Clark.

The building features animpressive array of ESD systems,with a strong focus on waterconservation and energyreduction. The building isexpected to achieve a reductionof approx 70% in potable mains

water consumption, and a reduction of approx 50% ingreenhouse gas emissions and energy costs, compared to atypical office building.

ELECTRICAL DESIGN

The electrical design by Robert Callisto, Consulting Engineer ofBESTEC Electrical Engineering took five years from planning tocompletion. The lighting specification included an energyefficient T5 lighting system with electronic ballasts designed notto exceed 400 lux over 95% of NLA. Each lighting zone covers anarea of less than 100m2 and every switch zone is labelled.

Bestec specified C-Bus to provide all lighting control for thebuilding. C-Bus DALI Gateways enable access to this popularprotocol to control all lighting ballasts. The system was installedand commissioned by electrical contractors, Boffa & Russo.

All office space lighting is activated by C-Bus 360° occupancysensors. These have a minimum five metre detection fieldautomatically turning lights on as staff enter the field. If thesensors detect no staff, lights in that zone are turned off after a 20minute period. This scene operates until 7pm when lightsautomatically turn off, other than for staff working back afterhours. Should there ever be a need for manual override of thisscene, a C-Bus Saturn B&W Touch screen can turn on lightswherever required.

The building maximises every ray of natural light courtesy ofthe vast window area and atrium. C-Bus light levels sensors havebeen programmed to ramp up and down artificial lighting tocontinually maintain a lighting level of 320 lux. C-Bus integrateswith the TAC Vista BMS via a high level interface offering full two-way communication. The BMS receives real time status reportingof occupancy from C-Bus sensors throughout the building.

All time schedules for the lighting are contained in the BMSfor efficient user operation. The BMS communicates to C-Bus atpre-defined times for the set up and shutdown of lighting indesignated areas of the building.

In meeting rooms C-Bus Saturn DLT wall switches have beeninstalled to provide manual control in place of sensors in theroom. A presentation mode is programmed to dim lights downyet allow sufficient light for note taking. Even in car parking areas,C-Bus sensors have been implemented to provide only lightingwhen needed.

In the event of a power failure two standby generatorsystems provide energy for the building’s essential light andpower with C-Bus settings or scene control continuing tooperate.

Nearly every electrical fitting involves carefully consideredthought to saving energy. So far, SA Water is consistentlymeeting all of its energy targets, which management are keptinformed of by the building’s BMS monitoring.

For further information email: [email protected] visit clipsal.com/platinum or call (08) 8345 9512.Story courtesy of © Cundall 2008 and Green Building Council of Australia.

Images courtesy of Hassell. Photography by Earl Carter.

Six stars to energysaving success

CLIENT FEATURE

SA Water House, Victoria Square, Adelaide

The perfect employee is here. Allowing

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facility. Providing substantial savings

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CLIPCOM 18588 February 2009© Copyright Clipsal Australia Pty Ltd 2009. Created in Australia 2006

For more information, log onto clipsal.com/platinum or email [email protected].

12


FAST FACTS + NEWS

http://www.lendlease.com.au/llweb/llc/main.nsf/all/news_20090417

Lend Lease Corporation Limited recently announced its subsidiary,Bovis Lend Lease Pty Limited (“Bovis Lend Lease”) has been awardedtwo of the New South Wales Building Education Revolution contractsfor the upgrade of 380 government schools. The projects are part ofthe Commonwealth Government’s Nation Building—EconomicStimulus Plan and have a combined contract value of A$675 million.

The two Government schools contracts are with the Department ofCommerce on behalf of the NSW Department of Education andTraining. As Managing Contractor, Bovis Lend Lease will beresponsible for the design and construction of new facilities andrefurbishments in the Northern Sydney region (130 schools in acontract valued at A$275 million) and the Hunter & Central Coastregion (250 schools in a contract valued at A$400 million). The 20month programme commences this month and ends in December2010.

Bovis Lend Lease Australia Chief Executive Officer, Mr TonyCostantino said the company is delighted to be partnering withgovernment and the education sector to deliver these importanteducation infrastructure projects.

“With the benefit of our fully integrated end to end programmemanagement, design and construction service model, thesesubstantial capital works are designed to meet the needs of 21stCentury students and teachers,” Mr Costantino said.

The scope of work required to complete these educationinfrastructure projects involves managing the needs and expectationsof numerous stakeholders and will result in significant localemployment opportunities.

Bovis Lend Lease has a strong track record in delivering multiplelocation education projects. The company was the design andconstruction contractor for approximately 300 new preparatoryschools in Queensland and is currently managing contractor for theupgrade of approximately 600 science laboratories across 105schools in New South Wales.

Bovis Lend Lease AwardedA$675m NSW EducationContracts

No, they’re not aliens on wheels, but the latest in bicyclestorage. Issues such as petrol costs, sustainability and fitnesshave fuelled a huge growth in cyclist numbers1 in recenttimes, which haven’t previously been matched by the growthin the availability of convenient, secure and good-lookingbicycle storage.

So three cheers for Steward’s Cyclepods, which have the answernot only for cyclists, but for councils2, schools, corporations andarchitects who are short on space or don’t want their fine buildingsand vistas spoiled by unsightly bike racks.

Steward’s company has now appointed an Australian distributorfor Cyclepods, Richard Pilkington. Ironically, Pilkington—a keencyclist who’s a graduate in ergonomics/biomechanics—hadindependently come up with a similar storage solution, but in thetrue spirit of sustainability, he elected to join Cyclepods (which is acertified ‘carbon neutral’ company in the UK) rather than wasteresources and effort by reinventing the wheel.

The Cyclepod’s award-winning list of credentials includes: 3 Stylish—its funky look suggests a happy marriage between an

octopus and an aerospace engineer (with the bonus of multiplecolour options)

3 space-saving—eight bikes can be secured in an area two metresin diameter, which is around 40 per cent less than required byconventional bike racks

3 Flexible—besides the original Cyclepods, Steward has alreadycome up with three variations to suit different spaces and users

3 Sustainable—the entire Cyclepods range is made of recycledand/or recyclable materials and can be lit by solar-poweredsecurity lights

3 secure (less sexy, but critical)—the Cyclepod was described as“an exemplary method of storing bikes securely and efficiently”by London’s Design Against Crime Research Centre.

For more information email: [email protected]. According to ABS 2006 Census figures, commuter cyclist ranks alone have

swelled by nearly 29 per cent over the past five years, while 2008 was the ninth

consecutive year in which Australians bought more bicycles than cars.

2. The only Cyclepods currently in captivity in Australia have been imported direct

from the UK by Brisbane City Council.

The Cyclepods are coming!

Warm air hand dryers increase bacteria on handsWarm air hand dryers cause an average 254 per cent increasein the number of bacteria on the palms of people’s hands aswell as contaminating the surrounding area, according to arecent study by University of Westminster in London.

The study also showed that on average, paper towels reducebacteria on the hands by 77 per cent.

The University’s School of Biosciences conducted a study of threedifferent hand drying methods—paper towels, regular warm airdryers and the new generation “jet” air dryers. Each drying optionproduced radically different results with warm air hand dryerscausing an alarming increase in the amount of bacteria found onpalms and finger pads.

Warm air hand dryers result in largest bacteria increaseRegular warm air hand dryers performed by far the worst in the testswith an average bacterial increase of 194 per cent on the finger padsand 254 per cent on the palms. The results suggest a dramaticincrease in the amount of the Staphylococcus aureus, a type ofbacteria known to cause food poisoning, abscesses, boils andpotentially penicillin resistant infections.

Airborne bacteriaThe study also tested the new type of “Jet” air hand dryer. “Jet” airhand dryers increased bacteria by an average 42 per cent on thefinger pads and 15 per cent on the palms. The air dryers do not onlycause an increase of bacteria, they also contaminated the washroomenvironment and other washroom users. This is caused by the highairspeeds of up to 400 mph that blow out of the unit. Tests showedthat bacteria can spread as far as 2 meters from the “Jet” air dryerwhile regular warm air hand dryers spread bacteria 0.25 meters.

Paper towels are the safest methodThe test confirmed that paper towels are the safest method of dryingyour hands after washing. In all tests, paper showed a reduction ofbacteria. The average decrease was 76 per cent on the finger padsand 77 per cent on the palms. Also, paper is not likely tocontaminate the washroom environment or other users.

“Using paper towels results in a significant decrease in thenumbers of bacteria on the hands, a clear advantage compared withthe increases observed for both types of electric hand dryer tested inthis study. In addition, paper towels are far less likely to contaminateother washroom users and the washroom environment,” said Keith.

13


FAST FACTS + NEWS

The Victorian Government has recognised local businessesand groups for their innovative work in promotingsustainability, through the Premier’s Sustainability Awards.

Premier John Brumby presented the winners with theirSustainability Awards at a ceremony hosted by TV personality RoveMcManus on Thursday 16 April.

“The aim of these awards is to recognise Victorian businesses andgroups that are reducing their environmental footprint and findinginnovative ways to save resources and reduce waste,” Mr Brumbysaid.

“The five winners are excellent examples of sustainability in actionand I hope that other organisations will follow their lead as bestpractice examples in their respective fields.”

The winners are:3 Community Award—Bentleigh West Primary School;3 Small Business Award (Sponsored by Sensis)—Sustainable

Plumbing Solutions;3 Large Business Award (Sponsored by Carbon Down)—Yarra

Valley Water;3 Products and Services Award—Mecu Limited; and3 Built Environment Award (Sponsored by Rheem)—Lend Lease

for “The Gauge”.Mr Brumby also highlighted the achievements of Sustainable

Plumbing Solutions by presenting them with the inaugural Premier’sRecognition Award.

“This year’s awards have a particular focus on the theme ofinnovation, which is a key driver of sustainability,” he said.

“These winners all share a vision for sustainability and theingenuity to see it through and Sustainable Plumbing Solutionsparticularly stood out.”

Environment and Climate Change Minister Gavin Jennings said:“The number and quality of submissions to the Awards wasremarkable and demonstrates the effort Victorian organisations areputting in to improving sustainability.”

“All the finalists deserve to be congratulated for the excellent workthey are doing in promoting sustainability in their industries andsectors,” he said.

Top Victorian Firms WinPremier’s SustainabilityAwards

14


FAST FACTS + NEWS

Australian and Chinese Green Building Councils look forglobal solutions to climate change

A landmark Memorandum ofUnderstanding (MoU) between theAustralian and Chinese green buildingcouncils was signed in China early inApril 2009.

The key objective of the MoU is toenhance collaboration between the twocouncils and to accelerate the universaladoption of sustainable building practices.

According to the Chair of the GreenBuilding Council of Australia (GBCA), TonyArnel, the China Green Building Council(China GBC) and GBCA share a commonvision to promote green buildings throughefficient use of energy, water, ecofriendlymaterials and selection of environmentallysustainable sites.

“Both Councils agree that greeningChina’s property industry is of globalimportance because of the scale and speedof construction in China,” Mr Arnel says.

“The two Councils believe that enhancedco-operation can accelerate the uptakegreen buildings in China for the economic,environmental and social benefit of bothcountries.

The two Councils will share informationon government policy and other programsthat have assisted the Australian andChinese building and construction sectors toadopt green building practices, as well asexchange best practices in managing andadministering rating programs.

The MoU outlines a number of areas ofcollaboration, including:3 Sharing best practices and information

exchange 3 Supporting China GBC organisational

development, specifically to help ChinaGBC to progress to full membership ofthe World GBC

3 Hosting business delegations to provideopportunities for partnerships, updateson latest green building trends andnetworking

3 Engaging in joint research opportunities 3 Participating in events and programs,

specifically Australia’s Green Cities inFebruary 2010 and China’s FifthInternational Conference on Intelligent,Green and Energy Efficient Buildings inMarch 2009.

CLIENT FEATURE

Economists tend to focus on theprocess itself, from the origination ofan idea to its transformation into

something useful and finally to itsimplementation. Since innovation isconsidered a major driver of the economy,especially when it leads to increasingproductivity, the factors that lead toinnovation are also considered to be criticalto decision makers.

The term “innovation” means a newway of doing something. It may refer toincremental, radical, and revolutionarychanges in thinking, products, processes,or organisations and is often synonymouswith the output of the process. Adistinction is typically made betweeninvention – an idea made manifest, andinnovation – ideas applied successfully. In many fields,something new must be substantially different to beinnovative, not an insignificant change. In economics thechange must increase value, customer value, or producervalue. The goal of innovation is positive change, to makesomeone or something better.

System integration is the process by which smallerpieces of software are brought together to form a largerpiece of software designed to solve a problem.

In Facilities Management, ‘innovation’ & ‘integration’ aretwo words that should be at the forefront of our thinking.We need to change the way we think if we are tosuccessfully ride out any possible recession and in order todo that we need to put innovative ideas into action andplan a financially sustainable approach to FM systemimplementation. Most organisations will already have anumber of legacy systems in place and most of thesesystems will affect the management of the facilities in someway. There may be a Finance system which is depreciatingthe assets and managing the supplier accounts; there maybe a BIM system offering real-time outputs on key assets;there may be a Room Booking system charging backoccupancy times to the various departments – and so thelist goes on. All of this information is critical, but how manyorganisations can gather this information together and runmeaningful reports on the holistic impact of their facilitiesmanagement? A Facilities Manager may not have accessto some of the information, particularly that in a Financialsystem, and so how do they gather all the pieces of the FMpuzzle together?

Innovation is the first step. Assess what systems arecurrently in place and which ones are working successfullyfor the organisation. These legacy systems should not bereplaced if they give the required outputs. Rather, analysewhat the missing pieces are. For example, a Financialsystem will depreciate your assets – helpful, but notaltogether useful to a Facilities Manager who needs tomanage the maintenance of these assets. In a Financialsystem, once the asset is depreciated, it is no longer of useand therefore deleted from the system, again not useful tothe FM team who need to keep a history of assets.Therefore, an operational Asset management system maybe a missing part of the FM puzzle.

Once the needs analysis has been conducted,Integration is the next step. When sourcing the new FMsoftware options, be sure that a key capability of your newsystem is the ability to integrate simply with your legacysystems. This is the only way the FM Team can drawrelevant information from existing systems into their own togive them a holistic view of the facilities, assets and theirmanagement. Also ensure that your new system is flexibleand adaptable and the supplier is innovative in theirapproach. Seamlessly modular systems are the wayforward, additional modules that you can grow into as yourneeds grow, and always follow up suppliers references toensure they have a solid track record and are a true partnerto your FM Team.

For more information on how FM Innovations canhelp you please contact Kristiana Greenwood on(03) 9600 1646 or [email protected]

Innovation leading toincreased productivity is thefundamental source ofincreasing wealth in aneconomy. In today’s economicenvironment, innovation hasnever been more importantand acceptance of it morecritical.

Innovation with IntegrationIdeas in Action

16


FM PEOPLE

“After twelve years in the air force I left and worked in the waterindustry as a Water Savings Project Manager, but I just couldn’tget airplanes out of my system. It was mainly about being back

in an aviation environment that I had grown to love, that and thecombination of buildings, facilities and air planes all rolled into one—a perfect storm I guess you could say.”

Now back in the business he knows best, Clint’s role as GeneralManager Infrastructure at Melbourne Airport sees him tackling anextraordinarily broad range of challenges and responsibilities. As wellas overseeing a team of 80 staff, Clint is responsible for everythingfrom the off ramp on the freeway through to the runway, andanything else in between.

“The infrastructure department at Melbourne airport is broken intofour main groups, mechanical: heavy plant, passenger boardingbridges, vertical transport and air conditioning, electrical: highvoltage, low voltage and airport lighting, buildings and civil:pavements, structural, car parking and roads, soft services—cleaning,trolleys, pest control and the fourth one is IT, where I have aresponsibility to make sure the flight information systems, CCTV,security access control, pay points, ATMs etc. are all operating atoptimal performance.”

To keep operations running smoothly at the airport, Clint and theexecutive team must ensure that continuity planning andpreventative maintenance remain top on the priority list.

“My mantra has been ‘fix it once, fix it properly’; I don’t want to bepaying either internal staff or contractors to be re-addressing faultsmultiple times. I don’t want to do things on the cheap and I don’twant to be doing things so it’s fixed for the next ten minutes. Thatphilosophy has meant that sometimes we’ve paid a bit more than weused to, but I think we’ve got a better outcome further down thetrack. Data capture, trending and reporting form vital building blocksof our asset management system,” Clint said.

With over 24 million passengers passing through the airport everyyear, it is these people who take precedence above all else. Clint saysthat while the airport is a privatised business on long-term lease from

the Government, making a profit is never at the expense of theMelbourne Airport experience.

“There are some critical systems that we want up time to be above99 per cent of the time such as baggage systems, electricity, waterand security systems like cameras and doors, while othermaintenance is not as essential and we’ve collated a priority list thatranks our asset classes. All of our contractors’ key performanceindicators (KPIs), response times and monthly reports are gearedtowards making sure we satisfy our obligations, and obviouslycontractor performance is rewarded with contract extensions. Weprefer to reward the performance with extensions as opposed tobonuses. We find that is a better motivator.”

Melbourne is no shrinking violet when it comes to hosting nationaland international events, and with the Australian Open, Grand Prixand Grand Final football continuing to grace Victoria’s capital eachyear, it’s unlikely Clint and his team are going to be experiencing a‘quiet’ period at Melbourne Airport anytime soon.

Clint is particularly grateful for the experiences and lessons learnedduring the 2006 Commonwealth Games as it gave his team thenecessary skills to face any hurdle which might come their way in thefuture.

“We learned a lot during the build up to the CommonwealthGames. We had a lead in period of about 8 months where weplanned through crowd arrival, athlete arrival, and contingencyscenario planning. We were also dealing with issue-motivated groupslobbying at the front of the airport which meant we needed to workin with various agencies. From the Commonwealth Games we’vedrawn a number of lessons in how to deal with the run-of-the-millbusy periods. We feel like we’re well prepared for busy days. Ofcourse, in saying that, there’s always the one contingency that youdon’t practise enough that will probably bite you one day so wemake sure we keep practising.”

Security and ensuring passenger safety is another critical area ofimportance to the staff at Melbourne Airport.

“We currently have a face to face induction program for everybody

REACHING NEW HEIGHTS IN FM“When once you have tasted flight, you will forever walk the earth with your eyesturned skyward, for there you have been, and there you will always long to return.”Leonardo Da Vinci.

Planes are in Clint Walker’s blood. After working as a facilities officer at RoyalAustralian Air Force bases for 12 years, he attempted to change industries butcouldn’t shake the feeling that something was missing. After a brief dip intothe water industry Clint made his way back to the environment he loves—

stepping into a role as a Buildings’ Facilities Officer at Melbourne Airport. Hispassion and dedication to the job saw him progress through various roles until

taking up his current position as Melbourne Airport’s General ManagerInfrastructure. WinterComms’ Melanie Drummond spoke to Clint Walker

about the planes, people and pace of working in one of the country’sbusiest airports.

CONTINUED PAGE 18

18


FM PEOPLE

who wants to work at MelbourneAirport and then we have sitespecific secondary inductions forincreased hazard workplaces whichare things like plant rooms and roofspaces and ceilings,” Clint said.

“There is a two-tiered inductionso everybody who comes into thesecured areas, which we callsterilised areas, will have passed afederal government security check.At Melbourne airport we have 200staff internally as a company, butthere are over 12,500 people atthe airport on a daily basisworking.”

Like other facility managers,Clint must also ensure therelationship with his tenants, theairlines, is managed successfully.

“I look after T2 which isinternational, T3 which is VirginBlue and Rex Regional ExpressAirlines and T4 which is TigerAirways. Terminal 1 is Qantasleased and managed and they havetheir own facilities division. The international terminal at MelbourneAirport is what we call a common user terminal, everything to dowith passenger processing is on a short-term lease basis. Webasically aggregate all the costs involved and that comes out at a perpassenger charge that all the users of the international terminal payon a per passenger or per tonne of freight basis. The airlines are theuser and service delivery is taken very seriously. We want to be veryproactive in our relationships with the airlines and we have a range ofworking group meetings with them to look at their upcoming needsto try and address them in advance.”

As the world grapples with climate change, Melbourne Airportalso faces the onset of carbon trading and must deal with how tobalance the likely increase in costs against providing competitiverates for tenants.

“We’ll be significantly affected when carbon trading comes intoplay and we’ve had a dedicated team looking into what is going tohappen when it comes into effect. Melbourne Airport is one of thebiggest consumers of power outside of heavy industry in theMelbourne metropolitan area because of the building footprint andthe amount of energy it takes to keep it cool in particular. We want tocontinue to do that as efficiently as possible.

“As you can imagine we are very interested to know what thecarbon trading figures are going to be in terms of cost per tonne andthe impact on the price of electricity. We’re bringing forward ourpriorities in terms of spending money in the next few years, to makesure we have the ability to capitalise on self-generating peakelectricity or alternative sources of greener power. That’s high on ourlist right now.”

In terms of implementing sustainability initiatives and aligning theairport to meet Green Star environmental efficiency ratings, Clint saysthey face the problem of having no predecessors in Australia.

“Our issue at the moment is that rating tool systems wereoriginally for domestic buildings which were then rolled out forcommercial facilities—at the moment there are no ratings tool forbuildings like airports. I’ve been to an Asia Pacific Forum and evenone over in the US, and even they are still grappling with how to rateairport terminals in terms of ESD. It’s not quite a one size fits allsystem,” Clint said.

“The same initiatives you may apply to a commercial buildingcould prove prohibitive on a cost benefit basis. At our airport forinstance, we have as many square metres as an average sixty storybuilding, but the building is only three stories high. So you can

imagine that things like the building perimeter, area of roof and theamount of insulation required, makes it very difficult to do costeffectively, what you might otherwise be able to in a standardcommercial building.”

Acutely aware they can’t afford to lag behind in terms ofimplementing sustainable initiatives; Clint says Melbourne Airporthas been addressing changes.

2008 saw the preparation and renewal of the Melbourne AirportEnvironment Strategy which outlines the programs, objectives,targets and actions for improving environmental performance atMelbourne Airport for the next five years.

An important part of this strategy is resource efficiency with anaspirational target of a 25 per cent reduction in energy usage persquare metre of APAM controlled terminal area by 2013.

As many speculate on the effects of increasing energy costs andthe economic downturn on every aspect of commercial enterprise,Clint feels confident that infrastructure initiatives will help MelbourneAirport weather the storm.

“There are a diverse number of reasons for people to travelthrough Melbourne Airport and we’re quite confident the passengernumbers will remain in the positive for the next little while. We’realso funding projects such as a $330 million expansion of theinternational terminal and delivering on future capacity growth soMelbourne airport is looking good. What I want to do in the next fewyears is focus on the strategic infrastructure issues at MelbourneAirport, things like our road network, aircraft pavements network,efficient heating and cooling and power and water supply. We don’twant to get into a situation where we’re not able to cater for the nextbig project; we want to be able to say yes to every opportunity.”

Whatever developments the future brings for Melbourne Airport,you can almost put money on the fact that Clint Walker will behaving a sizeable impact on its facilities, infrastructure and assetmanagement solutions for a while to come.

“I think the most rewarding thing about this job is the fact that youcan have a tangible impact on what a good day looks like forsomeone coming through the airport. This job gives you theopportunity to live in the moment, while also developing strategiesfor a better tomorrow. If you came in and thought that any one daywas like any other you’d be mistaken—there’s always somethingnew going on. My focus is making sure that when people go awayfrom here that Melbourne Airport is memorable for all of the rightreasons.”

19


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20


INFORMATION MANAGEMENT + RELOCATION

HOUSING NSW NEW MAINTENANCE CONTRACT:A JOURNEY IN CHANGE MANAGEMENTARTICLE ADAPTED FROM THE PRESENTATION BY MARKO MISKO & JO TEAGLE, CLAYTON UTZ, AT FMA AUSTRALIA’S NATIONAL CONFERENCE—IDEACTION 09

Jo Teagle, presenter at ideaction 09

CONTINUED PAGE 22

In September 2008, Housing NSW implemented its new maintenance servicescontract for its Maintenance Reform Program (MRP)—a $1.6 Billion project aimingto fundamentally change the way maintenance services are delivered to its 140,000properties. Key to the MRP is a strategy to reduce the public housing maintenancebacklog of approximately $630m and generate cost savings through plannedmaintenance service delivery. This strategy is underpinned by a contract modelwhich focuses on strong people relationships, co-operation, communication and theopen flow of information. At Ideaction 09, Jo Teagle and Marko Misko from leading Australian law firmClayton Utz, delivered an insightful presentation on Housing NSW’s contractobjectives, planning, innovation and benchmarking, performance monitoring andcontract training—key elements in the implementation of this innovative newmaintenance contract (NMC).

Marko Misko, presenter at ideaction 09

pinkhygiene.com.au1300 73 1234

Some types of Salmonella, E.coli and

Campylobacter bacteria can survive in

toilets for up to eight days, longer than the

average stomach upset. Fuelled by damp

environments and high usage, public and

staff toilets are their biggest allies.

Good washroom hygiene and hand washing

are vital to combat germs because once in

your toilet, bacteria find it easy to get out

– much more likely than you would think.

Every time a toilet is flushed a fine mist is

created called “The Sneeze Effect”, which

sees germs propelled out of the toilet

bowl and into the atmosphere, even when

the lid is closed. These tiny droplets can

land on the toilet seat, toilet flush handle,

cubicle floor, the toilet roll and can even be

inhaled. It is only a matter of time before

germs are picked up and spread all over

the washroom, and beyond, in the case of

those not washing their hands.

Every year thousands of us are struck

down by stomach upsets and food

poisoning. In fact, they are now among the

most common causes of illness.

“With basic education on good hygiene practice and the sneeze effect, coupled with some of the useful products and services on the market now for workplace washrooms, Australian workers should enjoy cleaner and healthier workplaces,” said Vivian Oppl, Marketing Manager for

Pink Hygiene Solutions.

COMBATING THE SNEEZE EFFECTEffective Washroom Hygiene Solutions

Businesses can reduce the impact of the sneeze

effect in their workplace by adopting simple

and effective washroom hygiene solutions.

Recent research conducted for Pink revealed

that 46% of women wipe the toilet seat

before sitting down. What they don’t realise is

that this only pushes the bacteria around the

seat. By installing an antibacterial seat wipe

or spray into the toilet cubicle, you can provide

a high level of comfort for your staff and

visitors that will often exceed expectations.

The installation of a sanitiser system

will provide on-going protection against

encrustation build up and prevent bacterial

infection by releasing a specially formulated

solution into the flush. To attack areas

not touched by the treated flush water

it is necessary to incorporate a Hygiene Treatment Programme into your washroom hygiene regime. Not only will this remove the build up of scale, uric acid salt and biofilm (bacterial slime) but it will instantly improve the smell and hygiene in your washrooms.

NO MORE SPLASH AND DASHThe Importance of Hand Washing

Hand washing, when done correctly, is the single most effective way to prevent the spread of disease-causing bacteria. You carry millions of bacteria on your hands all the time. Most are harmless but you can pick up some that cause illnesses, such as colds, flu and diarrhoea. Going to the toilet may result in a significant increase in the prevalence of bacteria on your hands.

Washing your hands thoroughly, with soap and water, after using the toilet reduces the number of bacteria on them by about 80%. It is also very important to dry your hands properly with a clean disposable paper towel, linen towel or warm air dryer as damp hands can transfer up to 1,000 times more bacteria than dry hands.

Walking out of the toilet without washing your hands can be as socially unacceptable as sneezing without putting your hand or handkerchief in front of your face.

Pink Hygiene Solutions has a range of antibacterial products, no-touch products as well as hygiene treatments to help make you feel safer in the washroom.

Keeping the lid on germs

Did you know that a flushing toilet ‘sneezes’ dirty water and virtually invisible faecal matter over the toilet seat and other washroom surfaces? This can potentially spread bacteria such as E.coli and increase the health risks

and safety of your workforce!

What causes airborne bacteria?

The ‘Sneeze Effect’

22



Housing NSW is the biggest landlord in the southernhemisphere and the second biggest landlord in the world, itsproperty portfolio is estimated to be valued at $29 Billion.

Being such a large owner of residential property brings with it aserious of unique challenges, particularly as 77 per cent of theportfolio was built prior to the 1990s. Challenges such as maintaininga property to a lettable standard, meeting the requirements of therelevant tenancy legislation, providing social housing in a timelymanner and maintaining an asset that is not a drain on budget due toconstant maintenance demands, are not always priorities whichneatly align.

Why did Housing NSW need to change? The need to change maintenance service delivery became a centralfocus of Housing’s Reshaping Public Housing Agenda in 2004-5,when the public housing maintenance backlog reachedapproximately $630m. That is, there was $630m worth ofmaintenance to be done on public housing properties to bring themto Housing NSW Asset Standards.

The Housing NSW annual budget of approximately $300m a yearwas not meeting the challenge of decreasing the backlog. In fact, thebacklog was increasing each year, due to the age of the stock and themethod of delivery of maintenance services. Thus, the MRP was bornout of a fundamental need to reduce the maintenance backlog andbring Housing NSW’s assets to a position were they met basic levelstandards (which were, no safety or function failures), and HousingNSW’s aim was to bring the percentage of housing meeting thesestandards from 53 per cent to 99 per cent.

Housing NSW embarked on the first step in changing maintenanceservice delivery and adopting new contract models when, in 2002, it

adopted a full multi-trade model and reduced the number ofcontractors delivering maintenance from 300 to 18. This model,although reducing the number of contractors, continued to maintaina focus on reactive responsive maintenance and was administeredusing a schedule of rates, service delivery and payment method thatresulted in a ratio of 85:15 responsive maintenance to plannedmaintenance.

The substantial challenges in this model included no volumes ofwork being available to contractors and limited ability for contractorsto plan, budget, purchase in bulk or drive efficiencies throughsubcontractor and purchasing power management. In addition, thecontract adopted a very traditional approach to relationshipmanagement and project delivery.

The aims of the MRPThere were 6 aims of MRP which became an integral component ofthe Contract Objectives which form the basis of the contractualrelationship in the NMC. The aims were:3 all dwellings brought to a consistent and sustainable standard;3 better value for money with planned maintenance activities;3 reduced urgent responsive maintenance requests;3 improved client satisfaction;3 maintenance contractors better able to plan activities, achieve

targets and deliver on time and on budget; and3 improved management of tenant damage.It was estimated that over seven years from 2008/09, the NMC

would eliminate the $630M maintenance backlog. With the injectionof funds from the Rudd Government’s National Building initiative formaintenance, the time to reduce the backlog will decreasesignificantly.

23



Contract Objectives and CollaborationThe new maintenance contract serves dual purposes—not only doesit set out the legal rights and obligations of the principal andcontractor, it establishes and fosters a commercial, collaborative “oneteam” approach to the project up front. Key to this one team cultureis that the obligation is placed on both the contractor and HousingNSW to perform their respective contract obligations so as tomaximise the achievement of the contract objectives, in a mannerwhich fully applies the collaborative contracting principles.

Critical to the concept of collaboration is the establishment of trustin a contractual relationship. In the case of MRP, a 2 monthTransitioning Period was used to set the scene of the contractualrelationship, to create transparency, clarify expectations and stressthe importance of meeting contractual obligations. This was achievedthrough a number of start-up workshops between key Housing NSWstaff and key contractor staff. In addition, a discrete training program,mirroring that provided to staff, was provided to contractors toensure each party began the contractual relationship with the sameinformation. Discrete information concerning each Housing NSWgeographical area and its needs, demands and challenges wasprovided to contractors to ensure Housing NSW’s expectations andcontractor obligations were clearly aligned.

Competitive tensionOne of the unique features of the NMC is that Housing has engaged6 individual contractors who share 22 Contract Areas in which theydeliver maintenance services. The NMC continues to provideHousing NSW with the benefit of competitive tension right throughthe performance of the maintenance services by establishing adetailed Performance Management Framework (PMF) andperformance reporting regime and provides Housing NSW with realpower to drive improvements and innovations in contractorperformance by the use of benchmarking.

Key to the preventative maintenance approach is the AssetDwelling Service (ADS), an annual maintenance service addressing13 key items (such as smoke alarm servicing, taps, doors andwindows). The aim of the ADS is to prevent the major failure of keycomponents and to ensure that reactive maintenance is minimised orprevented. Critical to the ADS is a performance based warrantyconcerning 7 of the key items.

In keeping with the detailed focus on planning, and in order toensure proactive maintenance service delivery which is tailored to theongoing needs at the various sites, each contractor is required tosubmit a business plan which must be continually updated andimproved throughout the term. The business plan is essentially themethodology as to how the contractor proposes to deliver themaintenance services and is a living, organic document that isupdated by the contractor on an ongoing basis to reflect changedcircumstances and requirements of Housing NSW during the term,and on an annual basis.

Real Innovation and flexibilityA key objective of the NMC is the driving of contractor performancethrough innovative service delivery. For example, contractors arerequired to use their best endeavours to discover and identifyinnovations in the performance of the maintenance services,including innovations offered in future tenders and proposals.

The level of innovation is measured as a component of acontractor‘s quarterly performance review. In addition, contractorsare required to meet and discuss matters, including innovations, andHousing NSW may disclose (subject to commercial in confidenceobligations) to benchmark contractors the innovations of othercontractors.

Flexibility in service delivery is also fundamental to the innovativetheme flowing through the NMC. Central to the concept of flexibilityis the requirement that the contractor keep itself fully informed ofHousing NSW’s requirements (and changing requirements)concerning the delivery of the maintenance services. In addition, the

Urban Maintenance Systems is aspecialist provider of Facilities andInfrastructure Maintenance Servicesto Private and Government sectorsthroughout Australia.

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PROVIDING SERVICES NATIONALLYEnduring Partnerships Driven by Service Excellence

24



helping you meet the challenges of facilities management

Mainpac Enterprise provides you with a solution to manage and maintain your buildings and their service

components as well as the depreciation that applies to them. With Mainpac Enterprise you can:

maintenance and management of buildings into multiple and separate areas of business activity. For example, hospitals can divide facilities into units such as oncology, pathology, in-patients, out-patients and so on.

Create a different view to reflect the depreciation requirements of buildings and service components, i.e. the financial aspects of your assets. While financial assets and physical assets may be linked within the application, the two views can be very different to allow for the different needs of maintenance and finance.

Control inventory and purchasing for stocked and non-stocked items, consumables and service items.

Interface to already-existing systems such as accounting and HR.

Contact Mainpac Pty Ltd to find out more and arrange for a demonstration.

+61 (0)2 9467 8777 e [email protected] www.mainpac.com.au.

contractor is required to continuously monitor the satisfaction ofHousing NSW and its tenants concerning the performance of themaintenance services and proactively manage and address anydissatisfaction identified as a consequence of its monitoring.

Practically, this means that Housing NSW expects the contractor tobe proactive in ensuring that the maintenance services are deliveredin a timely manner, with as little disruption to Housing NSW’stenants as possible, and if and/or when dissatisfaction with thedelivery of the maintenance services occurs, it is addressed andremedied in a manner that ensures there will not be a reoccurrenceof the events.

Performance monitoringMonitoring of contractor performance is undertaken on a ContractArea and contract basis to identify differences in performance ingeographical areas, particularly between remote/regional ContractAreas and metropolitan Contract Areas.

Contractor performance is monitored on a quarterly basis and 4key areas of contractor performance management were identified, aswere KPI’s and weightings established for each as a component ofthe Performance Management Framework.

The 4 key areas measuring contractor performance under the PMFare: operational (includes time management, tenant satisfaction andstandard of work), quality system (includes quality system end to endaudit, contractor reporting and use of the reinspection fee), financial(includes claims compliance and contractor quotations) andoccupational health and safety.

If a contractor underperforms, it may be subject to a “Profit at RiskRebate”, which becomes payable by the contractor to Housing NSW.That is, if a contractor does not achieve a minimum threshold scorefor any 6 monthly period, it may be required to pay to Housing NSWthe equivalent of 1.5 per cent of the works claimed by it, and paid by

Housing NSW in the 6 month period in question. The aim of thisperformance based sanction is to drive contractor performance, andnot create an additional income stream for Housing NSW. With thisin mind, the PMF has been structured so that it provides thecontractor with an opportunity to repayment of a substantial portionof the rebate, depending on how it improves its performance in theensuing periods.

Further monitoring of contractor performance is undertaken viadetailed reporting, with contractors required to produce a number ofreports, including risk management, strategic and operational reportsto ensure measurement and monitoring of contractor performance.These reports are considered by Housing NSW when determiningoverall contractor performance.

Change Management—internal and Contractor training In order to implement real change across all levels in the approach tothe provision of maintenance services, Housing NSW undertookextensive training not only of contract administration personnel butof the contractors themselves.

A discrete work stream concerning change management wasestablished and a skills audit was undertaken to determine wheretraining was required to ensure staff were fully cognisant with thenew contract prior to its go live. The contract represents a significantcultural change for staff and contractors. Thus, it is critical that theclear strategic vision of MRP is fully understood by staff andcontractors and is reinforced continuously throughout the transitionperiod, and during the contract term.

A training package which provided general training regardingcontract law and 2 intensive days concerning the contract wasdelivered to approximately 500 contract management personnel. Acontract manual and ready reference sheets were also prepared forcontract management personnel.

25



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This was a new and exciting phase in the MRP, and the first timeHousing NSW had delivered comprehensive training to its staffconcerning contract law and its maintenance contract. Key to thesuccessful delivery of the training was a focus on problem solving,group work and intensive question and answer sessions.

In addition to the training described above, a 1 day session wasdelivered to key contract management staff, particularly focusing onthe elements of change management critical to ensuring the successof the new maintenance contract. This session focused on the needto discard “old baggage” relating to the previous maintenancecontract; its contractors and its management and the criticality ofbeginning the new contractual relationship with a positive attitude. Inaddition, group discussions were facilitated with an emphasis onchange leadership, avoiding negative emotions in managingcontracts, acknowledging past issues/concerns and areas forimprovement and recognising that the contract is only as good asthose managing it, and thus the destiny of the Contract is in thehands of those leading its implementation and management.

For the first time in Housing NSW’s history, once contracts wereawarded, a training workshop was delivered to all contractors overtwo days concerning its maintenance contract. All contractors werethen provided with contract training presentations to facilitatetraining of staff. The contractor training session was essentiallyidentical to that delivered to Housing NSW staff, ensuring commonthemes and key messages were delivered consistently to both partiesto the contract relationship.

Project Update—6 months of full service delivery andwhat is the state of play?The first 6 months of the NMC have been rewarding and challengingfor Housing NSW staff and its contractors. The change managementand training implemented by Housing NSW prior to contract

commencement has been recognised as vital to the NMC successfulimplementation to date. Staff and contractors are committed toworking collaboratively to achieving the contract’s objectives andseeking innovative solutions to service delivery.

A key challenge to the change processes implementation and thesuccessful transition to the new contract has been the contractscommencement coinciding with the economic stimulus packagefunds for social housing maintenance becoming available to HousingNSW, and the very tight timeframes in which these must beexpended. The sudden arrival of the economic stimulus packagefunding has impacted the contractor’s and Housing NSW’s ability toplan and program the delivery of the services. Although presenting aunique challenge to Housing NSW and contractors, the economicstimulus package funds also present a real opportunity to eliminatethe backlog much earlier than anticipated. An earlier reduction in thebacklog will enable Housing NSW to consider much sooner thanexpected, future relationship contracting models, including a fullyperformance based approach.

About the authorsMarko Misko is a “front end” projects lawyer who also specialises in

facilities management contracting. Marko has worked in FM for over 15

years, acting for both public and private sector owners and contractors,

including on the operational and maintenance (O&M) aspects of major

infrastructure projects delivered on a PPP basis

Jo Teagle is a” front-end” construction lawyer who has practised in both the

government and private sector. She is currently Special Counsel in the

Construction & Major Projects Group of Clayton Utz. Previously, Jo managed

the Strategic Procurement and Contracts Group for Housing NSW.

26


ideaction 09

ideaction 09 marks a landmarkyear for FMA Australia, beingthe year that the association

celebrates 20 years of nationalconferences. With this in mind,FMA Australia set out to celebratesome of the great achievementsand initiatives of the industry andto give attendees some practicalsolutions that they could takeaway from the conference andactually implement in their ownplaces of work. The focus of theconference was ‘ideas in action’and there was certainly a diverserange of topics covered in thesessions, with themes rangingfrom aged care to FM technologyand of course, the ever-presentissue of carbon management.

One of the highlights of theconference was surely theopening keynote by Dr KeithSuter. Not only did Dr Sutermanage to put a positive spin onthe global financial crisis inrelation to the FM industry,highlighting that there may besome opportunities to be seizedby FMs, but he did it with goodhumour and managed to leaveeveryone with a rather less bleakoutlook than the one they hadentered with.

Dr Keith Suter’s openingkeynote set the scene for whattranspired to be a most successfuland enjoyable conference, helpingto cement ideaction’s reputationas the premier event in the FMcalendar, a reputation that willsurely be continued at ideaction2010 from 12-14 May in Perth.

FMA AUSTRALIA’S20TH NATIONAL CONFERENCE

27


ideaction 09

PROVES TO BE A WINNER

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ideaction 09

The first day of the conference gave delegates the opportunityto experience some of Melbourne’s most iconic andcelebrated buildings from a back-of-house perspective. Each

site visit demonstrated an ‘idea in action’, the objective being thatdelegates would be able to take some information away from eachvisit that they could implement in some way in their own facilities.

You might say that attendees were spoilt for choice, with threedifferent site visits to choose from at any one time and a choice oftwo venues for lunch! It was a feat of logistics just organising thetransport between each visit, but for the delegates, to be able toexperience some of these landmarks first hand was certainly a treat.

The first site visit slot was dedicated to ‘green’ buildings anddelegates had the choice of visiting CH2 (Council House 2), 40 Albert

Road or The Gauge. Despite the fact that they are all ‘green’buildings, each of these facilities demonstrated different ‘ideas inaction’.

At CH2, delegates learned how the building was designed notonly to conserve energy and water, but also to improve the wellbeingof its occupants through the quality of the internal environment.

40 Albert Road was a lesson in green retrofitting, showing how thebuilding was transformed from an inefficient commercial buildinginto a sustainable building with the highest design and performanceratings in Australia. The building continually aims to improve itswater and energy savings, and has shown how much can be achievedeconomically and environmentally by retrofitting a commercial officebuilding.

FMA Australia ideaction 09 ReportSITE VISITS

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ideaction 09

The Gauge is the first private sector, completed new building toachieve a 6 Star Green Star–Office Design Certified Rating.Significantly, it has delivered this environmental solution at adevelopment cost typical for a standard A Grade building. The Gaugewas also the first building in Victoria’s Docklands to be awarded theVicUrban ESD Award of Excellence, signifying world’s best practice inecologically sustainable design.

Moving on to the second site visit slot of the day, the choice wasbetween Federation Square, Southern Cross Station and CrownCasino.

Architecturally, the cultural precinct of Federation Square has to beone of the stand-out attractions of Melbourne and it created a lot ofcontroversy at the time of building. Now, however, it is one ofMelbourne’s most popular tourist hot spots, as well as comprisingseveral groundbreaking water management and conservationtechnologies into which attendees were given an insight.

The ideas of people management and access were amplydemonstrated in action at the site visit of Southern Cross Station. Theformer Spencer Street Station has been transformed into a functionalarrival point for international, interstate, regional and suburbanvisitors and can now handle 30,000 passengers an hour in peakperiods. As well as providing modern facilities, the new station has aunique roof design that naturally extracts internal air and fumes fromthe station without using electric fans.

There are so many ideas in action that could be demonstrated atCrown Casino that it would be difficult to list them all, but security,indoor air quality and cleaning are just some of the everydayoperations that have to be managed on a huge and ongoing scale inthis, the largest casino in the southern hemisphere. The complexattracts on average 16 million visitors yearly and is open 24 hours aday, 7 days a week except on Christmas Day, Good Friday and AnzacDay. Attendees were given a fantastic behind the scenes tour andlearnt about some of the techniques and methods that are in place toensure the smooth running of this amazing facility.

After a busy morning, delegates headed off to either the MCG orthe Victorian Arts Centre for a tour of the facilities (including a walkon the hallowed turf for those who visited the MCG) followed by a

well-deserved lunch, sponsored by Valorem Systems.The final site visit of the day gave delegates the choice between

the famous Eureka Tower, the Royal Women’s Hospital or theUniversity of Melbourne.

Needless to say, Eureka Tower was one of the more popularchoices of the day and it’s easy to see why. Possibly now one of themost recognised buildings in Australia, at 300m high, Eureka Toweris Melbourne’s tallest building and the world’s tallest residentialbuilding. It combines the latest in technology and eco-friendly designand has become a stunning architectural icon. The facility managerwas able to give some fascinating insights into the management ofthis unique structure, including some innovative design andoperational techniques for the evacuation of the building.

The University of Melbourne campus were the oldest of thebuildings included on the site visit itinerary and delegates were ableto learn about the inherent heritage management issues associatedwith running buildings of this age, combined with the need tocomply with current building standards. Established in 1853, theUniversity of Melbourne is the second oldest university in Australiaand the oldest in Victoria. It is ranked among the top universities inAustralia and the world, and has around 44,000 students, who aresupported by nearly 7,000 staff members.

Delegates that opted to visit the new Royal Women’s Hospitalwere given a back of house tour and a facility managementperspective on how operations were sustained during buildingworks, as the hospital was obviously required to operate withbusiness as usual while the new hospital was being built. The newhospital was opened on 22nd June 2008 and was delivered as aPublic Private Partnership under the Victorian Government’sPartnerships Victoria model. The Royal Women’s Health Partnershipis responsible for the design, building and maintenance of thehospital building for 25 years. The Department of Human Services,through The Royal Women’s Hospital, will continue to operate allhealth services.

The choices of venues combined with the quality of site presentersensured the delegates enjoyed a fantastic day of facilitiesmanagement best practice example.

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ideaction 09

After a packed day of site visits, the Chairman’s welcome reception that evening, sponsored by Programmed Facility Management, wasa welcome excuse for delegates to relax, enjoy a drink and meet up with friends and colleagues. The event was held at the MelbourneConvention Centre in conjunction with the opening of the ideaction 09 exhibition, giving exhibitors and delegates the opportunity to

meet and make new contacts. A roving band, mime artists and a caricaturist provided the entertainment and encouraged everybody to let theirhair down. A few people even tried their hand at starring in their very own music video!

CHAIRMAN’S WELCOME RECEPTION

Platinum sponsor

Diamond sponsors

Awards sponsors Gala dinner sponsor

Chairman’s welcomereception sponsor

Opening keynote sponsor

Site visit lunches sponsor

Keynote sponsors

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ideaction 09

Supporters

SOURCE SEPARATION SYSTEMS PTY LTD

32


ideaction 09

The FMA Australia annual ideaction gala dinner is always anoccasion to remember and 2009 was no exception. The SavoyBallroom at the Grand Hyatt Melbourne was decked out in

resplendent fashion to honour the occasion and the guests were justas well turned out. It was encouraging to see so many industryrepresentatives at one of the premier events in the FM calendar,showing that, despite the tough economic conditions, people arewilling to come out and support their industry.

This year’s event, generously sponsored by GJK Facility Services,began with a few words of welcome and thanks from FMAAustralia’s CEO, David Duncan. Guests were then invited to enjoy asuperb meal, during which a surprise appearance was made by theinternationally acclaimed ‘Three Waiters’. It certainly comes as asurprise when somebody who, five minutes earlier, was pouring yourwine, suddenly breaks into a stirring rendition of Nessun Dorma. TheThree Waiters held the rapturous attention of the audience(particularly that of the ladies) whilst belting out several operaticclassics, before the presentation of the annual FMA Australia Awardsfor Excellence and Recognition Awards commenced.

FMA Australia & Transfield Services EnvironmentalAchievement AwardThis award recognises the efforts of either an individual or a teamthat has made a positive contribution to the improvement to theenvironmental performance of their facilities.

The Environmental Achievement Award recognises companieswho have identified, developed and implemented an environmentalinnovation or improvement program with clearly specified costs andbenefits and with application to the broader FM community.

David Duncan, FMA Australia CEO, announced the three finalistsin this category as follows:3 66 Waterloo Road – Stockland – Michael Hardy3 Sustainable Built Environments – Steve Moller3 Performing Green with The Arts Centre – The Arts Centre –

Campbell PfeifferHe then called upon Phil Warren, Executive Manager – Asset

Performance, Transfield Services, to announce the winner of theaward, Michael Hardy for 66 Waterloo Road – Stockland.

Phil Warren, Executive Manager – Asset Performance, Transfield Services, presented theaward to Michael Hardy from Stockland.

FMA Australia & Programmed Facility Management YoungFacility Professional Award This Award recognises the efforts of young, up-and-comingindividuals working in the FM industry, whose role in their FM teamcontributes to their organisation’s overall outcomes throughorganisational understanding of managing facilities and FM projects,delivery of services, risk management and facility performance, whilepromoting the value of FM practice to senior management.

The finalists in the Young Facility Professional Award categorywere:3 Colin Pitsikas, Brookfield Multiplex

3 Roger Waalder, Knight FrankStephen Taylor, CEO, Programmed Facility Management presented

the award to Colin Pitsikas.

Stephen Taylor, CEO of Programmed Facility Management presented the award to ColinPitsikas of Brookfield Multiplex.

FMA Australia & Programmed Facility ManagementFacility Manager of the Year AwardThe Facility Manager of the Year Award, this year also proudlysponsored by Programmed Facility Management, recognises theleadership role facility managers have undertaken and thecontribution to their organisation’s overall outcomes throughdeveloping staff, continuous improvement programs and how theyhave added value to the business operations of their organisation.

The finalists were:3 Jennifer Horvath, Knight Frank3 Campbell Pfeiffer, The Arts Centre3 Noel Sprague, Brookfield MultiplexStephen Taylor, CEO, Programmed Facility Management,

presented the award to Campbell Pfeiffer.

Stephen Taylor, CEO, Programmed Facility Management, handed the award to CampbellPfeiffer of the The Arts Centre.

FMA Australia & Rider Levett Bucknall Industry AwardThe Industry Award has been sponsored by Rider Levett Bucknell foreight consecutive years since it was first introduced in 2002. It isAustralia’s premier award for facility management strategy andpractice, and recognises excellence in a facility management programor idea that demonstrates an outstanding level of innovation andsuccess. In judging this award, the panel must assess whether thesuccessful applicant showcases a visionary facility managementproject which has positively contributed to organisational success,achieved strategic business objectives and contributed to improvedfinancial outcomes across the lifecycle of the organisation’s facilityportfolio.

The finalists in this category were:3 Malcolm Sharpe – CBD Projects Australia & Sydney Adventist

Hospital3 David English – Programmed Facility Management3 Stuart Smith – Defence Support Group & WebFMMark Quinn, Director of Rider Levett Bucknall, presented the

award to David English – Programmed Facility Management.

GALA DINNER AND AWARDS

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ideaction 09

Mark Quinn, Director of Rider Levett Bucknall, presented the award to David English,Programmed Facility Management.

The FMA Australia Recognition Awards were then presented byDavid Duncan.

FMA Australia Recognition Awards

FMA Australia Branch Member of the YearEvery year, each branch of FMA Australia nominates a member whothey feel has made an outstanding contribution to the branch. Branchmembers put in an enormous effort to contribute to the success ofFMA Australia and this award is well deserved by the winners in eachstate.

Victoria – Trish FerrierTrish has been on the Victorian committee for a number of years andhas also been involved in the education committee at a national level.She has never hesitated to give of her time and share her knowledgeas a practicing FM to both the Victorian committee and the FMAAustralia national office. She has been integral in the success of theFMA Australia education portfolio and in helping to get it where it istoday.

Trish Ferrier accepts her award

Western Australia – Gerald StackGerald has been an active member of the WA Branch committee forthe past four years. In that time he has provided consistentprofessional service to the industry. He has been instrumental inbringing other staff members into the FM profession throughprofessional development activities. Gerald has been one of theprime movers in reinvigorating the Post Graduate Certificate inFacilities Management at Curtin University.

Gerald Stack accepts his award.

South Australia – Andrew PhillipsAndrew was instrumental in canvassing many industry personnel tojoin the cause in resurrecting the SA branch and has networkedtirelessly to promote membership and participation by non membersat both FMA Australia and industry related events. He has been a keyand active member of the committee in organising and assistingevents and is totally committed to the growth of the organisation,both in South Australia and nationally. Andrew understands theimportance of the growth in membership and the value of theorganisation to the industry.

Andrew Phillips collects his award.

New South Wales – DennisFulhamDennis regularly attends events inNSW and from time to time whentravelling interstate has attendedother state events as well. He has alsobeen an active participant in ideactionexhibitions, but one of his biggestcontributions is when he is requestedto auction items for charity at FMAAustralia events. The funds for charityraised at these events are largely dueto his efforts.

Queensland – Sascha CarlyonSascha attends all committeemeetings and plays an active role inassisting with the organisation ofbranch events, as well as promotingthe benefits of membership at theseevents and through her day to daydealings at work. Sascha hasdemonstrated leadership in hercontribution to the committee as wellas liaison with national office topromote FMA Australia inQueensland.

Australian Capital Territory –Alison DaleyAlison has been a great supporter ofFMA Australia and its events for sometime. She is an active participant inbranch event forums and herquestions promote discussion on arange of issues that face members.She is always willing to allow the useof her facilities and is a strongadvocate of the ACT Branch.

Dennis Fulham

Sascha Carlyon

Alison Daley

34


ideaction 09

FMA Australia Branch of the Year – Victorian BranchThe winner of this year’s award is a very worthy recipient. Despite the economic downturn, branches overall performed very well with respectto attendances at branch events and profitability. Against the criteria for this award, one branch stood out in particular, regarding profit, profitper member, number of events held, total attendances at those events and attendances as a ratio of total members in the branch.

Victorian Branch accepting their award. Left to right: David Duncan (FMA Australia CEO), Greg Burnham, Louise Rowe, Trish Ferrier, Todd Wonnacott, Jennifer Horvath, Brent Boyd, PeterStarsunn, George Stamas (VIC Branch Chair), Laurie Reeves, Lou La Delfa, Andrew McEwan (FMA Australia Chairman). Unable to collect their awards in person were Derek Wilson, MikeRowlands and Anna Hardwick.

FMA Australia Corporate Supporter of the Year – ISSFacility ServicesThis award recognises the generous support provided to FMAAustralia, through supporting events, attendance at functions andthrough contributing to the facility management industry. FMAAustralia is very fortunate to have many supporters but this year’swinner is ISS Facility Services owing to their generous support of theassociation during tough economic times.

Dean Campbell, Commercial Director, ISS Facility Services, accepts the Corporate Supporterof the Year award.

FMA Australia National Member of the Year – MikeO’SheaThis is one of FMA Australia’s most important individual recognitionawards. It is awarded to an individual who has displayed exceptionalcommitment and dedication to FMA Australia over the past 12months and has tirelessly undertaken additional responsibilities forthe benefit of a larger group of members and the reputation ofFMA Australia.

Mike is a long standing member and has served on nationalcommittees. He was involved in the preparation of earlier contractingguidelines and more recently in the preparation of the “InnovativeProcurement Solutions for Service Delivery” document under the FMAction Agenda, in which he maintained an active role throughout its

three year term and served on its Innovation Recognition WorkingGroup.

He was an AFM 3 until recently when he transitioned to take upthe IFMA CFM credential.

Mike O'Shea accepts his award.

The presentation of the awards was followed by a raffle, which washeld in support of Open Family Australia. Open Family Australiaprovides outreach support and services to young people at risk. Since1978, it has been working with some of Australia’s most marginalisedyouth, linking them to the services they require and helping them toreconnect to their family and community.

Prizes for the raffle included an Australian cricket shirt signed byMatthew Hayden, a Yamaha Wireless PDX50 IPOD docking stationand a dozen bottles of Australia Wine.

With the formalities taken care of, the rest of the night was givenover to pure entertainment. We were treated to a spectacularperformance by magicians, Tim and Sue Ellen, including somehilarious audience participation. The talented band, Select, followedand it didn’t take long before the dance floor was full of partying FMskeen to dance the night away and we believe, but we couldn’tpossibly say for certain, that some guests may have continued thenight’s frivolities until the wee small hours at the casino…

35


ideaction 09

FM’S LET THEIR HAIR DOWNAT THE ideaction 09 GALA DINNER

36


ideaction 09

With more than 100,000 business-to-business customersworldwide, ISS is one of the world’s largest commercialproviders of Facility Services. The company has

operations in 50 countries across Europe, Asia, North America, SouthAmerica and Australia.

ISS provides a range of services, including Cleaning, Security,Property Services, Pest Control, Grounds Maintenance, WashroomServices and Office Support, just to name a few. In addition, ISS isable to offer Integrated Facility Services, where all servicerequirements for a facility are provided by ISS as a single package,

allowing for consistency of service quality and stream-lining ofcontract negotiation.

Within Australia, ISS has more than 22,000 employees spreadacross every State and Territory. With a portfolio of clients whichincludes Rio Tinto, the Federal Government, McDonald’s, L’Oreal,Royal North Shore Hospital, the Melbourne Cricket Ground andCoca-Cola, just to name a few, the range and depth of experiencewhich ISS can bring to service provision is undoubtedly best in class.

ISS is also strongly engaged in meeting its corporate socialresponsibilities. Indigenous Development and Employment is one ofISS’ core priorities, and through our status as a Corporate Leader inIndigenous Development and Employment, and our support of the50,000 Indigenous Jobs program through the Australian EmploymentCovenant, ISS is committed to supporting Indigenous communities.

Additionally, ISS is a strong supporter of charity events. IncludingChalk the Walk, the Sydney Special Children’s Christmas Party andthe Smith Family Christmas Appeal, to name a few, ISS has a longstanding involvement with numerous charitable organisations andfundraising events.

Beyond Australia, ISS has been in operation for over 100 years andin 2008 posted revenues of approximately AU $19 billion. Withnearly 500,000 employees, this makes ISS the world’s 9th largestprivate employer.

With a focus on corporate values of honesty, entrepreneurship,responsibility and quality, and a commitment to never compromisewhen it comes to employees’ safety, ISS is the best choice for serviceprovision. ISS leads facility services globally, by leading facilityservices locally.

To find out more about how ISS can provide a world of service foryour company, please visit www.au.issworld.com.

Platinum sponsor of ideaction 09and FMA Australia’s Premiumsupporter for 2008/09

37


FMA AUSTRALIA – 20 YEARS

FMA Australia Celebrates a MilestoneFMA Australia celebrates 20 years as an industry association in2008/2009 and as part of the celebration, WinterComms’ MaxWinter compiled the following history from the publications andmaterial available.

FMA Australia is blessed with having members who have beenand continue to be passionate about the association’s reasons forbeing, and who have contributed their time and efforts throughoutthe years in furthering the objectives of the association. One of thefoundation members was University of Sydney’s Coordinator ofGraduate Program of Facilities Management, former FM ActionAgenda Recognition Working Group member and perennial FMindustry protagonist, David Leifer.

WinterComms: David, am I correct in understanding that in theearly developmental discussion stages at least, the precursor to FMAAustralia was originally going to be a chapter of the InternationalFacility Management Association (IFMA)?

DL: In 1988 Cemac Commercial Interiors together with theirsponsors which included Steelcase, funded a tour series involvingBrisbane, Sydney and Melbourne. The speakers were FranklinBecker, Alan Hedge, and Frank Duffy, and they were introduced byDuncan Waddell, who was in fact a member of the US based IFMAat the time.

Following that tour in 1989, under Duncan’s guidance, anAustralian chapter of IFMA was considered, but passed in favour ofsetting up our own association called the International FacilityManagement Association of Australia (IFMAA).

The first Chairman was Malcolm Campbell from DavenportCampbell Architects, who played an integral part in the initialdevelopment of the chapter. Early players included Ian Dove, BruceBoell from Melbourne, and others, and there were chapters set up inBrisbane, Sydney, Melbourne, Perth, and possibly one in SouthAustralia—I think set up by Brian Purdey.

In about 1991 Graham Brawn set up the FM Masters degree atMelbourne University, and at about the same time Sydney Universityalso offered a Masters degree, while I was doing continuing

education classes up in Brisbane.Around 1992-1993 the IFMAA and IFMA have been having

discussions about where the membership funds should go—whetherthey should be remitted to the US or whether they should beretained within the chapter in Australia. No resolution was achieved,and so the IFMAA became the Facility Management Association ofAustralia.

At the time of my membership, Malcolm Campbell fromDavenport Campbell Architects was Chairman.

David Leifer mailed his copies of some early IFMA Australia andsubsequent FMA Australia newsletters, and the following are newssnippets from that time (not all were available):

198812 August 1988, Sydney A meeting convened by some of Davenport Campbell (Architects)and Cemac Office Interiors key people was held at which the idea offorming a facility management association in Australia receivedsupport.24 August 1988, Sydney The first general meeting was held at which the first Board of IFMAAustralia was elected.

1989FMA National Board MemberYear 1989CHAIRMAN MALCOLM CAMPBELL

VICE CHAIR MALCOLM HARRILD

FINANCE DIRECTOR OR TREASURER MARK BRACKENBURY

DIRECTOR MICK VENES

DIRECTOR GRAHAM PARRY

DIRECTOR ED SCHALCHLIN

DIRECTOR RON RIGBY

February 1989 (IFMA Australia issue 1)—According to thenewsletter the following was stated about incorporation:

FMA AUSTRALIA20 YEAR CELEBRATION

Life Members

Under FMA Australia’s Constitution,

Life Membership is awarded to a

member who has rendered such

services to the association which, in

the opinion of the Board, would entitle

the member to the distinction of Life

Membership. The following members

have been awarded Life Membership:

Bruce Boell (1995)

David Allen (1997)

Hetty Blythe (1998)

Geoff Parnell (1999)

Duncan Waddell (2000)

Hilaire Graham (2001)

Brian Purdey (2002)

Richard Mayes (2005)

Founding ‘fathers’ of the Facility Management Education Program at the University of Melbourne were in attendance at an FMAforum meeting where graduating students received their diplomas. Back row from the left are Bruce Boell (Founding Father), GlenHibberd (FMAA Chairman – VIC), John Cousens (Nat. Bank), Prof. Ross King (Acting Dean), Prof. Graham Brawn, Tony Cunsola(Sheel Oil), Garry Sonnberger (Geyer Design), Hans Vaney (Vaney Design), John Walter (Founding Father) and front row seated areWarren Doubleday (Melb. Fire Brigade) and Robert Tueno (L. V. Simon). Over 60 attendees attended the ceremony.

38



“Incorporation—The Memorandum of Articles of Associationwere in place although finding a suitable name to clearly distinguishthe Australia Association had been difficult. That is how we havecome to be operating as IFMA Australia”.

A series of seminars sponsored by Cemac and co-sponsors (suchas Steelcase mentioned earlier) were held in November 1988 inQueensland, New South Wales and Victoria to inform practitionersand to gauge and galvanise interest in membership. These seminarsproved to be extremely successful in attracting members very early inthe development of the association.

At the time of publication of the first newsletter, membershipstood at 69, with new applications coming in at the rate of about 10per month. The Board already strongly supported the forming of localchapters or branches to promote their professional network, as wellas “a national and international voice”.

Among the foundation members were Associate member RobertHopton (David Hicks Peddle Thorp), Associate member David Leifer(University of Queensland), Professional member Sam Ragusa(Griffith University), Professional member Mario Vella-West (ICIAustralia), and Professional member John Walter (AustralianDirectory Services).

April 1989 (IFMA Australia)—saw Pam Tamplin (Hewlett-Packard) assist with the newsletter, and an acknowledgement of thevaluable contribution made by Mike Venes from Cemac who wasleaving due to an interstate move. Acknowledgement was also givenof strong interest in developing a Victorian Chapter from Doug Scott(Shell) and Ron Crewe (ICI), and from David Leifer (QueenslandUniversity) in working toward a Queensland Chapter.

July 1989 (IFMA Australia)—saw the membership increase to120 nationally with new members including Graeme Philpott, GlenHibberd, and Dennis Beitz. Planning was underway for the NationalFacility Management Conference in early 1990.

October 1989—A membership and finance drive was on to funda secretariat service for the association, some research had alreadybeen undertaken such as membership surveys and industry research,including first mention of the Warren Centre (and it’s then currentFire Safety Project).

1990FMA National Board MembersYear 1990CHAIRMAN MALCOLM CAMPBELL

VICE CHAIR RON RIGBY

FINANCE DIRECTOR OR TREASURER MARK BRACKENBURY

DIRECTOR GRAHAM PARRY

DIRECTOR ROBERT HOPTON

DIRECTOR GARRY RUSH

DIRECTOR LOUIS TAURIAN

DIRECTOR GEORGE LOGAN

COMPANY SECRETARY JOHN CLARE

February 1990—made mention of the last membership update inOctober 1989, when membership stood at 132, and announced afurther 23 members including Sharon Nowell (Compaq ComputerAust P/L), Susan Brindle (Officemakers P/L), Duncan Waddell(Davenport Campbell), Ian Dove (Davenport Campbell), and JamesCalder (Woods Bagot). Mention was also made of the new branchdevelopment committee in Victoria comprised of John Walter, JohnCollins, Ken Bradley, Duncan Waddell, Michael Ranger and GlenHibberd.

June 1990—announced was the formation of the Victorian Branchin January 1990 with State Chairman John Walters, while inQueensland their local branch held their first forum on 9 May 1990,with Sam Ragusa as State Chairman and David Leifer as Secretary.New members included Honorary member Hetty Blythe (BuildingServices Australia Magazine), John Johnson (KMPG Peat MarwickHungerford), and Kevin Fitzgerald (Hoadley Budge Olphert).

December 1990—announced an excellent response to the first

IFMA National Conference, held on 16 November 1990, at theSydney Convention & Exhibition Centre, Darling Harbour, Sydney,with more than 120 delegates from around Australia.

November 1990—saw Malcolm Campbell, then chairman ofIFMA and Dr Geoff Gidley, Chairman of the Association of FacilityManagers UK, sign an affiliation agreement between the twoassociations.

1991FMA National Board MembersYear 1991CHAIRMAN GRAHAM PARRY

VICE CHAIR JOHN WALTER

FINANCE DIRECTOR OR TREASURER ALAN BARNES

DIRECTOR MICHALE PIZZEY

DIRECTOR BRUCE BOEL

DIRECTOR LOUISE TAURIAN

DIRECTOR SAM RAGUSA

IMMEDIATE PAST CHAIR MALCOLM CAMPBELL

COMPANY SECRETARY GARRY RUSH

March 1991—a change in administration structure sees theestablishment of the National Board as a separate entity from StateCommittees, a move which effectively announced the formation of anew committee for NSW.

The Victorian Branch would play host to the second IFMA NationalConference in Melbourne in late October/early November 1991,with Conference Convenor Duncan Waddell as the contact.Membership had reached 290 by December 1990.

December 1991—announced the success of the second nationalConference and exhibition, with close to 200 delegates attending,including 18 members of the Japan Facility Management Association.The inaugural trade exhibition boasted 50 participating companies.

1992FMA National Board MembersYear 1992CHAIRMAN JOHN WALTER

VICE CHAIR ALAN BARNES

FINANCE DIRECTOR OR TREASURER ALAN BARNES

DIRECTOR BRUCE BOELL

DIRECTOR LINDSAY FARRELL

DIRECTOR MICHALE PIZZEY

DIRECTOR DAVID LEIFER

DIRECTOR REGINA BAUTISTA

IMMEDIATE PAST CHAIR GRAHAM PARRY

COMPANY SECRETARY DUNCAN WADDELL

EXECUTIVE DIRECTOR OR CEO —

Between October 1992 and April 1994 IFMA (Australia)changed to FMA Australia Limited. No newsletter from thistime period was available.

Change of NameAt an extraordinary general meeting of members held in Melbourneon 30 July 1992, a resolution was passed to formally change thename of International Facility Management Association Limited toInternational Facility Management Association (Australia) Limited, toavoid any confusion with IFMA in the US.

This decision was formalised on 2 October 1992 with theregistration of the name, and then on 15 December 1993, theregistered name was formally changed to the Facility ManagementAssociation of Australia Limited.

39



1993FMA National Board MembersYear 1993CHAIRMAN ALAN BARNES

VICE CHAIR BRUCE BOEL

FINANCE DIRECTOR OR TREASURER GEOFF PARNELL

DIRECTOR —DIRECTOR LINDSAY FARRELL

IMMEDIATE PAST CHAIR JOHN WALTER

DIRECTOR ACT —DIRECTOR QLD DAVID LEIFER

DIRECTOR NSW BARRY O’BRIEN

DIRECTOR VIC BRUCE BOEL

DIRECTOR SA STEPHANIE BURKE

DIRECTOR WA GEOFF PARNELL

COMPANY SECTRETARY DUNCAN WADDELL


In 1993 Duncan Waddell launches FM magazine with Hetty Blythe asfounding Editor. Around 1996 Janelle Schrieber becomes ManagingEditor of the publication. In June 1997 FM magazine becomes theofficial magazine of the Facility Management Association of Australia(a relationship that ended in August /September 2006), and aroundthe beginning of 1998 FM magazine is sold to HH & M Media.

1994FMA National Board MembersYear 1994CHAIRMAN BRUCE BOELL

VICE CHAIR GEOFF PARNELL

FINANCE DIRECTOR OR TREASURER GEOFF PARNELL

DIRECTOR DUNCAN WADDELL


DIRECTOR BARRY PHILIPS

IMMEDIATE PAST CHAIR ALAN BARNES

DIRECTOR ACT BRUCE HARVEY

DIRECTOR QLD DAVE ALLEN

DIRECTOR NSW KEVIN FITZGERALD

DIRECTOR VIC GLEN HIBBARD

DIRECTOR SA PETER MURRAY

DIRECTOR WA GEOFF PARNELL

COMPANY SECRETARY ELIZABETH MCCALLUM


April/May 1994—Bruce Boell (pictured),FMA Australia National Chairman as at April1994, will take on full-time responsibilities asCEO (or Executive Director) of FMA Australia,commencing June 1994.

June/July 1994—The FMA Australia fifthannual Conference and Exhibition for the yearwas entitled The Competitive Advantage—Facility Management and was held at theSydney Convention Centre, Darling Harbour 30

November to 2 December.Helen Bergstrom (then with Noble Lowndes Ltd) became member

696, and Stephen Ballesty (Rider Hunt Sydney) became member698.

1995FMA National Board MembersYear 1995CHAIRMAN GEOFF PARNELL

VICE CHAIR —FINANCE DIRECTOR OR TREASURER JAY LOMAX


DIRECTOR ROSS HALFACREE

DIRECTOR ALAN BARNES


DIRECTOR ROBERT GOFF

DIRECTOR JOHN WALTER

IMMEDIATE PAST CHAIR BRUCE BOELL

DIRECTOR ACT BRUCE HARVEY

DIRECTOR QLD DAVE ALLEN

DIRECTOR NSW MERRYN CHOLERTON

DIRECTOR VIC JOHN JOHNSON

DIRECTOR SA PETER MURRAY

DIRECTOR WA BILL YATES

COMPANY SECRETARY ELIZABETH MCCALLUM

EXECUTIVE DIRECTOR OR CEO BRUCE BOELL

February/March 1995—One of the outcomes of the discussionsthat Bruce Boell and Geoff Parnell had had earlier in 1994 with theircounterparts in Europe, was the announcement (in the Feb/Mar1995 issue) of the formation of a new international affiliation to beknown as Global FM (a predecessor to the present organisation).

New members included Caroline Burns (750) Woods Bagot,Richard Mayes (754) Reserve Bank of Australia, Brian Purdey (757)Strategic Impact, and Paul Bondin (773) Space Craft P/L.

May June 1995—saw the announcement of the secondinternational Conference of Global FM to be held in conjunction withFMA Australia’s own Conference in Melbourne in 1997. Geoff Parnellbecame the first Vice Chairman of Global FM, with Keith Pratt ofBIFM elected as Chairman for 1995-96.

New members included George Spink (790).July/August 1995—In terms of FM educational opportunities by

July 1995, University of Melbourne offered a Graduate Diploma inFacility Planning and Management, as well as a Graduate Certificateof Facilities Studies, and a Masters degree. University of Sydneyoffered a Diploma in Design Science (Facilities Management), and aMaster of Design Sciences (Facilities Management). Outer EasternCollege of TAFE in Melbourne (now Swinburne) offered a shortcourse in Facility Management, University of Queensland offeredshort courses in Facility Management, Deakin University (Melbourne)offered FM subjects as a unit of Bachelor of Commerceundergraduate degree, while Edith Cowan University offered FMsubjects as part of a Bachelor of Science (Security) undergraduatedegree.

New members includedSue Pridmore (817 –pictured left) CFMR P/L,and Garry Sonnberger(818) Strategic FacilityManagement Services.

September/October1995—saw a change ofFMA Australia News

format and the Editorship change to Melbourne with Ruth Taylortaking on the role. Moves were also afoot to employ a full-timeExecutive director for FMA Australia.

New members included Craig Cronfors (834).November/December 1995—announced the appointment ofSandra Makris (pictured right) as the new full-time Executive Directorof FMA Australia, and also saw the national office move from Sydneyto Melbourne at Level 1, 40 Market St on December 6.

40



1996FMA National Board MembersYear 1996CHAIRMAN DAVE ALLEN (PART)CHAIRMAN DUNCAN WADDELL (PART)VICE CHAIR —FINANCE DIRECTOR OR TREASURER JAY LOMAX


DIRECTOR ROB GOFF

DIRECTOR JOHN WALTERS

DIRECTOR ROSS HALFACREE

DIRECTOR STEPHEN BROOKE

DIRECTOR —IMMEDIATE PAST CHAIR GEOFF PARNELL

DIRECTOR ACT BRUCE HARVEY/ALAN GRIFFITH

DIRECTOR QLD DENNIS BEITZ

DIRECTOR NSW SHARON NOWELL

DIRECTOR VIC JOHN JOHNSON

DIRECTOR SA ALISTER MCFARLANE

DIRECTOR WA HOWARD JOHN

COMPANY SECRETARY DAVID RENNICK

EXECUTIVE DIRECTOR OR CEO SANDRA MAKRIS

January/February 1996—Dave Allen is elected NationalChairman FMA Australia. Among the new members were DonHitchcock (901) Cadd West Bureau.

September/October 1996—pronounced the 7th FMA AustraliaConference and Exhibition as the largest yet, with 3800 visitors to theexhibition. The interactive office created by Omni Interiors was aprimary feature, and the exhibition seminar program also attractedthe largest audiences ever.

New members included George Harley (CSIRO), Andrew Angus(Dexion Australia), Laurie Reeves (James Hardie Environ), FranklinTrouw, Ian Young and Rajiv Nagrath.

No further copies of FMA News available.

1997FMA National Board MembersYear 1997CHAIRMAN BRIAN PURDEY

VICE CHAIR DENNIS BEITZ

FINANCE DIRECTOR OR TREASURER GARRY SONNBERGER

DIRECTOR SAM RAGUSA

IMMEDIATE PAST CHAIR DUNCAN WADDELL

DIRECTOR ACT ALAN GRIFFITH


DIRECTOR NSW HILAIRE GRAHAM

DIRECTOR VIC TONY MITCHELL



COMPANY SECRETARY —EXECUTIVE DIRECTOR OR CEO —

June/July 1997—in the June/July 1997 issue of FM magazine,Janelle Schreiber announces that FM magazine has become theofficial publication of FMA Australia (an agreement that ended inAugust /September 2006).





DIRECTOR ACT IAN WALLACE

DIRECTOR QLD NEIL PEACH

DIRECTOR NSW HILAIRE GRAHAM

DIRECTOR VIC GEORGE BOBURKA

DIRECTOR SA ROY HUMPHRIES

DIRECTOR WA PETER SCOTT

COMPANY SECRETARY —EXECUTIVE DIRECTOR OR CEO STEPHEN BETROS (BDM)

February/March 1998—saw newly elected National ChairmanBrian Purdey reflect on the achievement of 1997, including theestablishment of the role of Business Development Manager(Stephen Betros), the role of Membership Services Officer, and theappointment of a part-time book-keeper.

June/July 1998—Brian Purdey announces that membershipreaches 800, a growth of 30 per cent on the previous year.







DIRECTOR NSW RICHARD MAYES

DIRECTOR VIC GEORGE BOBURKA



COMPANY SECRETARY TONY MITCHELL

EXECUTIVE DIRECTOR OR CEO STEPHEN BETROS

April 1999—Brian announces that membership reaches the 1000mark.

June 1999—Brian announces the launch of the FMA Australia –Arthur Andersen Facility Management Industry sizing study in Sydneyin July, the progress on the accreditation system, and the nationalresearch strategy with the outcomes of research into ChurnManagement, FM Contracting and interoperability.



FINANCE DIRECTOR OR TREASURER CHRISTOPHER BIGGS

DIRECTOR STEVE GLADWIN

DIRECTOR CAROLINE BURNS




DIRECTOR NSW RICHARD MAYES

DIRECTOR VIC IAN GARDNER

DIRECTOR SA RUDI VICTORIA




41



The 2000 FMA Australia national team: Lurline Kelly, Ingrid Divers, Executive DirectorStephen Betros, Sandi Selvey and Jane Trevaskis.

June 2000—Saw significant industry collaboration and support inproducing two more reports, firstly Facility Operating CostBenchmarks, and secondly Service Delivery and Efficiency Drivers.

August/September 2000—Saw the launch of the FMA Australiaaccreditation system at the ideaction 2000 Conference, held inCanberra. Duncan Waddell was made a Life Member at theConference, while Richard Mayes was National Member of the Year.

October/November 2000—saw the end of Brian Purdey’s reignas National Chairman, and also the availability of the FMA Australia2000 Salary Survey. Richard Mayes became Chairman in November.

2001FMA National Board MembersYear 2001CHAIRMAN RICHARD MAYES

VICE CHAIR CAROLINE BURNS


DIRECTOR STEVE GLADWIN

DIRECTOR —IMMEDIATE PAST CHAIR BRIAN PURDEY

DIRECTOR ACT JOHN COUSINS

DIRECTOR QLD SHAUN KENAFAKE

DIRECTOR NSW STEPHEN BALLESTY

DIRECTOR VIC PETER KAVAN

DIRECTOR SA RUDI VICTORIA




The new FMA Federal Board of Directors. From left: Rudi Victora, Peter Scott, RichardMayes (chairman), Stephen Betros, Stephen Ballesty, Caroline Burns, Steven Gladwin, JohnCousins, Shaun Kenafake, Brian Purdey, Christopher Biggs.

May/June 2001—saw the third lot of candidates move throughthe FMA Australia Accreditation system, and the beginning of theExecutive Briefing Series.

September/October 2001—announced the commencement inOctober of FMA Australia’s Professional Development Workshops.

2002FMA National Board MembersYear 2002CHAIRMAN RICHARD MAYES

VICE CHAIR STEVE GLADWIN


DIRECTOR —DIRECTOR FIONA PRICE

IMMEDIATE PAST CHAIR BRIAN PURDEY

DIRECTOR ACT JOHN COUSINS

DIRECTOR QLD GREG TENBRICK

DIRECTOR NSW STEPHEN BALLESTY

DIRECTOR VIC PETER KAVAN

DIRECTOR SA ANDREW PILL


COMPANY SECRETARY MARKO MISKO


May /June 2002—Held for the first time in the regional BarossaValley, the 2002 FMA Australia ideaction Conference hosted over300 delegates with the theme of Shaping the Future. ChairmanRichard Mayes took the opportunity to launch agenda 2007, FMAAustralia’s strategic plan containing four key result areas: namely thecommunity, knowledge, advocacy and support agendas.

July/August 2002—saw FMA Australia achieve a sound financialresult for the year and 1300 members for the first time, as well as thelaunch of the new-look FMA Australia website at www.fma.com.au.

November/December 2002—FMA Australia move office on 15December, to 60 Leicester Street, Carlton 3053, reinforcing itscommitment to environmental sustainability in FM with a green-leasein the iconic building.

2003FMA National Board MembersYear 2003CHAIRMAN STEVE GLADWIN

VICE CHAIR STEPHEN BALLESTY

FINANCE DIRECTOR OR TREASURER GREG TENBRICK

DIRECTOR KERRY LODGE

DIRECTOR —IMMEDIATE PAST CHAIR RICHARD MAYES

DIRECTOR ACT ALAN MCGRATH (PT)DIRECTOR QLD GREG TENBRICK (PT)DIRECTOR NSW CHRIS MARRABLE (PT)DIRECTOR VIC SUE PRIDMORE (PT)DIRECTOR SA ANDREW PILL (PT)DIRECTOR WA PETER SCOTT (PT)COMPANY SECRETARY MARKO MISKO (PT)EXECUTIVE DIRECTOR OR CEO. STEPHEN BETROS

January/February 2003—New Chairman Steve Gladwin outlinesthe successes of the research publications launched including the FMSizing Study, the FM Benchmarking Study, Churn Research and therecent launch of the FM Contracting Guidelines.

March/April 2003—As part of agenda 2007, National Councilshave been formed to address the key areas, including Community,Knowledge, Advocacy and Support.

June/July 2003—announced greater access for FMA Australiamembers to BIFM services.

October/November 2003—FMA Australia joins the AustralianConstruction industry Forum (ACIF) and takes a lead role inSustainability, as well as launching the Building Services Communityof Practice on September 15.

42



2004FMA NATIONAL BOARD MEMBERS

YEAR 2004CHAIRMAN STEVE GLADWIN

VICE CHAIR STEPHEN BALLESTY


DIRECTOR ALAN MCGRATH

DIRECTOR SUE PRIDMORE

DIRECTOR KERRY LODGE

IMMEDIATE PAST CHAIR RICHARD MAYES

COMPANY SECRETARY STEPHEN BETROS


December 03/January 04—announces changes to FMAAustralia’s Constitution that allows for team general membership,and the submission of an Action Agenda to the CommonwealthDepartment of Industry, an initiative designed to commit bothindustry and government to a series of actions that underpin futureindustry performance, and growth.

February/March 2004—The Federal Government announces theFacility Management Action Agenda, with its focus on the keyplatforms of Innovation, Education, Sustainability, and RegulatoryReform under the umbrella of Recognition.

April/May 2004—saw the signing of the ‘Partners in Excellence’agreements with FMA Australia and IFMA, BIFM, and SAFMA (theSouth African Facility Management Association), the launch of FMAAustralia’s FM Guidelines to Managing Risk, and the first meeting ofthe proposed Industry Leaders Group under the FederalGovernment’s support of the FM Action Agenda.

August/September 2004—announces a membership increase of15% on the previous year—an all time high facilitated by the newteam membership category. Steve Betros also resigned as ExecutiveDirector to pursue his studies.

October/November 2004—sees the forming of the StrategicIndustry Leaders Group, chaired by John McCarthy.

2005FMA National Board MembersYear 2005CHAIRMAN STEPHEN BALLESTY

VICE CHAIR KERRY LODGE


DIRECTOR ALAN MCGRATH

DIRECTOR SUE PRIDMORE

DIRECTOR JON MCCORMICK

DIRECTOR STEVE TAYLOR

IMMEDIATE PAST CHAIR STEVE GLADWIN

COMPANY SECRETARY KAREN HILL

CHIEF EXECUTIVE KAREN HILL

February/March 2005—introduces Stephen Ballesty as the newNational Chairman, and Karen Hill as the new CEO.

June/July 2005—heralds the launch of the FM Action Agenda onApril 28, with the release of the publication The FM Action Agenda –Managing the Built Environment.

August/September 2005—sees the release of the AccessEconomics Facilities Management Industry Report. Progress is alsoreported on another one of the FM Action Agenda’s initiatives, theFM Exemplar: Sydney Opera House Project, with CRC forConstruction Innovation as the project managers, its three streams ofresearch being Building Information Modelling (BIM), servicesprocurement, and performance benchmarking.

John McCarthy is again appointed as Chair to oversee the FMAction Agenda’s three year tenure, which is supported through thevoluntary efforts of industry leaders.

October/November 2005—sees mention of the extensiveadministrative resourcing, systems upgrading and financial reviewundertaken by FMA Australia CEO Karen Hill and her team at

national office, and the first meeting of the FM Action AgendaImplementation Board in August.

2006FMA National Board MembersYear 2006CHAIRMAN STEPHEN BALLESTY

VICE CHAIR KERRY LODGE (PT)FINANCE DIRECTOR OR TREASURER GEORGE SPINK

DIRECTOR STEVE JONES

DIRECTOR ANDREW MCEWEN

DIRECTOR JON MCCORMICK

DIRECTOR GEOFF PARNELL (PT)IMMEDIATE PAST CHAIR STEVE GLADWIN

COMPANY SECRETARY KAREN HILL

CHIEF EXECUTIVE KAREN HILL

April/May 2006—announces a new governance structure withnational committees sharply focused on Membership, Education &Training, Communication & Marketing, Conference, Innovation &Best Practice, as well as a new category of affiliate membership foryoung professionals starting up in facilities management. FMA Onlinemonthly e-newsletter is launched with the first edition released inApril.

June/July 2006—announced the launch at the FMA AustraliaConference, of the FM Action Agenda website (one of the FM ActionAgenda Action Steps identified), and the appointment of FMAAustralia’s Education & Training Committee, headed by RichardMayes as Chair, and Jon McCormick, Bernie Galletti, Craig Langston,Martin Leitch, Graham Miller, Geoff Parnell and John Thomson ascommittee members. FMA Australia’s website also undergoes arevamp, and is launched in June.

August/September 2006—Stephen Ballesty pronounces theFMA Australia ideaction Conference and exhibition, held in Canberra,an outstanding success, with special mention made of JohnMcCarthy, Chairman of the FM Action Agenda ImplementationBoard, the recipient of FMA Australia inaugural HonoraryMembership. Membership reaches 1700 and special thanks aregiven to Kerry Lodge, who stepped down after three and a half yearson the Board, the last year as Vice Chair. Karen Hill announces herintention to resign as FMA Australia CEO, and also FMA Australianational office’s impending move to Level 6, 313 La Trobe St.

October 2006—Karen Hill formally announces the end of theagreement with FM magazine, and that FMA Australia’scommunication strategy will be announced in the November issue ofFMA Online.

December 2006 – Karen Hill provides her last report as Chiefexecutive, FMA Australia, reporting on the success of the new IMIS(online) membership system, and announces the appointment ofDavid Duncan who commences in the position on January 15, 2007.

2007FMA National Board MembersYear 2007CHAIRMAN ANDREW MCEWEN

VICE CHAIR GEORGE SPINK

FINANCE DIRECTOR OR TREASURER STEVE TAYLOR


DIRECTOR NAOMI NIELSEN

DIRECTOR BRYON PRICE

IMMEDIATE PAST CHAIR STEPHEN BALLESTY

COMPANY SECRETARY DAVID DUNCAN

CEO DAVID DUNCAN

February 2007—announces the new FMA Australia magazine,Facility Perspectives, to be launched in April. New CEO DavidDuncan outlines FMA Australia’s plans for expanding industryengagement, increasing membership and embarking on an

43



organisational strategic plan for the next 3-5 years.April 2007—saw the launch of Facility Perspectives, a quarterly

national magazine published by Executive Media and endorsed byFMA Australia.

June 2007—FMA Australia’s ideaction 2007, held in Sydney ispronounced a resounding success, and planning on the strategic planis coming to a close with Board endorsement expected soon.

July 2007—FMA Australia and the Tertiary Education FacilityManagement Association enter into a strategic partnership with jointaccess to information and attendance at each organisation’s events atmember rates.

August 2007—announces the further revamp and provision ofadditional services on the FMA Australia website and to FMA Onlinee-newsletter, including a Recruitment and Careers section. Also thelaunch of a new series of professional development courses,identified through member needs surveys.

September 2007—The FMA Australia strategic plan is launchedand made available on the FMA Australia website.

October 2007—sees the commencement of a year-long review ofthe Facility Management Accreditation System (FMAS).

December 2007—One of the initiatives of the FM Action Agenda,the FM Exemplar: Sydney Opera House research report AdoptingBIM for Facilities Management: Solutions for Managing the SydneyOpera House, wins the top award of the night at the Association ofConsulting engineers Australia (ACEA) Awards, adding to the Awardsalready received for the project’s first publication, FM as a BusinessEnabler.


VICE CHAIR GEORGE SPINK (PT)FINANCE DIRECTOR OR TREASURER STEVE TAYLOR


DIRECTOR NAOMI NIELSEN




CEO DAVID DUNCAN

FMA Australia 2008 Board: Chairman Andrew McEwen, Immediate Past Chair StephenBallesty, Bryon Price, CEO David Duncan, George Spink, Steve Jones, Steve Taylor, NaomiNielsen.

March/April 2008—FMA Australia’s new online e-procurementservice, FMA eStore is launched on the FMA Australia website, aswell as the availability of a number of operational businesspublications.

August 2008—FMA Australia announces consultation with DIISRin relation to the federal government Green Building Fund. FMAAustralia also establishes a Policy Advisory Group (PAG), consisting ofmembers of FMA Australia with expertise in areas such assustainability, energy efficiency, HVAC, aged care and mining andresources, to effectively provide industry-specific information in theformulation of FMA Australia’s policy documents, positionstatements and submissions to government. The FM Action Agendareaches the end of its three year tenure, with project outcomes to be

announced in the coming months.September 2008—saw the introduction of a professional

development course designed to address the green retrofitting ofexisting buildings, as well as further advocacy and engagement withthe BEIIC, ASBEC and ACIF.

October 2008—FMA Australia provide input as a member of theAustralian Sustainable Built Environment Council’s Climate ChangeTask Group, including the Second Plank report.

December 2008—saw the consolidation of FMA Australia as acorporate entity, with strong increases in revenue growth fromprofessional development registrations (up 63 per cent), branchevents attendances (up 22 per cent), and website advertising.


VICE CHAIR STEVE TAYLOR

FINANCE DIRECTOR OR TREASURER STEVE TAYLOR



DIRECTOR KRISTIANA GREENWOOD

DIRECTOR CHRIS HUNT



CEO DAVID DUNCAN

February 2009—FMA Australia adopts the IFMA FacilityManagement Professional (FMP) and Certified Facility Manager(CFM) credentialing programs providing FMA Australia memberswith ready access to a globally recognised system.

Congratulations go to John McCarthy, Honorary Member of FMAAustralia, Chair of CRC for Construction Innovation, and formerChairman of the FM Action Agenda, who was awarded the Officer ofthe Order of Australia (AO).

March 2009—FMA Australia is actively engaged on all fronts,including membership of the DEWHA Steering Committee for theNational Framework for Energy Efficiency study into commercialbuilding energy use, providing advice to the Australian Bureau ofStatistics on definitions for FM professionals in ANZSCOclassifications, developing submissions for government on mandatorydisclosure of energy efficiency in commercial office buildings, theimportance of climate change mitigation measures in addition to theCarbon Pollution Reduction Scheme and the development of theNational VET Sector Sustainability Policy and Action Plan.

Integral to the actioning of all these objectives both past andpresent is the efforts and input of the management and staff of FMAAustralia national office, and they are:

David Duncan – CEORosie Bennett – Marketing and Communications AdvisorTim Farrelly – Membership AdvisorMurray Hirst – Finance ManagerCarly Jenkins – Administration CoordinatorCarolyn Journeaux – Operations ManagerSimon Morgan – Policy AdvisorBelinda Ralph – Executive Assistant to the CEOStacey Vassiliadis – National Events Advisor

Editor’s Note: We dearly wish to make this historical account ascomplete as possible, and if any FMA Australia members haveadditional material that they wish to add, please do not hesitate tocontact me via email [email protected] .

44



The FutureWinterComms’ Max Winter asked FMA Australia CEO David Duncanabout his view of FMA Australia historical milestones and his vision of thefuture for the FMA Australia as an association.

20 Years of FMA Australia – AnInterview with David Duncan

FP: What do you, as current CEO, seeas some of the important definingmilestones in FMA Australia’s history?

DD: I think the most importantdefining milestone for FMA Australia hasbeen its progression as a peak industrybody. Given that FMA Australia, 20 yearsago, started as a volunteer-managedAssociation, it has, in a relatively shortspace of time, transitioned to a company

limited by guarantee established under the Corporations Act(Commonwealth) with a national office of 10 staff, a membership ofsome 2000 individuals, and a sizeable turnover. During that time, theAssociation has become a professional and commercial entity serving theneeds of its members and has increasingly become more proactivelyinvolved in advocating on industry issues with government, business andindustry.

Secondly, the establishment of the FM Action Agenda in 2005 was adefining milestone in raising the profile of the Association as well asfacilities management as a professional industry sector, particularly as itreceived Federal Government endorsement and through that, recognition.One of the outcomes of achieving this recognition is the establishment ofthe facility management industry as a separate industry sector by theAustralian Bureau of Statistics.

Through the active participation and contribution of many facilitymanagement and property industry volunteers, some of the FM ActionAgenda outputs such as the FM Exemplar: Sydney Opera House projectreport and particularly the Building Information Modelling aspect - whichseeks to provide a common information platform for all the builtenvironment industry sectors from architectural, engineering andconstruction to facilities management - was innovative and no doubtmoving forward will become the norm in the industry. Other outcomes ofthe FM Action Agenda include the “Innovative Procurement Solutions forService Delivery” publication just released, together with the “PracticalGuide to Sustainability for Operational Facility Managers” and “FacilityManagement Contribution to Productivity Improvement” publicationswhich are nearing completion.

Thirdly, another outcome of the FM Action Agenda is theestablishment of a vocational Certificate IV qualification in PropertyServices – Operations and Facility Management which is being offeredthrough RMIT, which commenced earlier this year.

Unrelated to the FM Action Agenda, but a defining milestone in itsown right was the adoption of the International Facility ManagementAssociation (IFMA) Credentialing Programs earlier this year, to replace theFacility Management Accreditation System, which provides FMAAustralia members with ready access to internationally recognised andaccepted competency based credentials.

FP: Of the achievements during your tenure so far, which particularlystand out for you?

DD: For me personally as an Association manager, the establishmentof the Association on a solid financial footing, run on sound businessprinciples is a major achievement. The governance structure of FMAAustralia has been a contributing factor in this regard, however, it isgratifying that the Association is not only delivering many value-addedservices and benefits to its members but is doing so in a cost effective andefficient manner.

Secondly, I view establishing a staff structure at national office withhighly qualified, competent and capable individuals as a major outcome.We currently cover the areas of event management,marketing/communications, membership, finance, education/professional development and policy/research. The recruitment of

policy/research capabilities in particular, has allowed FMA Australia tomore easily develop policy positions that can be communicated togovernment, industry and the media.

The establishment of a volunteer policy advisory group has alsoassisted us greatly in our endeavours to formulate comprehensive andcohesive policy priorities. Additionally, the untiring efforts of all of ourbranch committees have translated into success across the totalmembership.

Increasing the professional development offerings to members has alsobeen a highlight of my tenure, and it is a very important aspect goingforward, as too is the establishment of strategic partnerships with alliedindustry bodies such as the Tertiary Education Facility ManagementAssociation (TEFMA) and the Australian Institute of Refrigeration, AirConditioning and Heating (AIRAH), with others to follow.

Aligned to this is the re-signing in Dallas, Texas last October inconjunction with IFMA’s World Workplace conference of the Partners inFM Excellence Agreements with both the British Institute of FacilitiesManagement (BIFM) and the International Facility ManagementAssociation (IFMA), for a further five year term each.

And lastly, the creation of our industry publication “FacilityPerspectives” is a significant achievement. It is a valuable and highlyeffective vehicle for conveying industry knowledge and views and itsdistribution stretches across the globe.

FMA Australia is certainly making a valuable contribution (as one of thefounding members) to Global FM and in particular as initiators of a WorldFM day, which will take place on August 28 for the first time this year forthe FM industry on a global basis.

FP: What are some of the key objectives (and issues) for FMA Australiagoing forward, as you see them?

DD: The focus of our attention should be on the delivery of specificeducation and training packages, and professional development for facilitymanagers overall, particularly when you see the challenges andopportunities presented by the increasing focus of governments aroundthe globe in connection with the climate change agenda. With that willcome the need for green retro-fitting of existing commercial office spacewhich in Australia represents 98% of the total commercial stock, and thecorresponding focus on energy efficient management of the builtenvironment.

Associated with this is the Graduate Certificate in Energy Efficiency forFacility Managers to be rolled out across Australia in July of this year. Weare joining forces with AIRAH to promote and deliver this course to ourrespective members and others. This was made possible through grantfunds from Sustainability Victoria, and it has taken two years to develop. Ibelieve this offering will be a very relevant and sought after qualification,once it is launched.

FP: Where do you see FMA Australia as an industry association in fiveyears time?

DD: FMA Australia will be an organisation that continues to grow inmembership, stature, credibility and recognition by peer bodies,government and communities. It will be acknowledged as a relevantorganisation for the important role that it plays in promoting facilitymanagement as a profession which encompasses multiple disciplines andensures the sustainable functionality of the built environment throughoutits life cycle, through the integration of people, process, place andtechnology.

Facility management as a profession will continue to gathermomentum and influence, principally because of its critical role in drivingthe energy efficiencies needed to deliver sustainable outcomes inaddressing climate change.

The direction and decisions made by FMA Australia in recent timesconcerning, in particular, career pathways encompassing education andcredentialing initiatives will assist greatly in ensuring that climate changechallenges are addressed in a professional and competent manner.

Indeed, over the next five years, I am confident that the take up of ourcredentialing and education offerings will be significant and render thefacility management profession a credible and sought-after career forschool leavers and those wishing to transition into it from otherprofessions or elsewhere.

45


PARTNERS IN FM EXCELLENCE

WinterComms: I think it would be fair tosay that each country or global regionFacility Management organisation has itsown history and unique areas ofadvancement. What do you see as IFMA’sstrengths?

DJB: In defining our strengths I wouldfocus on three primary areas. The first is thefact that our organisation will celebrate its30th anniversary next year. In effect, IFMA’soriginal founders created the profession offacility management as we know it today.Over the last three decades IFMA hasconsistently focused on its mission toadvance the facility management professionby enhancing its visibility and recognition inthe United States and in 62 other countriesaround the world. Our 19,500 membersmanage more than 37 billion square feet ofproperty and annually purchase more thanUS$100 billion in products and services.

Our second strength lies in the fact that IFMA has identified thenine core areas of skill and knowledge necessary to effectivelypractice facility management. These competencies are the basis forour educational content: to establish the foundation of the CertifiedFacility Manager® (CFM®) credential and form the core of ourRecognised Degree Programs in colleges and universities around theworld.

Third, we are focused on leveraging our internal and externalcapabilities by working with carefully indentified organisationsaround the world in both the public and private sector. Thesecollaborative efforts, which are included in our strategic objectives,serve to enhance the quality of benefits and services offered to ourmembers, stakeholders and global facility management community.Certainly, the Facility Management Association of Australia is rightlyconsidered to be one of our premier partners and will be for manyyears to come.

WinterComms: What is your vision as CEO? What initiatives havebeen identified as priorities?

DJB: My vision, which as you would expect, aligns closely toIFMA’s vision. I would like the facility management profession tocontinue to gain momentum and recognition by corporate andorganisational decision makers as an integral component of overallstrategy. The current global economic crisis provides an exceptionalopportunity to demonstrate the importance of effectively managingthe built environment from the perspective of operational excellenceas well as leveraging facilities as part of the economic engine that willeventually return everyone to some sense of normalcy.

As you might expect, one of the primary initiatives IFMA isfocusing on is the alignment of the facility management function withcorporate/organisational strategy. In our last trends report titled,“Exploring the Current Trends and Future Outlook for Facility

Management Professionals,” (available as afree download at www.ifma.org), linkingfacility management to strategy was clearlyprioritised as the driving trend.

A second initiative is the role facilitymanagement has in the enhanced globalfocus on sustainability and energy efficiency.Industry professionals have played asecondary role in sustainability initiatives forway too long—this has obviously changedradically over the last two to three years.IFMA recently established a task force ofindividuals, both member and non-membersrepresenting private and public sectororganisations, to establish a strategy for thedelivery of sustainability education andinformation. We look forward to theirfindings and recommendations.

Our third priority is to marshal the humanand financial resources necessary to increase

the availability of a formal educational curriculum for facilitymanagement in colleges and universities around the world. We mustget beyond hearing about individuals assuming responsibility for thefacility management function because they were in the wrong placeat the wrong time. Simply put, facility management is a dynamic,exciting and financially-lucrative profession. This is the message weneed to send to those embarking on their career paths.

WinterComms: What does IFMA see as opportunities in the U.S.for facility management?

DJB: We have undergone one of the most visible and contentiouspresidential elections in recent history while the House ofRepresentatives and Senate have moved more in favour of anenhanced liberal agenda. Regardless of our political persuasions, itwould be naïve to think that the built environment and facilitymanagement in particular, would not be affected by the changes inWashington, D.C. Our government is making plans to jumpstart theeconomy by investing hundreds of billions of dollars in infrastructureprojects.

According to the US Environmental Protection Agency and the USDepartment of Energy, buildings in the United States account for 40percent of energy use—utilising 12 percent of fresh water, 88percent of potable water, 68 percent of all electricity and exploitingsignificant amounts of land while creating 136 million tons ofconstruction and demolition waste. No other function is as wellpositioned to act at the micro and macro levels to advanceinfrastructure-related initiatives as the facility professional. At thesame time IFMA -through our representatives in Washington, D.C.-stands ready to provide research, insight and guidance onopportunities for facility management to contribute to our nation’srecovery and wellbeing as well as that of the global economy. Theseare difficult times for everyone but it’s also a wonderful time to be inthe profession.

INTERVIEW WITH DAVID J. BRADY PRESIDENT AND CEO, INTERNATIONAL FACILITY MANAGEMENT ASSOCIATION

An integral cornerstone of the evolution of FMA Australia has been its partnership and relationshipswith facility management associations internationally, and none have been stronger than with theInternational Facility Management Association (U.S.A) and the British Institute of FacilitiesManagement. WinterComms’ Max Winter asked David J. Brady, President and CEO of the International FacilityManagement Association, about their association and its role in furthering the advancement offacilities management.

46


PARTNERS IN FM EXCELLENCE

WinterComms: What challenges does the facility managementprofession in the US face?

DJB: The challenges affecting facility management are not unlikethose facing public and private sector companies around the world asthe result of the current economic climate. These challenges arecomplex and will most likely take a number of years to address andsolve. In the United States alone, after months of postponements,thousands of public and private building projects have been placedon hold. While the stimulus package driven by President Obama andpassed by Congress will address a portion of these, there willcontinue to be a growing backlog of deferred maintenance that reallycannot afford to wait any longer. The good news is that many ofthese projects can commence on relatively short notice when neededresources are provided.

While recent employment statistics paint a grim picture, the factremains that one of our profession’s greatest challenges continues tobe our ability to provide skilled and educated individuals to take theplace of facility managers entering the ranks of the retired. While theeconomic realities may have some effect on lessening the number ofnew facility managers needed in the next two to three years, the factremains that this will continue to be a huge challenge to theprofession’s future.

WinterComms: What industry trends do you see for FM in theUS?

DJB: As I mentioned earlier, IFMA conducts a bi-annual facilitymanagement trends forecast which is going to be updated later thisyear. The current version of the research, in addition to linking facilitymanagement function to corporate strategy, also included emergencypreparedness, change management, sustainability, emerging buildingtechnologies, globalisation of the workplace, broadening diversity inthe workforce, and—not surprisingly—aging buildings. For manyfacility practitioners these trends are not necessarily new but the rolemost of them play has gained significant momentum. We have alsoseen a growing trend for facility management to become morefocused on partnering with other parts of their organisation such ashuman resources and information technology—both of which sharesimilar trends to those identified by IFMA.

WinterComms: What do you see as emerging global trends inFM?

DJB: Interestingly, this was a question addressed last year by themembers of the Global Facility Management Association (GlobalFM)—a worldwide federation of facility management associationsincorporated in Brussels, Belgium in 2006. Two other Global FMmember organisations (your own Facility Management Association ofAustralia and the British Institute of Facilities Management) haveconducted similar studies to the one done by IFMA with remarkablysimilar results. Although the priorities of global trends shift slightlyfrom IFMA’s frame of mind, there seems to be some commonthreads in those identified including education as the future of theprofession; sustainability and energy efficiency; facility managementnow and in the future—the challenges; economies and culturesacross borders; risk management and innovation.

As the facility management profession continues to mature, wefully expect that the geographical distinctions from the formativeyears will continue to dissipate. There is no doubt that facilitymanagement is a true global profession as evidenced by theincreasing number of new industry-related organisations formingaround the world—as well as the IFMA currently having members in62 countries and credential holders in 32 countries.

WinterComms: I notice that IFMA has utilized the BalancedScorecard approach for it strategic objectives planning which includesmeasurable and clearly defined outcomes. What do you see ascritical success factors in achieving membership number andmembership service outcomes across your diverse membershipacross the globe?

Engaging members and stakeholders with relevant products andservices is key to achieving critical success factors. We exist to servethe facility management community and to advance the profession

both here in the United States and globally. Anticipating ourmembers’ and stakeholders’ needs and developing new programsand/or re-tailoring existing ones are the most importantdeterminants. Through our trends forecasting efforts and continuallymonitoring evolving business conditions on a global scale, we focuson delivering appropriate products and services when and whereneeded. This forms, in our opinion, the incentive for new membersand the foundation for the best in education, research, networkingand publications.

The balanced scorecard (BSC)—adopted by IFMA approximatelyfour years ago—has served us well by providing clear, measurableand focused objectives related to our operations. We have adoptedseven relatively straightforward objectives embracing the four BSCperspectives of stakeholder, internal, learning and growth, andfinancial. We have also incorporated three overriding themes thattouch on each of the objectives—these include global influence,community and operational excellence. Most importantly, the BSChas been cascaded internally among functional areas so that eachstaff member understands the strategic expectations as set byIFMA’s board of directors and senior strategy team. In addition, wehave had a great deal of success by creating similar scorecards for ourchapters and councils - all of which support IFMA’s own balancedscorecard.

WinterComms: One of the big issues in Australia is the need toarrive at uniform Building Codes legislation that govern all theindividual States and Territories. At present these are proclaimed bythe Commonwealth and then either rejected, accepted, or acceptedwith variations by the individual States and Territories—a major costimposition on facilities management and building owners. What isthe situation in the United States?

It would sound as though we are facing similar challenges. TheUnited States is comprised of 50 states in a federated form ofgovernment. Beyond the enumerated functions of the federalgovernment, theoretically, states are free to enact laws and setstandards. Within the states there are also sub-governmental entitieslike counties, cities, villages and townships that have some degree offreedom to enact codes and regulations that do not supersede thosealready set by the state. In practice, there is a great deal of similarityin codes and regulations because many governmental entities adoptthose that have been recommended by various inter- and intra-industry code-setting bodies. Ultimately, the specific location andgoverning municipality is where code compliance occurs.

In addition, IFMA is a member of the Open Standards Consortiumfor Real Estate (OSCRE). This not-for-profit organisation, for which Isit on the board of directors, is working on frameworks to translatebusiness processes within the industry into workable, standard,informational models that can be exchanged in XML format.Promoting the development, synthesis and adoption of e-businessstandards will enable the industry to function more effectively andefficiently.

OSCRE is also working with the Property Information SystemsCommon Exchange Standard (PISCES), based in the United Kingdom,and with other global organisations to accomplish the same goals.The success of the OSCRE and PISCES initiatives could potentiallyhave a positive effect on these uniformity issues.

WinterComms: Do you see any emerging trends that could shapethe future of facilities management practices?

DJB: As mentioned previously, IFMA will be re-evaluating itsfacility management trends research later this year. We do not,however, expect to see any significant changes from those previouslyidentified other than possible changes in priorities related to currenteconomic conditions and the global business environment. What I dobelieve we will continue to see for the profession is a continuation ofthe vast changes in the scope of responsibilities for the facilitypractitioner.

Today’s workplace is virtually unrecognisable from the one Iremember 10 or 15 years ago. That, quite simply, is what makes thisprofession as exciting as it is.

48


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49


REGULATING FOR SUSTAINABILITY

FM AND SUSTAINABILITYRESEARCH AND DEVELOPMENTAt this year’s FMA Australiaideaction conference, CRC forConstruction Innovation’s CEO DrKeith Hampson presented asession on the built environment’sfuture priorities in terms ofsustainability—focusing on how itrelates to research and skilldevelopment. He also discussedthe proposed Sustainable BuiltEnvironment CRC which, ifsuccessful in its bid to theAustralian Government, willpartner with leading Governmentand industry associations such asFMA Australia, to intensifyresearch and delivery ofknowledge and technologies forthe built environment. The newcentre, if successful, will offer arenewed focus on increasingsustainable environmental, socialand economic industry outcomes. WinterComms’ MelanieDrummond spoke to Keith aboutwhy the proposed successor toCRC for Construction Innovationis ideally positioned to move theindustry forward and through thecurrent economic andenvironmental climate.

Keith Hampson, CEO of CRC for Construction Innovation,believes the collaboration of industry, Government andresearch will create a more sustainable future for our builtenvironment. IMAGE: ERIKA FISH.

50



WinterComms: Why do we need a national, integrated researchand education centre for the Australian property, design, constructionand FM industry?

KH: At this stage in our nation’s history we’re at a crossroads.Firstly, we’re at a crossroads in terms of the global financial crisiswhich has been thrust upon us in the last six to nine months,secondly, our community infrastructure such as buildings, transport,health, education, power and water has been chronically under-invested in for the last few decades, and thirdly, there is a strongglobal and national push for more sustainable practices to beembedded in the design, construction and operation of our facilities.

Those three drivers create an opportunity for us to ensure that wego forward on a pathway that satisfies each of those three criteria—so its imperative to ‘grasp the nettle’ as a nation.

A large player in determining the future outcomes of the builtenvironment industry is the Facilities Management sector, forexample—digital modelling in the industry demonstrates that theFacilities Management side of the industry is one of the majorbenefactors of improved practices over the life cycle of facilities.

It’s also important to consider the industry that we’re part of interms of its role in national economic growth, and it’s an opportunitythat the Australian Government has, fortunately, not missed. In otherwords, the built environment industry, from property through toFacility Management employs almost one million people in thiscountry and contributes something of the order of 14 per cent of ourGDP. Clearly it’s a major employer of Australians, but it’s alsoimportant in terms of the employment spin-offs in other industriesthat are the direct reflection of the health of the built environmentindustry. In that sense, the pump priming that is occurring in the

economy at the moment shows that the Australian Government isrealising the importance of the built environment to the health of therest of the economy and to the creation and maintenance of jobs andour standard of living. That in essence, is a fundamental driver as towhy Research & Development is required to help this industry do thethings that it does do better, but also to look towards future needsand challenges.

WinterComms: How committed is the Government to working inwith industry and researchers to improve the sustainability of thebuilt environment?

KH: We have a fairly strong demonstration of commitment fromthe Australian Government, not just in the stimulus and infrastructurepackages, but also from the Minister for Innovation, Industry, Scienceand Research Senator Kim Carr who talks about doubling the level ofcollaboration between Australian businesses, Universities andresearch agencies over the next decade. He has a major drive to buildthe relationships across industry, government and research nationallyand internationally, so his over-arching drive in that area coupled withthe Government’s economic action plan is an ideal opportunity tolook into the opportunities going forward.

At the moment, infrastructure is in the perilous state of havingbeen under-invested in for the past decades. Our infrastructure isaging and cracking under pressure—and we need to take theopportunity to renew our community infrastructure with a focus onsustainability and preparedness for climate change for the longerhaul.

WinterComms: What have you progressed so far in the existingCRC for Construction Innovation?

KH: In 2001 the CRC for Construction Innovation was formed—

“I think in terms of thepartnership it workswell, Government seeksto reflect the politicalgoals as policy makers,with industry puttingthe reality check onwhat’s achievable froma business perspectiveand the researchenabling world-classtechnologies andmanagement processesto make it to happen.That partnership isvery powerful.”

51



and for the first time there was a national Research and Development(R&D) and Education centre for the industry. It progressed fromhaving 19 partners in 2001 to 27 partners in 2008 and doubled itsinitial partner investment, so our measure of success of the CRC ofConstruction Innovation is the support that its partners have providedand the collaboration across its projects since then.

In our new partner group for the proposed Sustainable BuiltEnvironment CRC we will have around 40 partners, with a muchbroader approach to servicing small and medium enterprises (SME’s)across the industry—reflected through the membership of industryassociations like FMA Australia. Previously, we had a series ofactivities with industry associations but there wasn’t a formality aboutthe engagement. Now we’ve got that formal partner status forindustry associations and that gives us a much stronger, industry-wide legitimacy. It is very central also to the way in which we see thedissemination of outcomes of our research and education programsbeing delivered to industry.

The Facilities Management Action Agenda’s exemplar case studyof the Sydney Opera House was one of the central and mostsuccessful activities achieved in partnership with the CRC forConstruction Innovation. One of the enduring successes of thatpartnership was the research, and more importantly, the educationand training outcomes for the nation that emerged from thatprogram. Throughout 2005, 2006, 2007, 2008 and even today, wehave many references to that study nationally and internationally. It’sa leading example of applied research into practice, and the way inwhich industry, Government and R&D centres like CRC forConstruction Innovation have been able to effect industry changethrough applied research and education. That was a great base for

what we see now as the future of applied research and education inthe industry, through the new proposed centre which would be calledthe Sustainable Built Environment CRC. We have three NationalExemplar Projects—in health, education and transport—that extendthe success of the FM exemplar: Sydney Opera House project for theentire industry. It’s very exciting!

WinterComms: What will the proposed new Sustainable BuiltEnvironment CRC bring to the industry?

KH: The new centre will have a much broader membership acrossAustralia and internationally, including the formal link with industryassociations, but also stronger support across industry andgovernment. It has a much stronger focus on the National agenda, itwill be more closely linked to Federal Government initiatives and willhave significantly more support across other states. We are strongerin a national sense—ready to address some of the major challengesfacing the industry in today’s economic climate.

CRC for Construction Innovation has been in consultation withindustry and government over the past two years about apredecessor. We were part of the National Built EnvironmentIndustry Forum in December 2007 in Sydney and listened to leadindustry associations and industry and government stakeholders. Thatgroup provided us with the challenge of addressing environmental,social and economic sustainability in a future bid to service the builtenvironment industry in this country. In 2008, we convened a seriesof state workshops and distilled those broad ideas into specificprograms of activity which would form part of the Sustainable BuiltEnvironment CRC. Then, later in 2008, we developed a detailed bidto Government for another entity—the Sustainable Built EnvironmentCRC, which would run from 2009 to 2016.

52



We think the timing is absolutely right in terms of there being aSustainable Built Environment CRC—a national independent researchand skills development centre for Australia’s built environmentindustry. Importantly, we have been very sensitive to industry andgovernment’s needs, and through that process I mentioned, we’vedeveloped three programs of delivery which are broken down asfollows:

Program 1–Greening the Built Environment1.1 Sustainability assessment system1.2 Climate change blueprint1.3 Skills programProgram 2–Developing innovation and safety cultures2.1 SME innovation exchange2.2 Preventative health strategy2.3 Skills programProgram 3–Driving productivity through procurement3.1 Virtual built environment3.2 Integrated project delivery system3.3 Skills programThe primary challenges that we have taken from our industry and

government research users are what we have put into the three keyareas in each program. One of the most important things to note isthat each of the programs in Programs 1, 2 and 3 incorporate aformal program of skills development. Our industry and governmentstakeholders are clear that our industry has been under-investing inskills development for too long.

Now, in a complimentary way, with an active industry-drivenresearch, we need to step up the range of skill development activity.Where previously we have worked at a higher education levelprimarily, we will now be working more closely with the VET andTAFE sectors in the future. It’s critical that we have workers at everylevel of the supply chain aware of the need to action moresustainable practises in the design, construction and maintenance ofour built environment—in order for us to make an impact on ourcarbon, water, energy and waste footprint. In that sense, theintegrated skills development component of each of the threeprograms is a core component of what the Sustainable BuiltEnvironment CRC will deliver for the industry going forward.

WinterComms: What impact will the Sustainable BuiltEnvironment CRC have on Government legislation and regulation forimproving the sustainable practises of the built environment?

KH: The broader engagement of industry and government and theclose engagement of industry associations will provide the extralegislative teeth that is needed. For example, as we work with theAustralian Construction Industry Forum and 13 lead industryassociation members like FMA Australia (my estimates are that thoseorganisations represent some 200,000 workers in the industry), theyin their own right and collectively, have significant political influenceand ability to help shape industry and Government policy. Moresignificantly, the Government itself is a partner to our centre. In thatsense we’re dealing with the policy makers at a number of levelsdirectly.

WinterComms: What support can you expect from theGovernment in terms of providing tougher Minimum EnergyPerformance Standards (MEPS) for the built environment?

KH: I think it is the sort of thing that will come out of the researchwe will undertake in partnership with industry firms and associationsthat represent the built environment and government. We intend tocontinue a proactive partnership with the Government to work outwhat goals are philosophically and politically achievable, but alsousing our leading researcher’s scientific perspective to shape what isachievable. In particular, we will work to drive efficiency gain andharmonise the reputation and rating for more sustainable design andperformance of Australia’s infrastructure and buildings. I think interms of the partnership it works well, Government seeks to reflectthe political goals as policy makers, with industry putting the realitycheck on what’s achievable from a business perspective and theresearch enabling world-class technologies and managementprocesses to make it to happen. That partnership is very powerful.

WinterComms: Do you think the built environment is preparedfor the introduction of a carbon economy?

KH: I believe the need to recognise that climate change is a centralchallenge for civilisation and our industry specifically is now isunderstood. The question as to what specific action might berequired, and is achievable in a business and scientific sense, is onethat is constantly under scrutiny. It is something we look forward toworking on with our industry, as government and research realise theappropriate blend of leading public policy, business practices andworld-class science.Dr Keith Hampson and the team at CRC for Construction Innovation will

hear in late July 2009, if the bid for the new centre has been successful. We

wish them well.

54



LIGHTING THE WAYTHROUGH THE ‘GREEN’ BUILDING RATING MAZE

Building owners, developers and

occupiers face a complex mix of

design, application and classification

requirements to meet Australia’s two

key ‘green’ rating tools for office

buildings—Green Star and NABERS

Energy. Brett Annesley, Dynalite

Segment Manager-Energy

Management, sheds light on the

issues from a lighting control and

automation perspective.

PICTURED: Brett Annesley,

Dynalite Segment Manager-Energy Management

55



Energy management and environmental performanceare becoming increasingly significant across today’scommercial building sector. This is no surprise,

considering Australia’s commercial buildings producenearly nine per cent of the nation’s greenhouse gasemissions. In an attempt to minimise carbon footprint andenvironmental impact, there is an increased requirementfor ‘green’ functionality in commercial buildings, from thedesign phase through to construction, installation andoperation.

Office buildings are one of the largest contributors toAustralia’s greenhouse gas emissions, with lightingsystems representing between 10 and 30 per cent of theenergy consumed. So it stands to reason that byoptimising the environmental performance of officebuilding lighting systems, significant energy and costsavings can be realised.

Assisting industry with energy-efficient andenvironmentally friendly office building design andperformance are Australia’s two key ‘green’ building ratingtools—the Green Building Council of Australia (GBCA)Green Star, and National Australian Built EnvironmentRating System (NABERS) Energy.

Interpretation of Green Star and NABERS Energyclassification processes, and achieving the desiredclassification in a commercially viable and timely manner,represent real challenges for building owners, developers,managers and occupiers. Identifying and understandingjust how office lighting loads can be managed—andprecisely what Green Star and NABERS Energy ratingsdemand lighting-wise—is essential to optimisedenvironmental performance.

Know your NABERS While the Green Star and NABERS Energy rating toolsshare a common goal of energy-efficient andenvironmentally responsible performance, each has adifferent focus. The Green Star rating tool is acomprehensive rating system that is centred on theenvironmental design performance of a building,rewarding environmental leadership and innovation. TheNABERS Energy system is primarily concerned withevaluating the actual energy consumption and greenhousegas emission performance of an existing building.

Originally known as the Australian Building GreenhouseRating (ABGR) until it was renamed in May 2008,NABERS Energy ratings for existing office buildings arederived from the actual amount of energy (electrical, gas,coal and oil) a building or tenancy consumes over 12months. Buildings are benchmarked on a scale of one tofive stars, with five stars being the least polluting. NABERSEnergy ratings reflect both the quality of the buildingdesign and the management of its utilities.

While often used to rate existing office buildings, theNABERS Energy rating process can also begin during thedesign phase of a building. This requires the relevantstakeholders to enter into a NABERS Energy performancerating commitment agreement using an approved

estimation model—this is mandatory for all projectsseeking a NABERS Energy rating of four stars and above.After the building is completed and operating for 12months with a minimum of 50 per cent occupancy, anassessment is carried out by an accredited assessor and aNABERS Energy rating is awarded. Importantly, a NABERSEnergy rating of 4.5 stars is a mandatory prerequisite forobtaining a Green Star rating.

Going Green StarGreen Star is an all-encompassing environmental ratingscheme, which evaluates the environmental design andpotential performance of a building. Developed by theGBCA, the Green Star rating system focus is onsustainability with an objective to promote environmentaldesign, while recognising the environmental performanceof commercial buildings.

Green Star is made up of a series of self-assessmentrating tools that address the overall environmentalperformance of office buildings. At present, these ratingtools comprise Office Design v3 (assessed at the end ofthe design phase), Office As Built v3 (assessed at the endof the construction period), and Office Interiors v1.1 (canbe assessed during design phase and post-fit-out). Anumber of additional pilot rating tools are awaitingratification by the GBCA. Moreover, a design, project orbuilding cannot claim a Green Star rating unless it hasbeen certified by the GBCA.

Each Green Star rating tool addresses eightenvironmental impact categories—Management, IndoorEnvironmental Quality, Energy, Transport, Water, Materialsand Land Use and Ecology.

Credits/points are awarded across these categories,plus a separate Innovation category. The eight categoryscores are then multiplied by a weighting factor for eachcategory (where weighting factor values are region-specificand take into account the issues affecting the localenvironment) to give a total points score. The Innovationcategory is not weighted. A sum of the weighted categoryscores plus the Innovation points corresponds to a GreenStar rating.

Both Green Star and NABERS Energy rating tools havebeen developed to empower commercial building ownersand occupiers to realise truly effective energymanagement strategies and sustained demand reduction.Here, lighting control and automation solutions play asignificant role.

Intelligent lightingBy their very nature, lighting control and automationproviders are in the business of energy management. WithGreen Star and NABERS Energy assuming greaterimportance to tenants and building owners, a key elementof the role of lighting solutions providers is to advise andassist clients with obtaining star-rating credits for thelighting control systems they deploy.

From design through to installation, commissioning andoperation, intelligent lighting systems can yield significant

CONTINUED PAGE 58

The Remote Lighting Lifter (RLL) being distributed by INGAL

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Lee Stacey, Sales Representative at Middys Electrical Wholesalers

in Warrnambool VIC, has seen a number of installations in

commercial and industrial facilities in the area recently, and is positive

of the product’s quality – “…they are reasonably priced and I believe

we’ll definitely see many snapped up in the coming year.”

On the market for about 18 months, this innovative product has

been installed in a range of facilities across Australia. The

Warrnambool City Council recently retrofitted two compact units in

their office staircase, between the first and second floors.

“There was no access for the council to change their light fittings at

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Lighting Lifter units were the perfect solution to the Council’s problem

and were easily retrofitted in the ceiling,” said Matthew Pentreath,

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The RLL is perfectly suited for installation in factories,

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A number of factories in Victoria are currently trialing the RLL,

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GlaxoSmithKline (GSK) Pharmaceuticals.

WCBF are trialling two hook type units in their factory at

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and maintenance of lights. The RLL eliminates the need for hiring

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GlaxoSmithKline (GSK) Pharmaceuticals and Healthcare are also

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In addition to the convenience of the product, the RLL also

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For further information or pricing on the RLL pleaseemail [email protected] or Freecall 1800 623 302.

Light Lowering ProductProves Popular

A popular new maintenance product has flickeda switch in the facilities management industry.

CLIENT FEATURE

58



energy savings, and earn building stakeholders credit points acrossboth Green Star and NABERS Energy rating systems.

Significant savings can be realised and specific credit pointsearned, by simply ensuring lighting is only activated when and whereit is required within the office. Here, automated lighting controlsystems with presence sensing and zoning capabilities make a hugedifference. Modern energy-efficient practices demand more vigilancein avoiding illuminating unoccupied areas. Smart lighting systemsincorporating sensors can be configured to establish which workareas are in use, and keep these—and routes to these areas—illuminated, while shutting off lighting in unused areas.

Other energy-saving strategies rewarded under Green Star andNABERS Energy include ‘daylight harvesting’ and luminaire dimmingfunctionality. Daylight harvesting involves maximising the use ofnatural light through clever building design, which in turn minimisesthe use of artificial light. Often, natural light levels need only beenhanced with small amounts of artificial light. Automated lightingcontrol systems with luminaire dimming functionality allow buildingowners to vary the amount of artificial light delivered to differentareas of the building or floor. This kind of control flexibility meansenergy and money can be saved, while maintaining lux levels inaccordance with Australian Standards, and most importantly,ensuring occupant comfort.

An important and often underestimated consideration inmaintaining the NABERS Energy rating is accommodating changeswithin the building once constructed. Over its lifetime, a typical officebuilding will experience ‘building churn’, where tenancies change,staff numbers fluctuate and office activities vary. By ensuring lightingand energy-management systems can accommodate thisreconfiguration of the office space, and adopting a scalable,distributed approach to lighting control, building owners can avoidwasteful and intrusive lighting refurbishments and extend the lifetimeof their lighting system. Such scalable systems can also adapt to theconstruction of neighbouring buildings that block the sun, as well as

climatic changes.

Measure and manageFurther environmental benefits can be realised, and Green Starcredits and enhanced NABERS Energy outcomes gained, by lookingbeyond the lighting control itself. Employing integrated lightingcontrol systems that can incorporate third-party control elements,such as audio-visual, curtains, blinds and temperature controlsystems make practical and economic sense. They allow buildingowners to avoid duplicating infrastructure for individual controlsystems, which is wasteful and costly. This is especially so for newconstruction projects, where installers and building owners prefer toavoid installing, managing and operating a plethora of controlsystems.

From a NABERS Energy perspective, much can be done withexisting office building lighting systems as well. Simply retrofittingluminaires can produce significant savings. By replacing T8 38Wluminaires (common in many pre-2000 office buildings) with moreadvanced T5 28W, building owners can improve their lumen output,and increase light output ratios from approximately 0.6 to 0.8 andabove, with less current draw.

It’s a proven fact that performance dictates behaviour. If you can’tmeasure it you can’t manage it. Equipping new and existing lightingcontrol solutions with metering and sub-metering functionalityprovides building owners with valuable insight into the performanceof the system by monitoring the current draw of individual floors,departments or office sections. This helps building owners compareactual performance against NABERS Energy requirements andbenchmarks. Metering is especially helpful during the commissioningstage, where lighting systems are tuned to operate within the GreenStar and NABERS Energy guidelines. It allows operators to establish ifthe lighting system is performing as intended or malfunctioning insome way, and make the appropriate adjustments.

Commissioning office building lighting control systems is as

Intelligent lighting systems can earn building stakeholders credit points across both Green Star and NABERS Energy rating systems.

59



important as design and installation. Anyone can supply the systemcomponents, but installing it, integrating it with other systems andcommissioning it to ensure it operates as per the energy-efficientdesign requires expertise. It is essential that the lighting controlsystem professionals responsible for commissioning adhere toindustry benchmark guidelines, such as those prescribed by theChartered Institute of Building Services Engineers (CIBSE). Doing somaximises the likelihood of achieving the required Green Star andNABERS Energy rating.

A ‘green’ futureBy evaluating multiple stages of the building design/constructionprocess, the Green Star and NABERS Energy rating tools go someway to ensuring ‘green’ lighting system designs are actually installedand become an operating reality. In the building/constructionindustry there exist a number of inherent barriers that can delay orderail the implementation of energy-efficient solutions throughout abuilding’s evolution from design to construction.Developer/contractor/owner division and disagreements arecommon and often lead to ‘on-the-run’ changes to design, which therating tools are intended to counteract.

The Green Star and NABERS Energy initiatives, coupled withgrowing corporate responsibility, is resulting in more and moreenergy-efficient and environmentally friendly solutions coming tofruition in office buildings across Australia. There is a growing marketexpectation for green buildings, with Government leading the way—all State and Federal Government buildings must have a four-starGreen Star rating as minimum requirement.

This responsibility is one shared by lighting control and automationsolution providers. Armed with a commitment to sustainable energymanagement and an in-depth knowledge of Green Star and NABERSEnergy rating systems, lighting professionals can assist buildingowners in designing and implementing intelligent lighting control

systems that minimise environmental impact, while maximisingoperational performance.

Trademarks: Dynalite is a registered trademarks of DynaliteIntelligent Light Pty Ltd. All other trademarks are the property of theirrespective owners.

Company backgroundCelebrating its 20th anniversary in 2009, Dynalite designs andmanufactures cutting-edge lighting control and building automationsolutions for architectural, commercial, home automation and energymanagement applications.

The company’s sophisticated approach, specialist knowledge andtechnical expertise place Dynalite at the forefront of the industry,particularly in the area of integrated lighting control solutions. With acore belief in empowering its people and partners, Dynalite isdedicated to providing the highest possible level of service to itscustomers.

Fully Australian-owned, with all design and manufacturing carriedout in Sydney, Dynalite has grown over 20 years into a globalenterprise with offices in China, UK and the Middle-East. Thecompany is also represented by a powerful distributor and dealernetwork—known as Dynalite Dimension—in over 40 countries,including Australasia, the UK, continental Europe, the Middle-East,South-East Asia, North Asia, Africa and South America.

www.dynalite-online.com Global contactDannielle Furness, Marketing Manager, DynaliteTelephone: +61 2 8338 9899E-Mail: [email protected] contactRelate Technical Communications www.relatetech.com.auTelephone: +61 3 9593 9973E-mail: [email protected]

Simply ensuring office lighting is only activated when and where it is required can yield energy savings.

With Panasonic’s new range of ElectronicPanaboards improve your presentations and lecturesin the office or boardroom and say goodbye tolengthy note taking. With its sleek, slim design andan abundance of optional features there is aPanaboard to meet every need.

Panaboards fit into multiple business environmentswith a host of features aimed to meet varying busi-ness needs. Some of these useful features include:

Colour Scanning

With the colour scanning Panaboards informationwritten in coloured pens can instantly be scanned incolour making notes and presentations easier to un-derstand.

Easier data sharing

Panaboards offer a range of data sharing capabilities

such as saving to an SD memory card or USB flashmemory in JPEG, TIFF or PDF format for easy shar-ing. The board can also be connected to a PC with aUSB cable for quick data uploading and printing.

Interactive Panaboards

Interactive Panaboards when connected to a PC andprojector can be operated directly using the elec-tronic pen. The ability to control PC software (Mi-crosoft, powerpoint, PC applications) from the boardhelps to make meetings more engaging.

Sleek, metallic slim design

Panaboards come in a range of different designs andsizes offering the best choice for your business envi-ronment.

For more information contact Panasonic on132 600 or visit www.panasonic.com.au

How does a Panasonic ElectronicWhiteboard benefit your business?

60


CLIENT FEATURE

62


REFURBISHMENT+CORPORATE FITOUT

REFURBISHMENT:A DEEPER SHADE OF GREEN

63



In the interests of promoting environmentally friendly business practices, saving ongoing maintenancecosts, and encouraging workplace health and productivity, many corporations are undertaking a greenrefurbishment of their existing premises. But given global economic conditions, what are the mainadvantages with such corporate facelifts, and what are the most important considerations? Gemma Peckham investigates. PICTURED: Lobby, 50 Pitt Street

64



SEPARATING THE FACTS FROM FICTIONInstigating a corporate retrofit will usually benefit a building and itsoccupants in numerous ways. From the practical use of buildingspace to the productivity of workers within the businessenvironment, staff attraction, branding enhancement, and the mostsignificant, its environmental impact, Facility Managers have much togain from the refurbishment of their building’s environment. FacilityManagers have a direct responsibility to inform business and buildingowners about the benefits of retrofits, particularly in environmentaland costing outcomes.

More than 93 per cent of the rental office space in Australia ismade up of older office buildings, the majority of which weredesigned prior to green rating systems. The trend in officedevelopment is seeing a rise in refurbishment as opposed to theconstruction of new buildings, and there are many reasons for this,with the overall benefits of office refurbishment falling into threemain categories: commercial, environmental and operational.

Commercially, it makes sense to update existing building space to

ensure that it isn’t phased out of the property market throughobsolescence. One of the primary drivers in deciding to refurbish isthe operational performance of a building. As buildings begin to dateand approach the end of their life cycles, they are much more likelyto start underperforming in terms of efficiency. HVAC systems thathave not been updated in years, old-fashioned lighting plans andoutdated fittings and appliances all have the potential to drain moneyfrom a company through maintenance and operational costs. Facilitymanagers, through their intimate knowledge of the building, have aduty of care to alert the building owner or landlord to substandardamenities and systems. Giving new life to a building throughupdating the existing operation systems and facilities is an importantconsideration, particularly as utility prices continue to escalate.

Building owners or occupants who choose to continue to operatewith their existing facilities, without considering their environmentalfootprint, place themselves at risk of being superseded. This is thecase within the building industry as a whole, with the trend ofsustainability in architecture and development growing rapidly. Green

Recycled Wall Art at Trevor Pearey House

65



buildings, and even green cities, are now primary considerations forplanners, architects, designers and Facility Managers. The expensesassociated with these environmentally sustainable developments aredropping, and Government grants for green building have also beenimplemented.

When making a choice between building a new green structure orrefurbishing an existing space, one consideration is that the energyoutput of erecting new buildings and building replacements can takedecades to neutralise, if indeed it can be neutralised at all.Refurbishments, however, set an environmentally unsound buildingon a path to immediate reductions in ecological impact, with nowaiting period.

Many Australian furnishings manufacturers are now approachingtheir production from an environmentally aware perspective. ‘Green’carpet fibres and flooring are the focus of numerous floor-coveringcompanies. Furniture manufacturers such as Living Edge arepurchasing carbon offsets for the transport of their goods, andemphasising recyclability and durability of their products to

counteract the throw-away mindset that is prevalent in consumerism.Energy efficient office lighting, environmentally friendly paint, andeven eco-friendly stationery can be used to ensure that the officeenvironment is both sustainable and comfortable.

REFURBISHMENT AND THE FACILITY MANAGERThere are a growing number of well-documented and best practiceprojects setting high benchmarks when it comes to implementationof intelligent refurbishment, as well as incorporating measures thatdrastically reduce the impact of the building’s operations on theenvironment. 500 Collins Street, Melbourne, is one such project.

Nicki Taylor is a Senior Associate at Sustainable Built Environmentsin Melbourne, who were key players in the environmental planningand design of 500 Collins Street. When development commenced in2005, the building was 30 years old and in dire need ofrefurbishment.

Taylor evaluates the benefits of refurbishing an existing space froman environmental point of view, citing “reduced greenhouse gas

Above: Exterior of 50 Pitt Street

CONTINUED PAGE 68

In September 2007, Standards Australia released a new

automatic door standard, entitled AS5007 “Powered doors

for pedestrian access & egress.” Replacing the 1992

Standard AS4085, the new Standard focuses on standardising

the “design, installation, test and safety requirements of all

automatic pedestrian door assemblies.” These assemblies

include automatic sliding, swinging, folding and revolving doors

in all types of buildings as classified in the BCA. The changes

to AS5007 reflect the extensive technological improvements that

have been made to all forms of automatic doors over the last

decade.

As market leader in the automatic door industry, DORMA

Automatics is committed to complying with all sections of

AS5007 and are working toward educating stakeholders in the

requirements of the new standards.

The focus on reliability and safety of the Standard and the

design, installation and service directives within AS5007, have

implications not only for automatic door manufacturers but also

for architects, builders, fabricators and other stakeholders

involved in the design and installation of the door system.

AS5007 sets out requirements for the design and installation of

automatic door operators. Consequently, architects and

designers will be creating entrances and doorways that consider

the safety distance requirements to avoid head, body and finger

trap danger points during the opening cycle of the door.

The maintenance and ongoing safety of a pedestrian door

also features prominently in AS5007. The Standard provides

requirements for the testing, marking and regular servicing of

the complete powered pedestrian door installation. One such

directive requires automatic doors to be serviced at a minimum

of every four months and outlines a requirement for regular

service inspections and maintenance to be undertaken, in

accordance with the manufacturer’s instructions. It is the

responsibility of a building owner / facility manager to ensure

this requirement of the Standard is adhered to.

DORMA service technicians are trained to the service and

commissioning requirements of AS5007 and all DORMA service

documentation follows the criteria laid out in the Standard.

Door signage requirements have also been improved under

the new Standard. All automatic doors will now be accompanied

by one of four, distinctive types of door labels (dependent on the

door type). The new labels are150mm wide and 75mm high

with a blue background and white arrows. The new designs

ensure that all automatic doors and their direction of travel will

be easily identifiable by all pedestrians as they approach the

door.

For further information on AS5007 and all DORMA productsand services please contact DORMA Automatics on1800 675 411 or [email protected].

DORMA leads the way with AS 5007

66


CLIENT FEATURE

DORMA AustraliaTel.1800 675 411 · [email protected] · www.dorma.com.au

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emissions, reduced potable water usage, better indoor environmentquality, reduced operating costs for landlords and lower occupancycosts for tenants” as significant benefits of initiating a green retrofit.According to Taylor, now is an opportune time to be addressing thesenecessary changes.

“The office refurbishment industry is becoming more able to tapinto financial incentives to reduce their environmental impact withthe launch of new federal and local government grants targeted atbuilding refurbishments.”

Taylor points out the importance of including Facility Managers inany refurbishment from the outset of the project. “The FacilityManager can inform the design team of building quirks that needaddressing and their involvement is the best way to ensure that thebuilding will work smoothly in operation,” says Taylor.

During these projects, Facility Managers have the opportunity toimplement new systems that can have a great effect on the manyfacets of an organisation’s operational efficiency.

This is particularly true in the case of retrofitting multi-tenantbuildings. In many of these cases, development occurs while thebuilding is still occupied.

The facility management team is integral in managing the

operational needs of the tenants in relation to the works contractors,as well as reinforcing the owner compliance responsibilities.

THE LOWER COST OF GREEN FITOUTSThe arguments for environmentally sustainable refurbishments aremany, and their number continues to grow. A major shift in recentyears means that an environmentally efficient approach is no longerthe higher-cost route to a building renovation. It is now possible torefurbish with a green emphasis for a similar cost to an ordinaryrefurbishment, which has been proven by one forward thinkingcompany.

The Trevor Pearcey House is the new head office for AustralianEthical Investment (AIE). The 19-year-old building is the first in theACT to be awarded a 6-star green rating from the Green BuildingCouncil of Australia, and only the third in Australia.

The Trevor Pearcey House project is different from manyrefurbishment ventures in that it was designed using low-technologydesign methods, and, importantly, it was undertaken using aconventional budget. This was partially intended to demonstrate thatenvironmentally sound refurbishment can in fact be carried outwithin the constraints of an ordinary refurbishment budget, but with

68



Selling the sustainability message at Trevor Pearcey House

impressive ecological results. Howard Pender, Executive Director ofAustralian Ethical Investments, and stand-in building manager on theproject is eager to emphasise this point: “We wanted to show how itwas possible for a similar cost of a normal refurbishment totransform an ordinary suburban strata office into a state of the artsustainable office, whilst never forgetting that the productivity andcomfort of the people who work there is paramount.”

Additionally, putting environmentally sustainable practices in placestands a company in good stead to lower long-term cost throughsustainability and reduced energy costs. At Australian EthicalInvestments, the decision was made to buy and refurbish an existingbuilding, rather than build a new green building. This is a savvymove, as studies by UK firm BRE Trust show that comparatively,green refurbishments are not only lower in environmental impactthan new site developments, but also represent a significant fiscalsaving in the longer term.

Architect on the Trevor Pearcey project, Kevin Miller, emphasisesthe need to re-evaluate the methods used to produce greenerstructures. “Generally from our experience in small commercial andeducational projects, clients are more aware these days but don’tnormally want to pay extra for a green building. Therefore we have

69



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CONTINUED PAGE 72

New buildings are under an immense amount ofscrutiny in terms of their potential ecological impact.However, it is also necessary to consider the factthat 98% of existing building stock is operating withits own energy efficiency problems, and that a largeproportion of these problems start with the HVACperformance in these buildings.

Dadanco, inventors of the Starline multi-lobe induction nozzle,have been refurbishing and replacing commercial HVAC systemsfor 12 years as well as designing and manufacturing new highefficiency Active Chilled Beams for the new construction market.

Prior to its recent refurbishment, 50 Pitt Street in Sydney’s CBDrequired a significant upgrade to its existing HVAC systems. Thebuilding owners, Hawaiian, had a target of achieving an A gradeproperty rating status as well as 4 Star ABGR and Green Starratings for a refurbishment project.

The existing floor mounted induction units were incapable ofdelivering sufficient capacity for the modernised use of thebuilding, were operating at high static pressure and withunacceptable noise levels for an A grade building, making thesedesign targets unattainable. Dadanco stepped in to help Hawaiianreach their targets through addressing their HVAC refurbishmentchallenges.

In response to such challenges, Dadanco have developedmany product solutions that enable design engineers to deliverincreased cooling capacity through smaller HVAC infrastructureusing Dadanco’s induction technology to deliver higher coolingcapacities for less air by entraining air locally thus increasing airdistribution rates in the conditioned space without increasing theair processed by the air handlers or increasing the size of on-floorductwork.

Challenges that were faced during the 50 Pitt Streetrefurbishment included:

3 Existing plantrooms and on-floor ductwork could not bechanged or expanded

3 Insufficient on-floor cooling capacity3 High fan energy consumption from existing floor mounted

induction units3 On-floor air quantity limited due to existing air risers and

tight ceiling spatial constraints3 The need to relocate perimeter units from floor mounted

to ceiling mounted (modernise building)3 New on-floor HVAC system must fit within tight spatial

constraints3 Achieve A Grade rating from The Property Council of

Australia

3 Achieve 4.5 Star AGBR rating for a refurbished officebuilding

3 Achieve 4 Star Green Star rating for a refurbished officebuilding

For the refurbishment, Dadanco implemented many solutions,including retaining the existing air and water risers, developing226mm height Active Chilled Beams to fit the spatial constraints,modifying and re-routing floor mounted primary air andsecondary chilled water infrastructure for ceiling installation ofperimeter Active Chilled Beams, and the reduction of the primaryair system pressure from maximum of 325 Pascals to a uniform200 Pascals for all new Active Chilled Beam units.

Dadanco’s solutions delivered necessary increases in coolingcapacity using existing air and water risers, as well as delivering77% of perimeter sensible cooling capacity through thesecondary cooling process of Active Chilled Beam units.

The building targets were subsequently met, achieving aProperty Council of Australia A Grade rating, as well as a 4 StarGreen Star certificate from the Green Building Council of Australiafor being Sydney’s first refurbished office building to pursue thispath.

For more information about DADANCO or its solutionsdelivery technology, phone Dan Cole on (08) 8346 3588, orvisit www.dadanco.com.au.

Solutions for HVAC Refurbishment Challenges

Actual Ceiling supply unit installed at 50 Pitt Street.

CLIENT FEATURE

72



focused on producing green buildings that don’t cost extra. In largerprojects in the building industry it appears that people are seducedinto believing that buying technology such as co-generation or tri-generation is the way to being green. The interesting thing is thatwith low energy passive buildings co-generation is not viable becausethese buildings don’t use enough energy!”

Taylor also emphasises the financial advantages of a greenrefurbishment. “It is important to understand that you can get a lotmore than just a building for your money. Being committed to goodenvironmental outcomes from the start can lead to on-going benefitsincluding reduced operating costs, improved marketability and tenantcomfort.”

Another significant commercial benefit of being seen to be anenvironmentally aware organisation is the reputation that stands tobe gained within the corporate community. A competitive advantageis to be achieved if a building conveys its environmental ethosthrough the greening of its corporate façade. The appearance of abuilding can reinforce perceptions of the organisation itself, itsstandards and objectives. The structure itself essentially acts as aneffective marketing tool to enhance the profile of a company, and canbe a magnet for capital.

CHANGING TRENDS IN OUR BUILT ENVIRONMENTThere is some resistance to the idea of eco-friendly buildings in termsof their aesthetic appeal, particularly within the architecturalcommunity. Choosing the right architect for such a project is vitallyimportant, says Pender. “Some just don’t want to think newthoughts. It’s such a struggle if you’ve got people who just want todo the same old thing they’ve done for the last 40 years, and don’twant to do anything new.”

Collard Clarke Jackson, the architectural firm that Miller represents,identify a need for ‘anti-fashion’ in eco-aesthetics. “Part of thecharacter of the new refurbishment, is the definite ‘rawness’ to theaesthetic. A deliberate decision was made from the project’sinception to avoid unnecessary additions to the finishes and internalstructure of the building and work primarily with what was alreadythere.” Miller believes that “fashion ignores the functionality of theexisting” by increasing want, creating artificial need and increasingconsumerism.

Miller was the first choice on the Trevor Pearcey project, and waschosen for his strong reputation in the area of green building. Hisapproach to the project was to “achieve the highest level ofenvironmental design on a conventional budget. This was donethrough using basic principles such as high insulation, naturalventilation and daylight, reuse of existing materials or sourcingrecycled materials.”

As such, the artwork and features of the Trevor Pearcey Housebuilding incorporate recycled elements of the previous tenancy, fromold floor tiles used as hanging art, to reused palettes as a feature wallin the reception area. During the project, this significantly reducedthe amount of waste being dumped in landfills, and contributed tothe ‘anti-fashion’ ethos of the building project as a whole. Embracingattractive design whilst greening an existing building can be a realisticdirection that businesses can take with refurbishment, allowingecological sensibility without having to sacrifice the aesthetic appealof the corporate structure.

With an aesthetically pleasing and socially responsible appearance,a building is likely to attract a larger number of high-grade tenants,enjoy delivery of improved returns on investment, and meet rentalyield targets. Being part of an organisation that is committed todelivering a building whose environmental impact is very low whilstkeeping the quality of the surrounds very high is also rewarding forstaff morale.

CREATING A HEALTHY WORKING ENVIRONMENTThe health, safety and wellbeing of staff should also factorprominently in the decision to refurbish office or building space. It isimportant to consider the comfort and functionality of workstations

as a factor in the contentment and productivity of staff. One such example of sustainable solutions for tenants is 50 Pitt

Street. The 1970s octagonal office structure in Sydney’s heritageprecinct, Macquarie Place, has recently undergone extensiverefurbishment at the hands of its new owner, Hawaiian. The buildinghas earned an A Grade property rating as well as Sydney’s first 4 starGreen Star Australian Building Greenhouse Rating (ABGR) for anoffice refurbishment project.

Hawaiian’s General Manager of Investments, Evan Briers,recognises the need to invest in ecologically sounds practices whenrefurbishing an existing office space. “Hawaiian has taken the plungeat significant cost to achieve the best sustainable solution for ourtenants, not just because they demand it but also because thisreflects Hawaiian’s values as a responsible corporate citizen. This isnot just something that is talked about at Hawaiian, it is a philosophywe act on.”

An important focus of this refurbishment process was to upgradethe existing HVAC system.

The system was outdated, and operating using high static pressure,which can cause unnecessary energy usage due to significantexcessive airflow. The noise emitted by the existing HVAC system

73



was also at an unacceptable level for an office with an A Gradeproperty rating.

The HVAC system was updated through the retention of existingair and water risers, and development and installation of Dadanco’sActive Chilled-Beam units. Due to the spatial constraints of thebuilding, this installation was customised for the project, and resultedin the achievement of one of the building’s key environmental goals,with estimated annual emissions reductions of 223,000kg CO2 persquare metre, per annum.

The revamped HVAC system at 50 Pitt Street also improved indoorenvironment quality (IEQ) and tenant comfort, which were alwaysconsiderations for Hawaiian. Briers highlighted the company’sphilosophy for achieving this result, saying “We have beencommitted from the beginning to undertake a sustainablerefurbishment of 50 Pitt Street and our vision has always been aboutachieving a ‘green friendly’ environment for our tenants.”

Additional IEQ improvements were reached by taking advantage ofthe octagonal shape of the building to maximise natural light andexternal views, using low VOC paints, adhesives and carpetsthroughout, and providing CO2 sensors on a floor by floor basis.

Briers considers this project an example for other businesses

contemplating a refurbishment approach to their work space, statingthat the 50 Pitt Street project “shows that existing landlords canachieve responsible outcomes with older properties.”

Importantly, there is mounting evidence from numerous studies,showing that IEQ can negatively affect a worker’s productivity,thereby effectively reducing the company’s overall output. Poorindoor air quality (IAQ) can also lead to what’s known as ‘SickBuilding Syndrome’, which is the frequent occurrence of illness andabsenteeism as a result of poor ventilation and airbornecontaminants. The Green Building Council of Australia estimates thatpoor IEQ and IAQ cost Australian businesses $12 billion each year inlost productivity and health-related costs.

The improvement of IEQ at 500 Collins Street involvedimplementing carbon monitoring and control, thermal modelling tooptimise comfort levels, acoustic modelling to reduce noise pollution,and low-VOC paint, carpet, sealants and adhesives. Productivityassessments following the relocation of two tenants from existingspace in the building to newly refurbished space providedremarkable results. Sick days were reduced overall by 39 per cent permonth, speed and accuracy of typing increased, and one law firm’sbilling hours increased, even as average hours declined.

CONTINUED PAGE 76

An abundance of natural light and natural finishes gives Trevor Pearcey House an inviting appeal.

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CLIENT FEATURE

76



In a pre-refurbishment survey of staff at Trevor Pearcey House,opening windows and a marked improvement in energy and waterusage savings ranked the highest on their wish lists. “This is one ofthe few commercial buildings to use natural ventilation,” Pender says.“You can’t normally open windows in offices.”

Following the refurbishment, there was an average productivityincrease of 6 per cent. As Kevin Miller observes, “For companies thisis a high return on their investment by going green which is higherthan the energy savings.”

Australian Ethical Investments calculate the financial benefits ofincreased productivity to equate to approximately $328,600 per year.This far exceeds the energy and water cost savings from the greenrenovation, which were approximately $20,000 per year through areported 75 per cent reduction in energy usage and 80 per centreduction in water usage.

Pender recalls that the outcome of a benchmark survey post-refurbishment showed that their building “ranked in the top 11 percent in Australia for staff amenity. That covers a lot of different facetsof worker attitudes to the building, including heat, cold, noise andfresh air.”

This was achieved through better access to natural light andnatural ventilation, control of temperature to a comfortable level, andimproved IAQ.

Through the improvement of IEQ and IAQ, overall organisationalproductivity is likely to increase. From the workers’ heightenedproductivity stems a flow-on effect of increase in output quality,punctuality, company productivity and timeliness, and ultimately anincrease in the worth of a company’s investment in employees.

WATCH THIS SPACEThe future of the built environment in Australia has the ability tochange our ecological impact substantially. “Nationally we couldmake a big impact on our CO2 just by refurbishment,” says Miller.Refurbishment can be approached in many ways and can providenumerous commercial and operational benefits. It is also possible to achieve aesthetic and operational goals whilststill upholding the ecological standards necessary to further reduceour impact on the natural environment, and minimising costs.

As Howard Pender observes, “There is nothing high-tech about it.It’s about intellectual effort. It’s not really about money. There’s just alack of intellectual leadership.”

When approaching a building refurbishment,the following ten considerations are by nomeans exhaustive but should form the basis ofyour planning strategy:

1. Understanding the likely tenant requirements interms of environmental performance.

2. Recognising the impact of refurbishment onexisting building occupants

3. Selecting the right consultants, based on theirunderstanding of the space and operationalrequirements

4. Selecting the right contractors, including theirunderstanding what the owner is trying to deliver

5. The commissioning of the building itself, thesign-off and the ongoing monitoring

6. Identifying issues with poor indoor environmentquality by surveying occupants

7. Reusing as much of the existing building fabric aspossible

8. Maximising access to fresh air and natural light

9. Understanding heritage requirements

10. Compliance and duty of care

ACHIEVING THE GREEN DREAMAIRAH has announced a national conference to be held in Brisbane on July 16th2009. Titled Achieving the Green Dream, the conference will examine thepracticalities of designing, building and fitting out buildings in an era whenbuilding green is increasingly becoming the default setting. Achieving the GreenDream will focus on the need for those within industry to gain a practicalknowledge about implementing sustainable design. Among its many topics, thisconference will cast its sustainable spotlight on:

3 Communication between designer, project managers, consultants, sub-contractors, commissioners,installers, facility mangers and tenants.

3 Implementing regulations 3 Local climatic solutions 3 Integrated relationships between the design and the implementation of Green Buildings 3 What to do when your green building does not practically achieve its building rating

To register for the conference or for more information visit www.airah.org.au/greendream2009.asp For any further information or media passes for the event, contact Neil Cox, AIRAH communications director

on 03 8623 3005 or e-mail [email protected]

TOP TENREFURBISHMENTCHECKLIST

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Ceiling Distributors understands the importance ceilings play in theoverall design of a building. Noise reduction, light reflectance andthe conserving of energy all contribute to a successful ceiling design.

A comprehensive range of profiles and grid systems allow CeilingDistributors the flexibility to manufacture many unique architecturaldesigns. We specialise in identifying and providing solutions forceiling tile replacements.

Ceiling Distributors is a specialist in matching materials andprofiles to restore or extend existing ceilings, minimum quantitiescan be manufactured at short notice to avert the completereplacement of an older ceiling.

Original ideas play an important role in the creation of distinctiveceilings and complimenting well designed environments. CeilingDistributors are at the forefront of the development of new ideas,and will work in partnership with ceiling designers to produce orexplore new or untried solutions.

Ceiling Distributors help to identify the correct solution to meetthe criteria required for a particular ceiling. Replacement or specialistceiling designs can be produced in metal, mineral fibre or wood.

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@

Express Glass offers Facility Managers a preferred customer price grid with savings of around 15% on the industry average.

Express Glass has one price right across Australia. From the Opera House to the Outback, you’ll pay the same price. No other company matches this offer.

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Express Glass will always repair on the spot if possible! If your premises require shuttering or boarding up, we are equipped to do this straight away.

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express glass is a proud supporter of ideaction ’09

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Express Glass has ONE PRICE no matter where in Australia your job is – from Sydney to Perth and everywhere in between.

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they encountered and when they completed their job. Customised Reporting Packages

Express Glass has an innovative new reporting system that will create the reports you want to see. Whether you want to know periodic spend, where the majority of your jobs are occurring, Express Glass response times, or more, our new reporting package has the answers for you when you want them. Stay informed

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78


79



LEND LEASE ACHIEVES 6 STAR GREENSTAR RATING FOR THE GAUGEThe Green Building Council of Australia (GBCA) has awarded The Gauge, the evolutionary new LendLease commercial development at 825 Bourke Street, Victoria Harbour, Melbourne, a 6 Star Green StarOffice Design Certified Rating—recognising world leadership. Images: Larry Pitt Photography

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The Gauge, designed and constructed by Lend Lease, is the firstprivate sector, completed new building to achieve this rating.Significantly, it has delivered this environmental solution at a

highly competitive construction cost. Lend Lease Chief Operating Officer, Mr Ross Taylor, said The

Gauge was another example of Lend Lease striving to set newsustainable milestones in the global property market, following thesuccess of 30 The Bond.

“The Gauge is one of the very first new buildings to beacknowledged with a 6 Star Green Star rating for its design, andclearly demonstrates that leading sustainable technology andcommercial viability can go hand in hand. The Gauge makes thebusiness case for green buildings; and it sets a new global benchmarkfor Lend Lease’s green building project portfolio,” said Mr Taylor.

Lend Lease has drawn extensively on its cross business synergiesto deliver a 6 Star Green Star office design. The Gauge wasdeveloped by Lend Lease Development, with project andconstruction management by Bovis Lend Lease and architecture byLend Lease design. The building has been funded and is owned bythe Lend Lease managed Australian Prime Property Fund (APPF)Commercial.

This integrated business model allowed Lend Lease to successfullyrefine the engineering processes, systems and materials, integratingand streamlining the techniques from beginning to end. Everycomponent of The Gauge has been reconsidered and researched, notonly in how it performs independently but how the system interactsas a whole.

“Globally, Lend Lease supports green building councils and ratingtools in the places we operate. The achievement of 6 Star Green StarOffice Design rating underpins our determination to deliversustainable solutions in everything we develop, build, own andoperate,” said Mr Taylor.

Lend Lease Investment Management Australia’s Chief ExecutiveOfficer, Mr Tarun Gupta, said The Gauge is APPF’s first 6 Star GreenStar certified commercial office design and the first completed 6 Starnew building to be offered for lease in a city location within theAustralian market.

“APPF is very pleased to achieve the 6 Star Green Star—OfficeDesign Certified Rating and we are now focused on achieving thecomplementary Green Star—Office As Built Certified Rating,” saidMr Gupta. “APPF is committed to sustainable practices throughoutits portfolio and this asset is in line with this strategy.”

“It is also an excellent example of the Lend Lease integratedbusiness model benefiting our wholesale investors by deliveringadded investment value in both sustainable and financial terms.”

The Gauge has registered for a Green Star Certified Rating in OfficeAs Built with the Lend Lease workplace registered for the OfficeInteriors rating.

Romilly Madew, Chief Executive of the Green Building Council ofAustralia, said “at the recent 2020 Summit, I presented greenbuildings as a key solution to climate change and The Gaugeexemplifies how this can be achieved. This building is not only aworld leader with a 6 Star Green Star—Office Design CertifiedRating, it is proof of the business case for more green buildings”.

“I congratulate Lend Lease on their achievement, in particular fortaking the achievements from 30 The Bond and pushing forward todeliver its next generation Green Star building,” she said.

The 6 Star Green Star—Office Design Certified Rating follows theannouncement of a lease agreement with Fujitsu, which will occupythe top four floors of the six-storey, 10,304 square-metre building.Levels 1 and 2 will become the Victorian headquarters of Lend Lease.It will bring together in one location the management teams of LendLease Development, Bovis Lend Lease, Lend Lease Retail, Lend LeaseVentures and Delfin Lend Lease.

Lend Lease has signed a 10 year lease with two five year options,for approximately 3,000 square metres. The ground floorincorporates public space, café and foyer areas with 1,322 squaremetres of retail space fronting Merchant and Bourke Streets.

Mr Taylor said this latest announcement adds further momentumto Victoria Harbour’s rapid growth.

“Incorporating the announcement of the Myer development inAugust, a total of nearly 150,000 square metres of commercial officespace has been confirmed in Victoria Harbour in just three years,”said Mr Taylor.

Announced in April 2007 and named in October 2007, The Gaugeachieved practical completion this month with occupation expectedfrom June. The name was chosen to reflect the significance ofmeasurement in ecologically sustainable design for commercialdevelopments.

The Gauge responds to the two significant environmentalchallenges facing Australia, greenhouse gas emissions and watersupply.

It is anticipated that water saving initiatives in The Gauge’s designwill reduce potable water consumption by a further 30 per centwhen compared with typical existing 5 Star Green Star ratedbuildings, while the on-site electricity cogeneration system willreduce greenhouse gas emissions by over 30 per cent whencompared to typical 5 Star Green Star buildings.

Ecologically Sustainable Design—Lend Lease InteriorThe Gauge is not only a 6 Star Green Star rated building, but alsoaspires to the highest levels of environmental sustainability for itsinterior. Lend Lease has pursued the environmental option for everyelement of the building’s fitout and, in some cases, where anenvironmental option did not previously exist, Lend Lease workedwith suppliers to create a solution.

100% Post Consumer Recycled Particle boardIn American and European markets, 100 per cent post consumerrecycled particle board is readily available and widely used a range ofapplications including fitout joinery. At the time of The Gauge’s

81



design in 2007, this product was yet to be available in the Australianmarket.

In order to achieve the sustainability requirement outlined by LendLease for timber products, Lend Lease worked with a supplier todevelop a 100 per cent post consumer recycled composite boardand, in doing so, assisted bringing this product to market. Theproduct comprises recycled materials such as scrap timber fromdoors, palettes and window frames. The product was successfullysubstituted into the fitout in every particle board application withinthe Lend Lease interior, including joinery, doors, bulkheads,workstations and furniture.

Lightweight Recycled Content ConcreteThe lightweight recycled content concrete used to form the front ofhouse meeting room walls was still under development when theinventor was approached by Lend Lease.

In order to achieve the acoustic and aesthetic outcomes that LendLease was looking for, they worked with the inventor to cast thisunique product in situ for the first time. This concrete had rarely beenused previously and then only in prefabricated panels.

The concrete has all the crucial characteristics of regular concretebut has 70 per cent post consumer and post industrial recycledcontent by volume, comprising items such as sawdust, woodchipsand waste perlite. The outcome has been a unique application of abeautiful sustainable product.

A New Approach to Fitout—Changing the ContractA sustainable interior is an end-to-end commitment requiring therethinking and analysis of all steps in the design process. In a newbuilding leased to multiple tenants, this includes the reconsiderationof standard contractual obligations found in any leasing agreement.

The standard contracts were amended to include:3 The ability to use recycled products. Standard forms of contract

cite the use of NEW materials only.3 Subcontractor obligations towards waste management. Targets

sought by the project exceeded current industry and company

benchmarks.3 Subcontractor obligations towards use of approved materials

only. Any proposed alternatives required approval prior toinclusion. This was particularly extended towards the use ofglues and adhesives.

3 Practical completion obligations that extended standard industryclauses on Operations and Maintenance manuals, training,testing and commissioning. The benefits of these changesrequired greater levels of partnership between the Design,Construction and the Building Management teams, ensuringthat the building would continue to be operated in accordancewith the design intent.

3 New obligations within tenancy guidelines in terms of minimumenvironmental design standards of future fitouts.

3 New obligations within the tenants’ leases on minimumperformance of energy and water consumption so that the basebuilding performance would not be compromised.

FurnitureA new approach was taken to sourcing the interior furniture to meetusage and sustainability requirements. All furniture used in the LendLease interior of The Gauge is either recycled, or provided bysuppliers with product stewardship agreements, a long warranty andcertified

ISO1401For some of the occasional furniture a different approach was takenwith pieces sourced from second hand furniture stores and onlineauctions for some of the classic Danish pieces. These wererefurbished and recovered by local artisans. All joinery in the LendLease interior is demountable—designed for easy disassembly.

MaterialsAll timber used in the Lend Lease interior was either 100 per centpost consumer recycled composite board, reused or ForestryStewardship Council (FSC) compliant. All glue and paints used on

CONTINUED PAGE 83

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83



site were low Volatile Organic Compound (VOC) target products toreduce emissions. Subcontractors were contractually obligated to uselow VOC glues and adhesives, where they were used at all.

Flooring is modular with product stewardship agreements and lowVOC. Polished concrete floors in Front of House not only fit with thedesign aesthetic but reduce the need for carpeting or other floorcoverings.

Access to DaylightThe design of The Gauge optimises the use of and access to naturallight. The Lend Lease interior back of house design places minimalbarriers between employees and a view to the exterior.

Regardless of where an employee sits, they will always have a viewto the outside and access to natural light. Daylight glare control isprovided via double layer façade shading and adjustable monitorarms. Electric internal solar blinds on the north and west facadeswith occupant override also regulate glare.

PlantsThere are well over 200 plants incorporated into the Lend Leaseinterior to not only influence aesthetics, but to assist in air quality.The plants have been meaningfully integrated into the fitout, sittingunobtrusively on top of joinery or providing a green background tomeeting rooms and gathering places.

Energy EfficiencyThere is separate metering for power and lights. All lighting zones areless than 100 square metres, allowing for more efficient energy useafter hours. Energy consumption is also reduced by the preferred useof laptops and flat screen computer plasma screens. Appliancesthroughout The Gauge were carefully selected for their low energyconsumption.

Water efficiencyLow flow fixtures and fittings have been used throughout the LendLease interior. The Gauge has fitted the only 5 Star dishwashersavailable in the Australian market.

Building environmental managementThe Gauge lease agreements all contain a clause obligating thetenants to monitor and reduce energy, water and waste in theiroperations. The agreements also stipulate that procurement andcleaning must also be ‘green’, using sustainable products andmethods.

An Environmental Management System monitors all use of waterand energy within the building and is able to report this on a floor byfloor, and therefore, tenancy basis. With the Lend Lease interior,there are carbon dioxide sensors and particularly within the meetingrooms. When carbon dioxide levels reach a set level, air conditioningwithin these spaces starts. This avoids the need to have mechanicalsystems operating in the meeting rooms at all times. However, theinterior of The Gauge is designed to access double the fresh air thanAustralian standards require.

Refrigerant and Ozone Depleting PotentialZero ODP refrigerants and insulation.

TransportationTo encourage the use of alternative transport options, The Gauge wasdesigned with fewer car parks than suggested under the Green Starguidelines. The building has however included cyclist facilities for atleast ten per cent of occupants and easy access to public transportoptions.

Head Office Level 1 Paddington Boulevarde 283 Given Terrace Paddington Qld 4064Postal PO Box 783 Indooroopilly Qld 4068 P 07 3369 5559 F 07 3367 8982E [email protected] W www.globalfm.com.au

Leading Boutique Operations and

Technical Management Company

catering for small portfolios through

to major publicly listed companies.

Who are EES?Simply, Efficient Energy Systems is one ofAustralia’s leading providers of total energymanagement solutions. EES was established in1992 and is a business unit of Clipsal Australia, acompany of Schneider Electric, the global leaderof energy solutions.

Our main focus today is providing total lightingsolutions to existing buildings. Lighting accountsfor between 30 and 40 per cent of the totalenergy used in buildings and our solutions candeliver energy savings up to 60 per cent. We alsooffer emergency lighting, smart metering, powerfactor correction and variable speed drivesolutions.

What makes EES unique?Efficient Energy Solutions provides its clientswith a turnkey energy management solution. Oursolution starts with an energy audit to identifyenergy and cost saving opportunities, followedby a detailed proposal of the solution, scope ofworks, deliverables and outcomes. Thereafter, wetake full responsibility for delivering the projecton budget and within the required timeframe, aswell as guaranteeing the energy savings.

What is the EES solution?The EES solution is designed to improve ourcustomer’s competitiveness through improvedenergy management and energy savings. Wetake a holistic view and our lighting solutions aredesigned to deliver considerable energy savings,without adversely changing the original intent ofthe lighting scheme. Our lighting solutionsachieve a balance between energy savings,lighting design standards such as AS1680 andoccupational health and safety requirements. It isour unique ability to balance these three keycriteria simultaneously which results in asuperior solution for our customers.

What is the impact of the recession onthe energy efficiency market?While the world downturn has affected mostbusinesses, the energy efficiency sectorcontinues to experience unprecedented growthdriven by the rising cost of energy, governmentlegislation and companies’ desire to reduceoperational expenses.

How does EES work with facilitymanagers?Efficient Energy Systems provides a completeservice for the facility manager and our resultsare guaranteed. EES’s ability to access anySchneider Electric product or solution means thatthe facility manager can work with one company

to deliver an integrated energy solution. EES canmobilise solutions that extend past lighting andinclude smart metering, air-conditioning controls,power factor correction and variable speeddrives. The advantage for the facility manager isthat he works directly with the supplier company,resulting in a cost effective, integrated and nohassle result.

How are the industry solution playersevolving?We have identified two major influences in thismarket. The first is the proliferation of programsbeing developed by government and privateorganisations to address energy efficiency andsustainable design, such as Green Star. Currentlya voluntary program, we expect some elementsof NABERS and Green Star to eventually beadopted by the BCA, where more stringentenergy efficiency will be mandated in futurebuilding design.

The second is a consolidation of the energyefficiency service providers in the market. Today,the market comprises a collection of smallcompanies, claiming to be energy servicesproviders, often using imported products andwith limited support. Our customers are telling usthey want to work with one company to provide atotal energy solution for the building. EfficientEnergy Systems with access to products,solutions and expertise from Clipsal andSchneider, is well poised to offer this market alighting only or a totally integrated energysolution.

What are some of the major projectsthat EES has undertaken?We have a proud track record, and claim over1,000 successful projects since 1992. One of our

recent projects was Telstra House in Adelaide,where we upgraded the lighting installation toreduce the lighting power density from 14.6W/m2

to 6.5W/m2, a 55 per cent saving. The project,which included the upgrade of 2,363 existingluminaries, was carried out after hours so as notto interrupt the building’s occupants, and willprovide an annual energy cost saving of almost$40,000. While the Telstra Building required asolution for a big building, EES has shown itsability to complete a nationwide project foralmost 300 Centrelink centres across thecountry. The massive logistics feat wassuccessfully deployed across the country andprovided a customised solution for every branch.

About Mark Burton-BrownMark Burton-Brownjoined PDL in 2001 as theGroup MarketingManager, and followingthe acquisition of PDL bySchneider Electric, hemoved into the role ofNational Manager,Building and Residential

Markets. In 2004 he moved to Paris France, totake up a position with parent companySchneider Electric, specialising in globalmarketing strategy. In 2006, he moved to HongKong in a senior role as Director BusinessDevelopment for the Asia Pacific Region,responsible for acquisitions, joint ventures andcatalogue expansion. In 2008, Mark commencedas General Manager, Efficient Energy Systemsbased in Adelaide, Australia and is tasked to growthe business to the next level. Mark holds abusiness degree from Auckland UniversityBusiness School and is married with twochildren.

“Efficient Energy Solutions provides anopportunity in an ever increasingly energyconscious world for there to be a win not only forthe environment but also for our customers. It’s atriple play – the environment wins, our customerswin and EES wins.”

the environmentwins, our customerswin and EES wins

“

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CLIENT FEATURE

© Copyright Clipsal Australia Pty Ltd.

Kill the Bill Efficient Energy Systems (EES) provides total lighting solutions that deliver considerable energy and cost savings.

EES lighting solutions provide a positive return on investment by utilising highly efficient KW/2 (kilowatts halved) reflector technology.

Whether it’s a retrofit or new building, EES lighting solutions are tailored for every project to maximise your return. We can even help you achieve a higher green star rating for your next building project.

At EES our promise is guaranteed energy savings.

www.eesaustralia.comEES is a Business Unit of Clipsal Australia

Sydney: (02) 9794 9200 | Melbourne: (03) 9368 7255 | Brisbane: (07) 3621 9200 | Adelaide: (08) 8269 0511 | Perth: (08) 9209 7100 | Canberra: (02) 6202 2126

National Customer Care Enquiries:1300 2025 25

CLIPCOM18726

CUT YOUR LIGHTING

BILLBY ½

86



The Organisation for Economic Cooperation and Developmentsuggests that illnesses – such as asthma and respiratoryproblems, headaches and allergies - from indoor air pollution

are now one of the most acute problems related to building activitiesaround the world.

Australia’s building industry is increasingly focused on makingbuildings greener, which means not only ensuring higher standards ofenvironmental performance, but also ensuring developments thatimprove the indoor environment quality (IEQ) for occupants.

IEQ refers to the quality of the air and environment insidebuildings, based on pollutant concentrations and conditions that canaffect the health, comfort and performance of the people who liveand work in them – including temperature, relative humidity, lightingand acoustics. Good IEQ is an essential component of any building,especially a green building.

CSIRO modeling based on US research into the affects of indoorenvironment quality on health and productivity has found thatimproving IEQ has the potential to save Australia’s economy up to$21 billion each year. So, good IEQ is nothing to be sneezed at!

What’s more, creating a better indoor environment can helpbuilding owners, managers, occupants, architects and builders tominimise or eliminate the negative health effects, liability, badpublicity, and costly renovations and repairs often associated withIEQ problems. Improving IEQ involves designing, constructing,

commissioning, operating and maintaining buildings in ways thatreduce pollution sources and remove indoor pollutants whileensuring that fresh air is continually supplied and properly circulated.

The Green Building Council of Australia has been supporting theproperty industry in the shift to higher performing buildings since itlaunched the Green Star environmental rating system for buildings in2003. Green Star evaluates the green attributes of building projectsbased on nine criteria, including energy and water efficiency,resource conservation, access to public transport and IEQ.

Within Green Star’s IEQ category are credits designed to recogniseand encourage developments which provide more fresh air, circulatefresh air around the rooms more efficiently, ensure daylight can reachmore of the interior, and do not bring harmful chemical compoundsinto the building in paints, adhesives or carpets.

Volatile Organic Compounds (VOCs) are chemicals whichevaporate easily into the air, and are frequently found in carpets andflooring, paints and sealants, and adhesives and fixatives. Whilemany of us love the smell of a freshly painted room or new car, manyVOCs can cause irritation, discomfort and what has become knownas ‘sick building syndrome’. Since many buildings across Australia,just as across the USA, are built with air-conditioning as standard andso are ‘closed’ environments, we have essentially created our ownpersonal gas chambers - a sealed space which we then fill withmaterials that can have serious impacts upon our health.

GREEN STARS FOR INDOOR PLANTS

From home to car to office and back again – we now acknowledge that most office workers spend upto 90 per cent of their lives indoors or in enclosed spaces while commuting. But do buildings create ahealthy environment for the people who work in them? Robin Mellon explains.

87



Green Star rewards projects which can demonstrate that theproducts used in the building have low levels of harmful VOCs or donot emit VOCs at all. Green Star also rewards projects which candemonstrate that products and materials used have low levels offormaldehyde - another chemical which can cause eye and skinirritations, headaches, asthma and other breathing problems, and isclassified as a probable human carcinogen.

New developments around Australia are factoring IEQ into theirbuilding designs – introducing lots of fresh air to circulate around thebuilding, and excluding materials and products which off-gas harmfullevels of VOCs. Interior fit-outs and refurbishments are also focusingon ventilation rates and the materials used in renovations.

However, many older or existing building owners and tenants havelong been concerned that their options may be limited – they caneither carry out localised works to improve the indoor environmentquality bit by bit, or wait until a major refurbishment of the buildingis feasible.

Recent research carried out by the National Interior PlantscapeAssociation and Professor Margaret Burchett at the University ofTechnology Sydney, however, would suggest that help is at hand, andin the form of an inexpensive, sustainable and easy solution. Pots ofindoor plants such as Zanzibar (Zamioculcas), Peace Lilies(Spathiphyllum), Mother-in-law’s Tongue (Sansevieria) or ParlourPalm (Rhapis) have the ability to ‘scrub’ many of the VOCs from theair, cleaning the air we breathe as well as decreasing carbon dioxidelevels, increasing oxygen levels and adding to the sense of tranquilitywith their greenery.

Professor Burchett’s work, which has been developed over manyyears, demonstrates that many of these plants can significantlyreduce levels of harmful chemicals by breaking them down andconverting them into less harmful substances which can be stored inthe soil. Indeed, the research reveals that although the plants putoxygen back into the surrounding air, it is the soil content and size ofthe plant pot which can dictate the effectiveness of the removal ofpollutants. Microbes and bacteria in the soil convert the chemicalsinto less harmful compounds, and Professor Burchett’s work has nowshown that increased levels of VOCs can in fact cause the indoorplants to increase their capacity to clean the air. As levels of VOCs in

the air rise, many plants canincrease their role as air filters.

Professor Burchett’s work atUTS has found, for example,that indoor potted plants canreliably reduce total VOC loadsby 75 per cent to below 100parts per billion, the levelidentified as crucial by theWorld Health Organisation.This reduction takes placeequally well with or without airconditioning, and in light ordark.

Furthermore, the new research shows just how effective pottedplants can be in removing indoor carbon dioxide and carbonmonoxide. Larger indoor plants, in larger pots, can deliver increasedbenefits when concentrations of pollutants rise. Further research isbeing carried out into rates of VOC removal, focusing on particularchemicals and length of exposure to such pollutants.

In the meantime, the Green Star credit which recognises andencourages specification of indoor plants for the interior of officebuildings or tenancies (found in Green Star – Office Interiors, IEQcategory) will continue to play an important role in clearing the air.Projects which can demonstrate that they have introduced a certainnumber of indoor plants, of a particular size or larger, across theoffice floorspace can be awarded Green Star points towards theiroverall rating.

The Green Building Council of Australia has worked closely withAmbius Australia (formerly Rentokil) to ensure that the researchbehind its rating tools remains relevant and robust, and the creditsrelating to indoor plants and pollutants recognise and encourage bestpractice within the Australian market.

The message is simple: clean air and healthy spaces are not thepreserve of new buildings. Existing buildings can also reduce levels ofharmful pollutants, increase oxygen levels and promote a greatersense of wellbeing, by ‘greening’ their buildings from the inside out.

INSET: Robin Mellon, ABOVE: Inside of theGBCA offices.

19 G

renf

ell S

tree

t Ade

laid

e BUILDING HISTORY30 year old comprising 17 levels, with an

estimated NABERS rating of 2.5 stars. The air

conditioning had reached the end of its

serviceable life.

REFURBISHMENT July 2008, awarded a 5 star NABERS Energy

Commitment Agreement, without the use of fuel

switching or green energy. 7 floors and the

central air conditioning upgrades have been

completed.

WHY WORLD CLASS?

ENERGY OUTCOMESPeak electrical demand reduced 32%, with an

expected reduction of 45 to 50% on completion.

Average monthly electrical consumption for

the cooling requirement during summer is 3%

below non cooling months of winter.

The refurbishment is under 50% complete

and current energy trends show that a 60% total

energy reduction is achievable on completion, on

target to easily achieve the 5 stars NABERS

energy base building.

THE TECHNOLOGIESAustralian Patented Shaw Method of Air

Conditioning (SMAC®) and induction Variable Air

Volume Boxes (IVAV) decouple latent (humidity)

and sensible (temperature) air conditioning

loads whilst eliminating reheat. Embedded

Building Management System control strategies

continually minimise energy consumption.

Assessed upon actual measurement and

computer simulation these technologies use 20%

less energy than passive chilled beams.

FINANCIAL AND ECONOMIC OUTCOMESThe increase in asset value was independently

estimated in September 2008 to be twice that of

the refurbishment cost.

It is estimated that the nominal cost of

increasing from 2.5 to 4.5 stars (NABERS) is

$962 per sqm, at 19 Grenfell St it will be

achieved for under $600 a sqm. The cost of

installing SMAC plus IVAV was recently

compared against the costs of passive chilled

beams revealing a significant saving.

COMFORT OUTCOMESThe following comfort parameters will be

achieved:

• Not exceeding relative humidity of

nominally 60%

• Elimination of cold air dumping or drafts

• Minimal temperature stratification across

the floor.

• Zone control with localised air recirculation.

• Even air flows across the floor.

• Fresh air modulation and control through

sensors for air flow and CO2.

• Economy cycle providing fresh air

exceeding building codes by over 100%

at times of suitability.

• Noise levels maintained within Australia’s

standards.

SOCIAL AND ENVIRONMENTALOUTCOMESSMAC® plus IVAV can reduce an existing

building’s air conditioning energy and CO2

emissions by up to 60%. This claim is supported

in other installations throughout Australia. Many

of these installations have received National

Excellence Awards in Energy Efficiency and

Sustainability from FMA, NECA and AIRAH and

State Awards from those associations as well as

Engineers Australia. Projects include Barmera

and Darwin Hospitals and the Art Gallery of

South Australia. Other commendations have

been received from the Cooperative Research

Centre for Construction Innovation (CRCCI) for

the SA Health Dept. Office Building called Citi

Centre.

Indirect community benefits arise also from

deferred electricity network augmentation.

COMMENTARYThe American Society Heating Refrigeration Air

Conditioning Engineers Inc (ASHRAE), recently

announced that a Dedicated Outdoor Air System

(DOAS) would reduce commercial air

conditioning energy by 15 to 30%. SMAC® is an

enhanced DOAS and is achieving energy savings

of 30 to 60%. The assessment of SMAC®

becoming the system of first choice is fully

supported by the Government of South Australia.

SMAC® is the only specifically mentioned

technology in its energy efficiency action plan

compliance.

The challenge is now issued to other

governments to follow South Australia’s World

Leadership.

We are proud, honoured and privileged that

Johnson Controls Australia (JCA) have chosen to

support and promote our technologies in

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90



RETROGREENING OFFICESIN AUSTRALIA THE STORY TO CREATE JOBS Davis Langdon investigates how the need for green could lead Australia’slargest employment sector toward recovery.

Australia’s commercial sector is feeling the fallout of the economic downturn. A sharp reduction indemand for office space, along with increasing unemployment and declining economic growth forecastsare beginning to take a toll on the sector. However, the time ahead could also pose some significant

opportunities. In this report we investigate how building owners can use this ‘down time’ to reposition their assets, increase

energy efficiency and improve value. By rethinking the way building owners invest, there are opportunities toachieve greenhouse gas (GHG) reductions while creating a raft of employment opportunities across the nation.This effectively leads to a stimulus ready productivity and performance improvement of a significant part of ourbuilt environment.

CONSTRUCTION IN DECLINE With 9 per cent of the national labour force involved in some way in the construction industry (representing 7per cent of Australia’s GDP), any fluctuation to this sector has a significant impact and subsequent flow on effectin the Australian economy.

The Construction Forecasting Council (CFC) forecasts that the construction industry will contract by $12 billionduring the upcoming two years—irrespective of the federal government’s spending efforts. They estimate morethan 75,000 jobs could be lost due to sharp falls in building activity.

Building approvals released for February 2009, are already down 37 per cent on the previous year, and Nonresidential building approvals are looking worse still, down 47 per cent across the same period; in dollar terms,taking them back to 2004 levels.

THE OFFICE SECTOR Generally speaking we would anticipate building approvals to directly correlate with output, translating into“work done”. However, many big projects that have been a long time in the planning process (and have nowbeen approved) have been cancelled before they get out of the ground.

With each new set of data that is released, the outlook for office construction over the next couple of yearsgrows more uncertain. The current unpredictable state of the economy is also making forecasting a difficult task.

Revised forecasts released by the CFC in March 2009 reveal that activity in this sector is expected to contractby an additional -37 per cent this year alone, and as much as -48 per cent in 2010, with a worsening outlooklooking ahead.

With limited opportunities for new construction as a result of the economic climate, coupled with very lowlending activity as a result of the current restricted finance environment, the outlook for one of the nation’slargest building sectors appears ominous.

One might even argue that in the midst of a stagnating economy, do we really need any new office stock? Newstock poses a problem in a marketplace where demand is contracting and unemployment is on the rise. Everynew supply addition pressures vacancy rates, which in turn has the knock on effect of lifting the incentive

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

Feb19

89

Feb19

90

Feb19

91

Feb19

92

Feb19

93

Feb19

94

Feb19

95

Feb19

96

Feb19

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Feb19

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Feb19

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Feb20

00

Feb20

01

Feb20

02

Feb20

03

Feb20

04

Feb20

05

Feb20

06

Feb20

07

Feb20

08

Feb20

09

Value of Approval Total residential building ($'000)

Value of Approval Total non residential building ($'000)

They estimatemore than75,000 jobscould be lostdue to sharpfalls inbuildingactivity.

91



component of rents—which in effect weakens the value of the sector. However, while new stock poses a problem, 81 per cent of Australia’s existing commercial office stock is over

ten years of age, with a need for refurbishment. This raises the question, can refurbishing our ageing building stock provide a much needed key to bolster

employment? As well as lowering operating costs and reducing greenhouse gas emissions, any measure toward refurbishing

existing building stock would also address the very important issue of creating green jobs. A broad alliance ofindustry groups, environmentalists and government bodies are also starting to ask whether refurbishing ourexisting office stock might hold the key.

There is the potential for a win-win situation for both the environment and for the economy.

GREEN JOBS Of Australia’s 21 million square metres of existing office stock, 81 per cent is over ten years of age, equallingmore that 17.5 million square metres.

The lower grades of offices have the highest ratio of old stock, with 89 per cent of all B grade and C gradestock, over ten years of age.

For every dollar spent in the construction industry the flow on effect to the broader economy multipliessignificantly. So the real value of retro-greening our existing office buildings is far more widespread than theimmediate impact on the environment, on the economy, or even on direct employment.

*We have modelled the most likely retrogreening scenario where a good level of upgrade/refurbishment is achieved but the highest possible

level of refurbishment has not been undertaken.

Retrogreening such a significant quantity of office stock across the nation would create direct employment formore than 10,000 people engaged in construction each year, which means generating almost 27,000 new jobsacross the broader economy.

Further benefit comes from the fact that this type of work sees a quick flow on to industry, and there is asubstantial replacement of otherwise ‘lost’ jobs in the industry and the broader economy.

0100020003000400050006000700080009000

NON-RES - OFFICES

Nov 08

Mar 09

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

Premium A Grade BGrade CGrade DGrade

Total Current Stock(sqm)

Total Stock Olderthan 10 Years (sqm)

Stock type Assumptions Rate to upgrade ($/sqm)

Premium Base rate for existing Premium grade building to Medium Standard* $ 850

A Grade Base rate for existing A grade building to Medium Standard* $ 850

B Grade Base rate for existing B grade building to Medium Standard* $ 1,000

C Grade Base rate for existing C grade building to Medium Standard* $ 1,124

D Grade Base rate for existing D grade building to Medium Standard* $ 1,500

This raises thequestion, canrefurbishingour ageingbuilding stockprovide amuch neededkey to bolsteremployment?

CONTINUED PAGE 95

Maxton Fox was exclusively selected to

supply and install all joinery and fitout

pieces for the Auburn Public Hospital,

Sydney, with Brookfield Multiplex Sydney. This

project definitely demonstrated the diversity of

Maxton Fox to its clients, and recognizes the need

to stay in touch with a constantly changing market

environment that places an increasing emphasis

on delivering quality and sustainable products and

processes.

The brief consisted of manufacturing, deliver

and installing $1.8 million worth of product in a

tight period of time. The majority of the fit out was

custom made joinery including the nurse’s

stations, maternity wards and reception areas.

Our new range of toilet partitions was also

specified, supplied and installed in this project.

Working alongside builders, interior designers,

and tradesmen, the team at Maxton Fox liaised

with all persons on the new worksite, in order to

smoothly install and complete the fit out.

The brief was to be completed within 6

months. With any specialized project, such as

Auburn Hospital, the initial two months were

mainly spent time on research and development

utilizing materials and processes to achieve the

client’s requirements, while keeping the project

cost effective and environmentally friendly. As

joinery pieces were the main requirement, custom

made furnishings generally take a lengthier

amount of time to manufacture, yet due to our

professional approach to the brief, and

modernized machinery, Maxton Fox was able to

display their capabilities in handling the

specialized requirements of the brief in the short

period of time.

This project was manufactured and installed

efficiently with no major challenges. A percentage

of the materials used in the fitout were delayed in

being delivered to us, which tends to stop the

whole manufacturing process, yet we still had the

fitout completed before due date. All site workers

and professions got along smoothly, worked well

together to produce a high quality fitout.

As Maxton Fox specialize in commercial office

furniture, specialised ward joinery pieces such as

the hair dressing unit, which was built for patients

who aren’t mobile, was an uncommon request for

our company, yet the opportunity to do this

enabled us to showcase our flexibility in what

Maxton Fox can manufacture. Back board

headers installed within every ward provided

power and data throughout the hospital. In some

areas power and data was suspended from

ceiling by using legs from our Linx table range,

which proves the extent Maxton Fox will go to

provide perfect solutions for unusual

circumstances. Down lighting within particular

joinery pieces and wire baskets in the maternity

wards are just a few other out of the ordinary, but

important inclusions in the project.

Overall response from everyone involved in the

project, including architects and designers, were

upbeat, having delivered the project ahead of

schedule and seeing the end result in its true

form. Being part of a team that built a new state

of the art hospital is very rewarding for everyone.

Auburn Hospital

CLIENT FEATURE

94


CLIENT FEATURE

COMPANY PROFILE

Our mission statement is: Making your business/home SAFE is ourbusiness.

F.S.S. was established in 1986 after extensive travelling through theU.S. and Europe inspecting the treatment of unsafe floors/stairs bychemical means or replacement to meet Health & Occupational Safetyrequirements. With the upsurge of new buildings in Australia at thattime, it was obvious Safety treatments, products and the Law wereinsufficient to maintain international Health & Occupational Safetystandards.

The company’s Floor Safety product range has increased markedly asthe requirement and Law changed, including product developed by thecompany to meet specific requirements.

Product ListASF128: Anti Slip treatmentsuitable for most types of Tile,Granite, Terrazzo and brick floors,(patented formula, guaranteed 5-7years in commercial areas)

ASD138: Emulsifying degreaserdetergent – pure, nil caustic,suitable for cleaning all surfaces

Stain Resist Subseal: The easyclean subseal finish for poroussurfaces

202: Premium “wet look” solventbased clear surface sealer, suitablefor Tiles, Masonry, Concrete,Pressed Pavers and reconstitutedstone

Tactile Tiles/Tactile Studs: An aidfor visually impaired people

Internal/External Staircaps:Keep stairs safe

Recycled Rubber: for gym floors,playgrounds etc

Safety Vinyl: For commercial/domestic application

Cork/Rubber: Safety flooring withvarious finishes for commercial/domestic and marine use

Granulated Epoxy: forCommercial Kitchens etc

Safety Matting: Anti fatigue,Non slip for allcommercial/domestic areas

Indoor/Outdoor Carpet: Heavyduty carpet for all indoor/outdoorareas

Glow in the Dark SafetyProducts: Staircaps, HandrailCovers, Light Switch Surrounds etc

Floor Safety Services Australasia

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376 Bell Street, Preston

Tel: (03) 9484 7099

Fax: (03) 9484 7088Tel: 1300 ANTISLIP

95



THE BENEFITS For every job created as a result of retrofitting existing office stock, there is a potential annual saving ofapproximately 130 tonnes of greenhouse gas.

If retrogreening was achieved over 10 years then, on an annual basis, there could be a GHG reduction of1.4million tonnes, equivalent to taking 300,000 cars off the road. To achieve this, these buildings would consume42 per cent less power—reducing the growing demands on infrastructure already stretched to meet demand.

Whats more, we end up with a situation that creates job growth without creating additional office stock—theactivity instead serving to future proof our existing stock, making buildings perform closer to new standards andnew tenant expectations.

Environmentally, there are net GHG reductions through the upgrade of offices to a medium standard withmore than 1.4 million tonnes of CO2 saved per annum. This is achieved through energy efficiency measuresacross the base building and tenancy areas.

JOB READY INVESTMENT Whilst the task is not small it is very scalable. Buildings across the country can be found in a relatively shortperiod with employment stimulated and jobs created within a few months.

Initial modelling to achieve a medium standard* of upgrade suggests a methodology where work on the officebuilding is staged, probably three floors at a time, thereby retaining most of the existing tenants and reducingdisruption.

The building owner achieves a relifing of their investment. The improved building will have greater tenantappeal, progressively higher rents, reduced operating costs, reduced vacancies, longer remaining life and all thiswill combine to generate a building of higher value when compared to doing nothing to the building.

The community achieves a significant economic stimulus through employment generating activity and asignificant reduction in greenhouse gas emissions.

Tenants achieve an improved and healthier work environment.

THE ROAD AHEAD Of course, buildings vary considerably and the degree to which it is possible to retrogreen any individual officebuilding is different from the next. It is an impossible task to calculate this level of complexity across every officebuilding in the nation and to do so would require an extremely in-depth and complex research study. Theindustry should start this process now.

There is little doubt, however, that incentives or drivers will need to be found by Government to support thischange. Providing owners with accelerated depreciation entitlements is one incentive but more will be necessary.Linking retrogreening incentives to a mandatory disclosure regime might provide market incentives whereoccupiers are able to compare performance levels and where owners might get recognition for making the effort.

The property industry and Australian community needs to decide how to achieve long term sustainability. www.davislangdon.com

Cost to upgrade over 10years

Construction IndustryEmployed

Total Persons Employed—multiplier effect acrossthe broader economy

10,800 (per annum) 27,000 (per annum)

Total Office StockRetrogreening(CBD and Non-CBD)

$ 26.4bn 108,000 (total) 270,000 (total)


Tenantsachieve animproved andhealthier workenvironment.

Control Entry to your premiseswith ADT Security

ADT Security provides

intrusion, smoke detection and

life safety solutions, as well as

products such as closed circuit

television (CCTV), access

control, electronic article

surveillance (EAS), radio

frequency identification (RFID)

and wireless networks. We are

experts at integrating systems

to meet your needs. When it

comes to security, we know

that one size does not fit all.

ADT Security’s alarm solutions are designed

to detect unauthorised entry and help

maintain your business’ integrity. Our

services can be extended to arrange the

monitoring of fire systems and other critical

alarms such as temperature fluctuations in

environments where none can be tolerated. Monitor who

comes into your workplace or safeguard sensitive areas

within your business. Swipe cards, key-pad access and

badging enable you to keep track of visitor and employee

movements. Our electronic access control solutions also

provide practical ways to account for employees gathered at

muster points during evacuations.

Our range of video surveillance and digital recording

devices helps you manage visual information. ADT Security

offers a remote monitoring service should you not have the

time or resources to undertake surveillance on site. Either

way, security cameras are proven deterrents to theft, fraud

and EH&S issues. As they provide a visual record of events,

observers are quickly able to determine what has occurred

and what type of response is required.

Alarm and monitoring services are essential for every

office to protect private information. However it’s also

important that any alarm or building access activity as well

as account details can be easily yet securely accessed by all

levels of personnel required.

To provide customers with the ability to access and

monitor alarm activity and account information 24 hours a

day, seven days a week, ADT Security has launched a web-

based customer service portal called ADT Select. This

real-time technology allows users to retrieve up-to-date

account details accessed, whether remotely or on site, over

a highly secure network ensuring the privacy of information.

The flexible system allows site access to be customised,

from restricting access to a single user through to access at

a national level. Individual passwords are chosen and can be

modified at branch or department level at any time to

maintain controlled access.

ADT Select is a very transparent service, which shows all

access activity, alarm activity, and instructions being

followed, from every event which has arisen. This extensive

level of monitoring allows customers to use ADT Select’s

reporting functions to help demonstrate compliance with

Environmental, Health & Safety (EH&S) issues. Offering

highly functional and informative reporting, ADT Select

provides more than 20 specialised documents for

customised reporting solutions including information about

the alarm history, schedules, callouts and zone lists.

A further significant benefit of ADT Select is the ability for

customers to effectively manage their sub-contractors.

Using ADT Select, customers can access information as and

when needed to assist the various office managers such as

those in charge of security, EH&S, service, HR, risk and

compliance, facilities or sales. For example, a security

manager might use ADT Select to monitor the various sub-

contractors on site at a given time, such as fire testers,

cleaners or building maintenance workers, ensuring each

individual logs in upon arrival and logs out when leaving.

For those sub-leasing their premises, the customer can

use ADT Select to monitor the opening and closing times of

the building each day and when and by whom it has been

accessed.

With rapid advances in technology, ADT Security is

constantly working to introduce the very latest technology,

drawing from a wide range of products and services, to

provide the best protection for every office environment.

For more information, call ADT Security on 131 238or visit www.adtsecurity.com.au.

ABOUT ADT SECURITY

With more than a century’s worth of experience and providing electronic

security solutions to more than seven million residential, commercial and

retail customers worldwide, ADT Security is the world’s largest electronic

security company. ADT Security’s total security solutions include

intrusion, closed circuit television, access control, fire protection, smoke,

fire and critical condition monitoring, electronic article surveillance, source

tagging, radio frequency identification (RFID) and integrated systems.

www.adtsecurity.com.au

CLIENT FEATURE

Advice you can trust every time

• Greenstar accredited professionals

• Ecologically sustainable design

• Collaborative partnering

• Experienced project managers

• Effi cient, qualifi ed tradespeople

• Building energy monitoring and controls systems

Call us on 1300 442 336 to discuss how Haden can help you with your next refurbishment or corporate fi t out project.

Engineered refurbishment solutions

• Building system surveys

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Over 10,000 customers across Australia trust Haden to satisfy their HVAC refurbishment and maintenance requirements.

Haden established in 1816. Celebrating 40 years in Australia in 2009.

years40

Haden, your partner in sustainable HVAC

Haden_FP_2009_F.indd 1 5/05/09 11:45 AM

99


ENVIRONMENT – HUMAN FACTOR

Over the past decade, the developed world has undergone aradical re-thinking of the relationship between theenvironment and the carbon-based economy that has

underpinned the prosperity of its increasingly advancing civilizations.The impact of spiralling carbon dioxide levels in the atmosphere haslead to predictions of mean global temperature rises between twoand six degrees over the remaining century, causing rising sea levels,a rise in extreme weather events and mounting pressure on arableland for agricultural production, due to water scarcity. Theconsequences of these events on an ever-growing, ever-hungrypopulation are likelihoods now widely understood and accepted bynations across the world.

To counter this, major investment has been made by governments,scientists, academics, engineers and groups of environmentally awareindividuals to decrease our carbon reliance, increase our energy andwater efficiency, and generally reduce our environmental footprint onthe only habitable planet within our solar system. The technologybacking renewable energy and the measures toward sustainable builtenvironments becomes more and more sophisticated with eachpassing year and while government policy and the voluntary actionsof industry support moves towards a cleaner, greener, moresustainable environment, human behaviour remains one of thegreatest impediments to the next stage of environmental protection.

This problem, however, is not a new one. The demise of the highly

It is a well-known fact within facility management circles that while new building design, energyefficient retrofits and intelligent building management systems have improved the operationalefficiency of buildings, people occupying those buildings still fail to maximise the potential efficiency ofmany of their buildings’ systems and features. Add to that the simple act of forgetting to turn offunused lights, computers, printers, faxes and copy machines, manual interference with HVAC systems,failure to separate waste for recycling and so on, then the contribution of the human factor to buildingefficiency—or inefficiency—is a significant one. Wintercomm’s Bianca Frost spoke with Anita Roper, CEO of Sustainability Victoria and Dr. SusieBourke, Senior Research Officer, Psychology in the Public Interest at the Australian PsychologicalSociety to find out what the barriers are to environmentally protective behavioral change and howthese can be addressed in relation to the behaviour of building occupants in the workplace.

THE HUMAN FACTOR:CHANGING WORKPLACE BEHAVIOUR FOR ASUSTAINABLE FUTURE

Abandoned moai on Easter Island. Image: bigstockphoto.com

CONTINUED PAGE 102

“Ruin is the destination towardwhich all men rush, each

pursuing his own best interest ina society that believes in the

freedom of the commons.Freedom in a commons brings

ruin to all.” – Garret Harden

How will your cost containment initiatives combat the volatile energy market?

At momentum energy we understand what’s important to Facilities Managers and will tailor a best practice solution to suit your corporate property operations.

Speak with a dedicated Account Manager today on 1300 662 778

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At momentum energy we will partner with your business to tailor an energy solution for the provision of: sustainability services; energy efficient products to help reduce your energy consumption; and GreenPower to suit your financial and business requirements. We provide the right products and advice to reduce your carbon footprint, without losing sight of the bottom line.

Speak with a momentum energy account manager today on 1300 662 778www.momentumenergy.com.au

102



evolved Polynesian society on Easter Island, 3600km west ofcontinental Chile is a bewildering and cautionary tale of how thehuman destruction of natural resources can lead to the destruction ofan entire civilization.

According to researchers including paleontologists, archeologistsand anthropologists, the now desolate, windswept island mostfamous for its monolithic carved rock statues was once a veritableparadise with temperate weather, fertile soils and an abundance ofnative flora and fauna. Yet, in a matter of a few short centuries, thethriving Easter Island population had, in the words of anthropologistJared Diamond, “wiped out their forests, driven their plants andanimals to extinction” and seen “their complex society spiral intochaos and cannibalism”.i

To better understand the complex relationship between humanbeings and the environment that sustains us, it is first necessary tounderstand what the drivers of behavioural change and adaptationare.

Dr. Susie Bourke, Senior Research Officer, Psychology in the PublicInterest at the Australian Psychological Society says that the keydriver of human behaviour is rooted in the social norms of a group orsociety.

“Some people believe that the media has the biggest influence onpublic behaviour,” she says. “However, the biggest influence onhuman behaviour is actually that of other people”.

“Once you establish a social norm or way of behaving that is

socially condoned then that becomes the benchmark for how otherpeople in that group are likely to behave.

“There are many ways that you can establish social norms. In thecase of environmentally protective behaviours, perhaps the easiestway is to introduce policy changes which modulate a particularbehaviour. Over time that behaviour sets the parameters of a newsocial norm which in turn becomes a social habit.”

Dr. Bourke says that another important factor in facilitatingbehavioural change is understanding the values that people hold andtailoring interventions so they match those values.

“People are motivated by different things depending on theirvalues. If for example, a person has egoistic values, this means theywill be more motivated by things that have a direct impact onthemselves because they rate themselves as being more importantthan other people or other species”.

“When targeting these people it is worth bearing in mind that theirbehavioural responses are most likely to be influenced by factorswhich are going to be of detriment or of cost to them and motivatedby things which are going to be to their own personal advantage”.

“Likewise, for people who hold social-altruistic values we canpredict that they are going to be motivated by the impact of theirbehaviour on other people. This means they are more likely to beinfluenced by showing them how their behaviour can have a positiveor negative impact on other human beings”.

AwarenessThe first and most important step toaddressing behavioural change in theworkplace is to increase people’sawareness about what impact their actionshave on the environment.

Dr. Bourke suggests that increasing theawareness of building occupants about thelinks between their behaviour and theenvironmental consequences of thatbehaviour both locally and globally helpsthem to understand that their behaviourcontributes directly to problems that areprofound, ongoing and potentiallycatastrophic.

EducationWhile creating awareness among buildingoccupants about the links between theirbehaviour and its impact on theenvironment is a starting point, Dr. Bourkealso stresses that this must be supportedby educating people about ways in whichthey can contribute to the solution.

“Educating people about the manysimple things that they can do to minimisethe impact of their actions on theenvironment, empowers people to view themselves as part of thesolution, and not just as the cause of the problem” she says.

Leading by exampleBy modelling pro-environmental behaviours, organisations can set upa social norm which leads to people mimicking those behaviours.

Dr. Bourke suggests appointing either an individual or a team withthe responsibility of leading the green charge.

“Let the workplace see that otherpeople within the organisation areadopting environmentally responsiblebehaviours and others will follow. Thisboth conveys and reinforces the messagethat everyone is doing it. Without astrong example, people are less likely tomake changes if they feel that nobodyelse is.”

Anita Roper CEO at SustainabilityVictoria agrees.

“We have a very strong ‘green team’which is continually educating all of usfrom senior management down to thestaff. They have a variety of innovativeways to this. For instance one of thegreen team will be around the kitchenarea at lunch time so if you’re not surewhat to do in terms of recycling, there’ssomeone there to ask. They regularlyaddress our monthly staff meeting wherethey present information about progressagainst our targets for paper, water andenergy use in our office. They run a quizwith all of the staff providing small prizesas rewards for the correct answer. Notonly is this fun, it is also a great

educational opportunity. Whenever we have visitors to our office theytake them for a quick tour of the building so that they gain an insightinto our various sustainability initiatives. Essentially they provide ourorganisaton with a continual process of education.”

Fight apathyWhile Bodie Thoene once said that apathy is the glove into which evilslips its hand, for most of us apathy is simply a response to the

Hot steps to cool emissions: Strategies for addressingenvironmental behavioural change in the workplace

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.com

103



Australians are the second highest producers of waste per person in the world with each ofus sending 690 kilograms of waste to landfill each year. The amount of waste placed inlandfill each year in Australia is enough to cover the state of Victoria. Image:bigstockphoto.com

“Another group of people might be said to hold biospheric valueswhere their primary motivation derives from the impacts their actionsare having on the whole of the biosphere. Helping these people tounderstand the link between their behaviour and the impacts it hason all life within the biosphere is likewise a key motivating factor”.

“The most effective way of addressing behavioural change is tocombine an understanding of the values and attitudes that people

hold, with the motivating power of what other people can be seen tobe doing in the workplace.”

Anita Roper, CEO of Sustainability Victoria, concurs that motivationand cost are the two key drivers of entrenching sustainable businesspractices in the workplace.

“I have just one word in relation to sustainability and that isrelevance. Whatever actions you are considering, they must berelevant. This applies to your own workplace as well as to thecircumstances of your key stakeholders.

“For example, Sustainability is absolutely critical in West Africa,one of the poorest regions in the world. Yet what is required in thatWest African context is entirely different from sustainable practices inmore developed regions such as Europe or Australasia.

“The most effective way to become more sustainable is tointroduce initiatives that are absolutely relevant to your situation.”

“Sustainability is a broad concept and it can be really hard forpeople to get their heads around. People often feel swamped and itends up in the too hard basket. If you focus your efforts to makethem relevant, be it to your stakeholders or your staff, the motivationemerges to actually make things happen.”

Dr. Bourke agrees, “There’s a risk when people are faced withenvironmental problems that are global in nature, that they canbecome quickly overwhelmed by the enormity of the problem andconclude that there’s not much an individual can do. In this case itbecomes far more expedient to shift the responsibility onto big

overwhelming feeling that nothing we can do will change anything.Dr. Bourke says environmental apathy can be redressed by giving

people the idea that everyone is taking environmental action. “This both creates a social norm and is hugely influential on

behaviour as it eradicates the feeling that no one else is doing it, so itmust be OK not to do it myself” she says.

“The most successful behavioural-change campaigns are ones thatlet people know how many other people are taking action.”

Dr. Bourke’s view is supported by various social psychologyexperiments which show that what people find most motivating ishow many other people have behaved in a particular way.

“By informing workers about how many offices now have asustainability officer, how many people are turning off their monitors,catching public transport to work or using hand towels instead ofdryers, you are able to tap into a strong and self-sustainingmotivational force,” explains Dr. Bourke.

“This is far more effective than sending out passive messages suchas ‘help us save water’.”

Positive reinforcementAnother strategy for promoting environmentally responsiblebehaviour in the workplace is to reward and recognise those peoplewho act in an environmentally responsible way. This kind of feedbackacts as a kind of positive reinforcement that increases the likelihoodof positive actions being repeated.

“If you point out to people that you know they are acting in a pro-environmental way then they are more likely to continue thatbehaviour into the future” says Dr. Bourke.

“In fact, a recent study which looked at how many people wereturning off their monitors at the end of the day, the action whichproduced the highest repetition of positive behaviour was thecleaners leaving a note on the persons desk thanking them forremembering to turn off their screen. Psychologists concluded that ashuman beings have an innate desire to be perceived as consistent,this kind of positive reinforcement meant that they were much morelikely to continue engaging in the rewarded behaviour.”

RemindersAccording to Dr. Bourke, one of the greatest barriers to pro-

environmental behaviours in the workplace is the simple and veryhuman trait of forgetting.

“Quite simply, even the best intentioned people forget to takeactions” she says.

“However there is a very simple way of getting around this andthat is through the use of cues and prompts. Having remindersposted at key points such as the exit to remind the last personleaving to turn the lights off is an effective way of helping people toremember. Other methods might include a group email on a Fridayafternoon reminding workers to turn off their monitors.

“Use different prompts for the actions you want people to takeand ensure that these vary or change because if they don’t, peoplemay start to ignore them.”

ImmediacyDr. Bourke says that immediacy is critical in terms of people beingable to track what impacts their behaviours are having on theenvironment.

“In a workplace, one of the ways immediacy can be achieved is byproviding regular feedback on either a weekly or monthly basis aboutwhat the greenhouse gas emissions for the workplace were in a givenperiod. By showing people what impact or difference their actionsare making is very motivational.”

CommitmentSocial psychological research in the field of environmental behaviourhas studied the relationship between people making a commitmentto do something rather than actually carrying through with thebehaviour.

“People who make public, written or group commitments aremore motivated to participate in a behaviour than those just makinga verbal commitment to doing something,” says Dr. Bourke.

“By committing to smaller actions, people are much more likely ata later date to commit to larger ones.

“By committing to something in writing—even if it is as simple ascommitting to taking public transport to work for a week—just bysaying you are going to do something means people are then reallydriven to actually do it.“

CONTINUED PAGE 107

Housed on the site of the first Colonial Hospital and the first tent

Hospital, which date back to 1790, NSW’s new $300 million

Paramatta Justice Precinct in Sydney is designed to be not only a

historically thoughtful showpiece of the efficient administration of

justice, but also a model of efficient energy management and

conservation.

The precinct – which includes the Justice Precinct Offices

building, the first NSW Government building designed to achieve

a five-star rating from the Green Building Council of Australia –

was constructed by Brookfield Multiplex for the Attorney General’s

Department. Whilst meshing the site’s past with modern

architecture, the development integrates legal services into a

single location to deliver better services while reducing the long-

term financial and environmental costs of doing so.

Nine trial courts for major criminal matters, a new six-court

complex for the hearing of children’s matters, a 20,000 sq m

administrative centre for the Attorney General’s Department, and

a refurbishment of the former hospital on the site to provide

Jeffrey House for community health services, were involved in this

state-of-the-art project. The innovative venture features advanced

Schneider Electric power control distribution and monitoring

technology specified by Star Electrical throughout the high

security complex.

This project, along with its other ecological and historical

considerations, is a landmark energy management project. Says

Star Group Project Manager Ric Fewtrell, “Power quality is vital –

you can’t afford to have power interrupted when you are delivering

sophisticated services to as many as 15 courtrooms at once –

not to mention the major audio-visual centre, X-ray and other

security systems, health support services and enormous data

processing demands. Energy supplies and quality have to be

protected to the highest levels.” As such, Star Electrical installed

emergency generator systems as part of a high voltage network

upgrade and installation. The generators support the Justice

Building, Children’s Court and Trials Court.

Star Electrical designed and installed all communications

systems, and general light and power systems, ultimately

achieving a five star green rating. They were also responsible for

all lighting controls interfacing to the Building Management

System.

The project involved six main switchboards incorporating

Schneider Electric Technology, plus 50 distribution boards

custom-made by Schneider Electric to exact specifications (but

also able to accommodate numerous design changes as the

system evolved to achieve its critical quality, control, monitoring

and conservation objectives).

Mr Fewtrell said Star Group had specified Schneider Electric

technology for the switchboard and distribution roles because it

was the best technology for the job, readily available at short

notice and backed by the local expertise of a global leader.

CLIENT FEATURE

When Justice Meets PowerCase Study By Schneider Electric

104


“Just knowing that the backup is there is obviously a big

factor when the pressure is on. It is very reassuring too that the

technology has been proven in world-class projects and found to

be successful and versatile.”

The energy monitoring technology used on the project –

including more than 100 Schneider Electric PowerLogic meters –

allows users to access all current, voltage and power parameters

via the industry-recognised Modbus Protocol. Usage of such

technology bears directly on the quotidian costs of efficiently

running all of the mechanical and electrical services associated

with the nine-storey Justice Building, the Trial Courts Building, the

Children’s Court Building and ancillary offices.

As Fewtrell observes, “If you can’t measure your energy

usage precisely, how can you reduce it where you need to? Given

that buildings in general consume one third of the world’s

resources – and use 42 per cent of Australia’s energy – it is only

common sense that major projects such as this be used as a

showpiece for more sustainable practices.”

The technology was chosen because it was readily available,

easy to adapt and very flexible, said Schneider Electric Customer

Service Engineer Mr Robert Christensen.

“The flexibility of the technologies chosen was important to

achieving design objectives. For example, dozens of Masterpact

NW Air Circuit Breakers were selected for the critical role of

switching up to 2500A. Many were used to switch between mains

supply and generators and when the scope of the works was

extended to incorporate synchrocoupling (SCTT) transfer, they

were able to accommodate the task as part of their standard

mode of operation.

“Despite a very critical delivery schedule, the customer’s

objectives were met and exceeded on several occasions.”

For more information contact the Schneider Electric’sCustomer Service Centre. Tel: 1300 369 233 Fax: 1300 369288 Email [email protected]. Or, visitwww.schneider-electric.com.au

About Schneider ElectricSchneider Electric, the global specialist in energy management, offersintegrated solutions making energy safer, more reliable, efficient andproductive in the energy and infrastructure, industry, data centres andnetworks, buildings and residential markets. With sales of 17.3 billionEuro in 2007, the company’s 120,000 employees in 102 countrieshelp individuals and organisations make the most of their energy.

About Star GroupThe Star Group of companies is a privately owned Australia electricaland data communications business which has been in continuousoperation since 1954 and employs about 300 people. Recent majorprojects, in addition to the Parramatta Justice Precinct, includeCentrelink ACT, the Latitude low and high-rise commercial developmentin the Sydney CBD; the 23-level commercial development 100 PacificHighway North Sydney; Westmead Hospital and Sydney WaterHeadquarters in Parramatta. www.star-group.com.au

105


106


CSM Storage and Filing Solutions CLIENT FEATURE

CSM is an Australian Manufacturer of Storage and Filing Systems specialising in the Office Market.

CSM products include a wide range of Storage Products such as Personal ‘Caddies’, Pedestals,Cabinets (with various door styles) and Rolling Storage Units (Manual, Mechanical and Electrical).

Our aim is to provide personalised solutions for all segments of the Document Storage and RetrievalCycle. Our dedicated design team works closely with the Client to develop the agreed solution.

All CSM Manufactured Products are GECA and Ecospecifier Certified and CSM is a member of theGreen Building Council of Australia.

In addition CSM provides a comprehensive range of Records Management products, including FileCovers, Labels, Label Printing Software and Links with Tracking and Retrieval systems.

CSM have been involved in many major Interior Fitout projects including The Commonwealth Bank,Macquarie Bank, AFTRS, Penrith Government Offices, Australian Museum, Dept of Fair Trading, Dept ofPrime Minister and Cabinet, Suncorp and Mirvac. In addition CSM Products were used in major Green 5Star Rating Projects for RAAF Richmond, Investa and Morgan Stanley.

CSM has also developed a strong export market and is currently supplying products to Dealers in theUAE (Dubai & Abu Dhabi), Oman, Qatar, Kuwait and Bahrain.

Our experienced team of Consultants are available to assist Clients with developing the most efficientsystem of Records Management, Storage and Document Retrieval.

Call CSM on 1300 656 946.

107



business, the government, China, America, India or whoever is themost convenient target.”

“However, organisations must help people to see that their actionsare important because when everybody takes those small steps anenormous amount of change can happen.

“Furthermore, as people start to behave in an environmentallyresponsible way, they start to build up an identity of themselves assomeone who does make an effort for the environment. The flow-oneffect from this is that they are then more inclined to support policychanges that are pro-environmental and to make biggerenvironmental changes themselves.”

Changing the behaviour of building occupants involves recognitionof the value of even small actions. A common complaint frombuilding owners and managers is that building tenants and occupantsfail to understand the design features of the building or partake insimple measures such turning off light switches.

Ms Roper stresses it is not just about getting the hardware inplace. A behaviour change program is essential once you get into theoffice, starting with the induction and backed by an ongoingeducation process.

”People need to know what to do, how to do it and what it willachieve.

“Engendering sustainable workplace practices is no different fromany change management process. The point is, you need to engageyour staff, generate enthusiasm and continually work on it,recognising achievements as they occur.”

Clearly, making people aware of environmental issues andeducating them about ways in which they can make a difference isthe first and most critical step towards adopting pro-environmentalbehaviours in the workplace. However, there are also a number ofdeeply ingrained impediments to achieving human behaviouralchange even if those changes are for the benefit of the greater good.

To illustrate this point, Dr. Bourke cites the work of Garret Harden,a prominent American ecologist in the 1960s who developed atheory which today is known as “The Tragedy of the Commons”.ii

Harden’s work explored the phenomenon of the village field, orcommons, where people would tend to exploit that resource to adegree that they wouldn’t exploit their own. This occurs because “thebenefits of exploitation accrue to individuals or groups, each ofwhom is motivated to maximise use of the resource to the point inwhich they become reliant on it, while the costs of the exploitationare borne by all those to whom the resource is available”.iii

The tragedy of the commons can be read as a modern dayenvironmental metaphor for the demands being placed on theearth’s finite resources by an exponentially growing populationdemanding ever increasing resources to support an ever-growingexpectation about the quality of life they are entitled to live.

Applied to the workplace, Harden’s theory outlines the dilemmawhere commercial building occupants leave lights and computers on,taps running, waste paper and set air-conditioning at inappropriatelevels even when these behaviours would be unacceptable in theirown homes.

“What happens typically in this situation is that people exhibitirrational behaviour in order to get as much out of a commonresource as possible because the negative consequences ofexhausting that resource are shared by everyone, but the benefits ofgetting as much as possible out of that resource come to you alone,”says Dr. Bourke.

“It becomes quite typical for people to take as much of a commonresource as they can because if they conserve their taking of theresource and nobody else does, then the rationalisation—which isoften an unconscious one—is that the resource is going to collapseanyway so they may as well profit themselves in the meantime.”

Overgrazing is an example of Harden’s Tragedy of the Commons.

The behaviour that Dr. Bourke describes is an entrenched humanresistance to change; that is, behaviour that is difficult to changebecause it has been allowed to devolve into habit.

“The real barriers to change are usually neither conscious norintentional. The loss of comfort, convenience or the sacrificing ofcomforts that we have grown to enjoy engages a natural resistancewithin most human beings,” she says.

“The most effective strategy to combat this is to create a vision ofthe future that we could be creating by changing our behaviour, sothat is a future that might be more energy lean but time rich, withtime to spend with families, and with more community connections.

“Positive images of the future work better than bleak ones.”While there are considerable barriers to achieving environmentally

protective behaviour change in the workplace, there is, through anunderstanding of human behavioural psychology, a number ofreasons to be hopeful.

While the Easter Islander’s drove themselves to near extinctionthrough a range of environmentally irresponsible behaviours, thetragedy of the commons does not necessarily have to be ours. Smallactions, achieved incrementally can lead not only to significant energyand resource savings in the workplace, they can also add up to evenmore significant burden reductions on our fragile, finite andirreplaceable global resources. The key is all in the mind, and a fewinsights into the drivers of human behaviour.i Diamond, Jared, Easter Island’s End, Discover Magazine, August, 1995,

http://www.hartford-hwp.com/archives/24/042.html, accessed December 7,

2008.

ii Harden, Garrett, The Tragedy of the Commons, Science,162(1968):1243-1248,

http://dieoff.org/page95.htm, accessed February 10, 2009.

iii http://en.wikipedia.org/wiki/Tragedy_of_the_commons, accessed February 10,

2009.

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.

To 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:

• Photocopy rooms where large volumes

of waste paper are generated daily;

• Mail opening centres in larger corporate

facilities;

• Communal kitchens

• Meeting rooms and break-out spaces

• Receptions and waiting lounges

• Open plan office space and

• 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

CLIENT FEATURE

www.rud.com.au [email protected]

8 West Link Place, Richlands Qld 4077Ph: 07 3712 8000 Fax: 07 3712 8001

Real office furniture that meetsyour 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 140Nexus 140

Nexus 50

Nexus 100

110


ESSENTIAL SERVICES

With buildings generating 40 per cent of greenhouse gasemissions and consuming 40 per cent of global energyand 12 per cent of all potable water used, it makes sense

that governments and the construction industry are focusing on thegreening of buildings.

In Victoria the non-residential sector, which includes commercial,industrial and institutional buildings, is becoming increasingly waterefficient, with per capita daily water consumption being reduced byabout 38 per cent in 2007/08 compared to averages in the 1990s.Although the non-residential sector traditionally consumes about fiveper cent of Victoria’s water, in 2007/08 it reduced its demand forwater by eight billion litres, or 25 per cent of the city’s overallreduction of almost 32 billion litres, and while some businesses stillrequire large quantities of water in their operations, many arebecoming increasingly efficient in the way they use water andminimise wastage.

A project launched in February 2008 focuses on the water savingsto be made in testing regimes of fire sprinkler systems in buildings. Itaims to save 450 million litres of water per year. A joint initiative of

the fire protection industry, the plumbing union and the VictorianGovernment, the project has its sights on the 500 million litres ofwater that are necessarily wasted each year in testing fire sprinklersystems.

The Victorian Plumbing Industry Commissioner and BuildingCommissioner, Tony Arnel, said the fire sprinklers water conservationproject was designed to achieve significant savings withoutcompromising safety standards in buildings and without creatingmajor costs or operational disruption.

Fifteen case study sites were chosen from 50 Melbourneproperties that expressed interest in taking part in the project and todate case study reports have been completed for 11 of these. Thesites range from high rise CBD office buildings to suburban shoppingcentres and large manufacturing sites.

The knowledge and water-saving recommendations developedthrough this process are being compiled into a guide for use byowners and facility managers of properties with large pump-boostedfire sprinkler systems. A project team has identified seven mainopportunities for reducing water consumption by these systems and

FIRE SPRINKLER PROJECTAIMS TO SAVE 450 MILLION LITRESOF WATER A YEARFROM THE PLUMBING INDUSTRY COMMISSION AND THE BUILDING COMMISSION

In the ongoing debate about sustainability of the planet, the built environment is often referred to asthe “low-hanging fruit” because it offers enormous opportunity to make a difference in a short space of time.

Fire sprinkler testing necessarily leads to considerable waste of water but the Victorian Plumbing IndustryCommission PlumbSmarter Fire Sprinkler Testing Project is designed to significantly reduce this waste.

111


ESSENTIAL SERVICES

A modern fire sprinkler pumping system.

they are:3 Pressure relief valve settings adjustment3 Adoption of AS 1851-2005 and monthly testing 3 Installation of pressure reducing valves3 Recirculation of fire sprinkler water3 Recycling (capture and further use) of fire sprinkler water3 Better zoning of fire sprinkler installations3 Better management of fire sprinkler draindowns and rechargingCommissioner Arnel said the project had decided to focus on the

first two initiatives but added that the solutions for fire sprinklerwater saving needed to be on a site-by-site basis.

“Some of these seven options may not be applicable at a particularproperty and costs and benefits will vary widely across differentsites,” Mr Arnel said. “There is no one-size-fits-all solution.”

The fire sprinklers water conservation project is a truly industry-government partnership approach to saving water, bringing together:3 The Fire Protection Association of Australia3 The National Fire Industry Association3 The CEPU – Plumbing Division3 The Australian Institute of Building Surveyors3 City West Water3 South East Water3 Yarra Valley Water3 The Department of Sustainability and Environment3 The Building Commission3 The Plumbing Industry Commission“Under Victoria Building Regulations, sprinklers are required in all

multi-storey residential buildings, residential care buildings and somehotels/motels, offices, shops, warehouses, factories and hospitals, aswell as public buildings,” said Commissioner Arnel.

“These buildings are required to meet provisions such as AustralianStandard 2118.1 and must be properly maintained, including the firesprinkler system.

“Under the latest Standard, AS 1851-2005, there are ways to testfire systems less frequently and a building built before 1994 withcompliant equipment may be able to reduce testing frequencyimmediately. Buildings built after 1994 will need to take one extrastep and ensure their Occupancy Permit allows a move away fromweekly testing.

The Melbourne Metropolitan Fire and Emergency Services Board(MFB) is supportive of the project. The MFB Deputy Chief FireOfficer, Keith Adamson, said the water savings would be beneficial to

the community without increasing the risk of fire to the buildingoccupants or the building itself.

The guide to fire sprinkler water conservation along with otheradvice and information will be available on www.pic.vic.gov.au—seePlumbSmarter—fire sprinklers water saving.

CASE STUDY 1—WAVERLEY GARDENSOne of the sites involved in the fire sprinklers water conservationproject is the Mirvac owned and managed Waverley GardensShopping Centre in suburban Melbourne, which has implementedmeasures it estimates will save more than six million litres of watera year.The water saving comes at a relatively low cost and is achievedwithout the need to install tanks or undertake costly or lengthybuilding work. It was as simple as adjusting pressure relief valvesand providing a pressure schedule for the sprinkler installation.Waverley Gardens has 100 retail outlets and 2200 car parkingspaces. It was built in 1981, long before water conservation was aconsideration, and underwent a major redevelopment in 2005.

CASE STUDY 2—QV BUILDINGMelbourne CBD office and retail centre QV has cut its weekly firetesting to a monthly procedure in an effort to make significantwater savings at the Lonsdale Street site.Grocon CEO Daniel Grollo said the change to monthly testingwould save the centre almost three million litres of water annually.“Obviously we want to do anything we can to save water on a siteas big as QV,” Mr Grollo said.“It has taken some time working with our fire maintenancecompany, our insurers and the MFB to reach the position wherewe are now only running water through the system monthly,rather than weekly.“During the month we are doing valve inspections and takingother measures to ensure the system is working as it should. Weare now also looking at ways to re-circulate that water through thesystem.”In another water conservation move, waterless urinals have beeninstalled at QV, reducing water consumption by a further 14 percent.

CASE STUDIES

When designing and building a new facility, it’s important tomeet the fire protection requirements of theBuilding Code of Australia (BCA) for occupant safety as well asprotecting the building and other assets.

Wormald offers a range of fire detection and alarm systemsincorporating leading technologies that provide highly effectiveand reliable fire protection solutions which meet therequirements of the BCA.

Featuring innovative MX Technology®, Vigilant® MX systemsoffer advanced analogue addressable fire detection combinedwith a simple to operate user interface for fire fighters. In theevent of a fire, the alphanumeric display indicates the exactlocation of an alarm, providing the zone number, the operatedfire detector (point) and a text description.

Vigilant® MX systems provide the optimum method ofdetection for most types of fire thanks to the combinedphotoelectric and heat and the combined carbon dioxide andheat fire detectors – both of which can operate in a large rangeof modes covering numerous applications without the need tophysically change the detectors. Nuisance alarms are minimisedwith a fuzzy logic algorithm for the photoelectric sensor whilethe carbon monoxide sensor is inherently immune to allcommon nuisance alarm sources yet provides the earliestresponse to slow smouldering fires. The heat sensor enhancesthe detectors flaming fire response.

Complementing the Vigilant® MX systems, Wormald offersthe Vigilant® QE90 Emergency Warning andIntercommunication System (EWIS). Integrating the emergencyintercom system with the emergency warning system enablesfire wardens to coordinate an orderly evacuation to reduce therisk of injury or death.

The Vigilant® QE90 evacuation signal incorporates the latestISO 8201 temporal tones interspersed with digitised voicemessages detailing instructions on how to vacate the buildingsafely. In addition, a chief warden can provide additionalinstructions using the emergency PA facility. The signals arebroadcast via amplifiers and loudspeakers covering each level orzone of the building.

The Vigilant® systems are available through Wormald whoalso provides highly trained fire experts to service the systemson a regular basis. Wormald is Australasia’s leading provider offire protection solutions. Since 1889 it has designed,manufactured, supplied, installed and serviced fire detectionand protection systems for a range of industries includingbuilding and construction, health care, military, government,leisure management, corporate, education and domestic.

For more information, call Wormald on 133 166 orvisit www.wormald.com.au.

Intelligent fire detection technologyCLIENT FEATURE

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CLIENT FEATURE

As a facility manager or a manager youneed to know who is on site, where, whenand what they are doing there.

Do the contractors have the correctinsurances, site inductions and SWMS to beallowed on-site?

Has all of the scheduled maintenance beencompleted?

Imagine how much time you would be ableto save if you could see all of this informationacross multiple sites without leaving yourdesk.

Valorem’s new version of Praxeo allows youto do all of this plus more.

Praxeo is an Australian award winningdynamic solution focusing on the people onyour sites.

Being a secure web-based solution, Praxeoallows you to manage a large number ofsites remotely, laying down consistent,repeated processes each and every time acontractor, visitor or employee accesses yoursites.

• Inductions – Praxeo demands proof thatthe person has been inducted to thebusiness and to the site before allowingaccess. You can induct them on Praxeoor use Praxeo to manage externalinductions.

• Insurance – contractor insurances arechecked in real-time.

• Company-wide safety messages – usingvideos, photos and text

• Site-specific safety messages – highlightsafety messages unique to each site.

• Live, remote site activity reports –including a live evacuation list.

• Raise work orders and monitor theirprogress.

• Program in ad hoc and scheduledmaintenance with optional automaticalerts if not completed within the timespecified.

Praxeo acts as the gatekeeper to a site 24/7so even when you are off duty you can bereassured that each of the site processes arebeing enforced.

For more information please call Valoremon 1 300 665 818 or visit our websitewww.valoremsystems.com.

MANAGE YOUR SITE’S TRAFFIC

NEW version of Praxeo to monitor:

Who is on site and what are they doing.

Contractor insurances and individual

inductions.

Work orders.

Using the new enhanced features within

the Praxeo terminal you can now perform:

Add new contractors onsite.

Track and manage SWMS’s.

Onsite compliance issues.

SLA’s and SLC’s.

For more information please call us on 1300 665 818or visit our website www.valoremsystems.com.

www.valoremsystems.com

inForM is a new initiative setup by FMA Australia toprovide an opportunity for young FM professional to getmore involved in the industry.

inForM aims to give these young FM professionals thechance to start building networks with others at a similarstage in their career with a view to building positiverelationships they can use to enhance their career. Eventswill be held in social environment at city bars in capitalcities across Australia.

After the first successfull event held in Victoria on 27 MayinForM will hold at least two events in all branches (ACT,NSW, QLD, SA, VIC, WA) throughout Australia and welook forward to you getting involved and making the mostof this unique opportunity within the FM industry.

New information will be constantly added to the website– inform.org.au but for any queries regarding upcomingevents in your area, you can email [email protected] orcheck out the new ‘inForM – Connecting young FMprofessional’ group on Facebook.

NSWDate: 18 JuneVenue: Kings Cross Hotel248 William St, Kings CrossTime: 5.30 pm – 7.30 pmCost: FMA Australia members -$20Non-members - $30Book for 5 and bring the 6thperson free

WADate: 9 JulyVenue: Box Deli 918 May St, PerthTime: 5.30 pm – 7.30 pmCost: FMA Australia members -$20Non-members - $30Book for 5 and bring the 6thperson free

QLDDate: 6 AugustVenue: Belgian Beer CaféBrusselsCnr Mary & Edward St, BrisbaneTime: 5.30 pm – 7.30 pmCost: FMA Australia members -$20Non-members- $30Book for 5 and bring the 6thperson free

ACTDate: 3 SeptemberVenue: BBar 21 Kennedy Street, KingstonTime: 5.30 pm – 7.30 pmCost: FMA Australia members -$20Non-members - $30Book for 5 and bring the 6thperson free

SADate: 24 SeptemberVenue: Bar CubaLevel 1, 70 Waymouth St,AdelaideTime: 5.30 pm – 7.30 pmCost: FMA Australia members -$20Non-members - $30Book for 5 and bring the 6thperson free

All bookings can be made onwww.fma.com.au

115


FMA AUSTRALIA EVENTS

UPCOMING INFORM EVENTS

CONNECTING YOUNG FM PROFESSIONALS

116


BOOK REVIEW

At last, the bible for facility managers in Australia. The facilitiesmanagement industry today is a far cry from the one whichemerged in Australia some twenty years ago. Having now

moved definitively from the basement through to the boardroom,facility managers are now making critical decisions on nearly everyaspect of building operations and performance.

The authors of Facilities Economics in Australia, Bernard Williamswith Brian Purdey, have defined the concept of ‘Facilities Economics’as “the study of man’s efforts to create wealth through the provision,use and management of facilities”, and it is clear this is a not a bookfor the faint hearted. The comprehensive textbook provides over sixtychapters on the economics of facilities divided into six parts, coveringthe full range of core and non-core services.

The six chapters are broken into key areas: Facilities—theirManagement, Premises, Support Services, Relocation andDevelopment, Taxation, and The Facilities Audit. In the first chapteralone you begin to get an idea of the depth and scope of facilitiesmanagement, something Williams and Purdey have not shied awayfrom in this publication.

“There is no absolute consensus as to what activities facilitiesmanagement should or should not embrace. Even if there were, therewould never be universal agreement as to which department,individual or discipline should have the overall responsibility for, andcontrol of, the generic cost centres.”

Despite the ambiguity surrounding the facility manager’s jobdescription, Williams and Purdey do their best to examine everypossible area which facilities management affects. Among the myriadof topics covered are: disaster prevention, waste management,information and communication technologies, benchmarking,taxation considerations, property management, environmentalmanagement strategy, and premises and business performance toname but a few.

Outsourcing and contract bundling are also dealt withcomprehensively in the chapter on management and procurementstructures, and the authors make no bones about outlining the risksinvolved.

“Outsourcing of facility management is now commonplace world-wide, but there is rather a dearth of spectacular successes. Althoughfailure of the outsourced regime often has to do with inefficiency ofthe client, the contractor or both, a frequent contributor for thedownfall lies in a thoughtless, unprofessional and precipitateapproach to the whole process of decision making andprocurement.”

Despite the fact the text can get a little heavy-going at times (thechapter on Taxation Considerations is by its very nature unrelentinglycomplicated), cheeky doses of humour are administered to thereader on occasion.

“The quickest route to recognition as an intellectual in the world ofproperty and building these days is to drop the word ‘performance’,in a reasonably relevant manner into as many sentences as possible.”

Quips aside, Facilities Economics in Australia is an essentialtextbook for students of facilities management, or those wishing togain a comprehensive grasp on the industry as a whole. In thepreface, FM Intelligence Managing Director Duncan Waddellelaborates on why this invaluable publication is likely to contribute somuch to the industry.

“This is certainly the most definitively written and Australianpublication for Facilities Managers to read, covering all aspects of theprofession from defining the practice of facilities managementthrough to a thorough explanation of the skills and knowledgerequired to lead, manage and deliver facilities management practice.”

To purchase a copy of Facilities Economics in Australia visitwww.int-fpi.com or email [email protected]

FACILITIES ECONOMICS IN AUSTRALIA Book Review by Melanie DrummondBook for Review: Facilities Economics in Australia

Written by: Bernard Williams with Brian Purdey, and a distinguished team of Australian facility professionals

Published: International Facilities and Property Information Ltd in 2005 (First Edition)

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“Outsourcing of facilitymanagement is nowcommonplace world-wide, but there israther a dearth ofspectacular successes.”

In a move that will assist the potentially

thousands of businesses affected by the

change, SNP Security has conducted trials of

various alarm monitoring networks and

selected four clear solutions as alternatives to

Telstra’s Securitel alarm monitoring network,

which is due to be decommissioned in

December 2009.

SNP Security has trialled numerous

network solutions of alarm transmissions

from the extensive range of products

currently available on the market, and has

selected the four top performing platforms

which will meet market requirements and

expectations. All four have been installed in

SNP’s state-of-the-art monitoring centre in

West Ryde.

The issues to consider were not only to

replace the existing customer security

service, but to ensure that the new Australian

Standards, standard 2201-5 on alarm transmission signals,

were also met by the replacement products.

SNP Security General Manager, John Fleming says they

wanted to source the best options available on the market and

thoroughly test each and every one to determine which would

offer the best replacement solution to affected customers.

The four new platforms utilise all of the common

transmission paths: Ethernet, GPRS, PSTN and GSM.

SNP Security selected solutions that utilise multiple path

transmissions, as it ensures that an alarm system can still

remain functioning and report a genuine alarm event even if the

original transmission path has failed for some reason.

“The new platforms enhance the integrity of the monitoring

network as it raises our customer confidence and enables our

monitoring staff to respond quickly and effectively,” says John.

For more information on Securitel replacement options,contact SNP Security on 1300 30 31 32 or go towww.snpsecurity.com.au.

SNP Security announces Securitel Replacement CLIENT FEATURE

Furniture for life.

Documents

Facility Perspectives v3#2 June 2009