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August 2016 issue                                                                                                           Latest news, events & interviews.

In This Issue


 

Letter from Des Brennan, Outgoing CEO


Comings and Goings


Haere mai
On behalf of the Association I extend a big welcome to Gillian Wess as FMANZ’s new Chief Executive. I have confidently handed over the helm of the Association to her, and know that she can trust in your support and guidance. Gillian brings great experience and very relevant capabilities to her leadership role. Over the past month she has met and started working with the Board and the executive team to ensure a sound transition.
 
Annual General Meeting

You will by now have received advice of the Association’s AGM, the agenda for the meeting and the Association’s Annual Report. The purpose of the Annual Report is to account to members and other stakeholders about what has been achieved and the financial position of the Association. Please take time to read the Annual Report and ask questions if you have any.
 
A request for nominations for appointment to the Board has also been made, so consider this important opportunity if you have not already done so. Please join colleagues locally to attend the AGM on Thursday 18 August. It will be live-streamed from Auckland and feedback will be facilitated electronically from other branches who will be meeting in Hamilton, Wellington and Christchurch.
 
Constitution and Governance

Members have been asked to approve the Association’s proposed new Constitution at the AGM.
The following instruments have already been approved by the Board and uploaded to FMANZ’s website. These can be downloaded here:

FMANZ Board Charter – this provides guidance and policies relevant to the effective governance of FMANZ.

Terms of Reference have been approved for the following committees. These outline their purpose and procedures:

Branch
Education
Maintenance and Standards
Membership

E noho râ

In signing off my last letter to you all I thought I would include a sage observation by my friend Mark Orams in his book, Blake Leader:
 
Great leadership involves ethics, it is about how you do things, the way you treat others. It involves attitude, communicating, listening, making decisions, tenacity, determination and resilience. It involves nobility of purpose, respect and integrity. It involves self-confidence and belief. It is something special.
 
Best wishes to you all,
Des Signature(copy)
Des Brennan
Outgoing Chief Executive, FMANZ

 
 

 

FMANZ Welcomes New CEO 


Experience and Expertise

 
Gillian Wess-774It is with great pleasure that we welcome Gillian Wess to FMANZ. Gillian took over from Des Brennan as CEO on 27 July. 

Originally from London, where she trained with William Collins (now HarperCollins) book publishers, Gillian’s extensive career spans the private, civic and not-for-profit sectors. Her business, marketing and communications experience includes the senior positions of Promotions Director at Christchurch City Council, Corporate Affairs Executive for Paynter Corporation property developers, and other communications consultancy roles. Notably, for 10 years Gillian was General Manager of Architectural Designers New Zealand, the national professional body representing the advocacy, professional development and branding interests of architectural designers, with networks into the construction sector.


Gillian’s interests in the arts and creative industries have seen her hold the role of General Manager for Showbiz Christchurch, NZ’s leading producer of large-scale stage productions, and as Founder/Director of the Enrich Arts & Business Enrichment Partnership Programme.  Gillian also serves as Executive Officer for the Storylines Charitable Trust and committee member for the Dame Malvina Major Foundation.
 
 
 
 

Q&A with Des Brennan 


Reflecting on Three Years as CEO

 
Before Des departed for the wilds of Alaska, we asked him to reflect on the three years he has spent at the helm of FMANZ. How has his understanding of FM changed over that time, what have some of the highlights been, and what does he see as the opportunities and challenges facing the Association in the years to come?

You joined FMANZ as CEO three years ago. Before taking on the role, what did you know about FM?
 
Prior to joining FMANZ I had worked for a total of 11 different organisations. My wide-ranging roles included Chief Chemist, Factory Manager, Sales & Marketing Director and Chief Executive. I admit that I was not aware of Facilities Management as a function. That is not to say that these organisations were not budgeting for maintenance and building development, but my interest was more in machinery to drive productivity and quality. How do we get the most immediate pay-back?

How has your understanding of FM changed during your time as CEO?
 
I did a fair amount of reading and was fortunate to benefit from the knowledge of the industry's thought leaders.   Now, my more enlightened view is that Facilities Management is a critical business function and should be part of the fabric of organisational strategy. It is one which I see has not been well understood, and Facilities Managers have been poorly recognised. This is not just here in New Zealand, but around the world. It is partly a problem of reporting lines and the CEO’s attention, naturally, being given to the most immediate business problems and opportunities. 
There is a crucial lack of understanding of Facilities Management’s contribution to employee health, wellbeing and engagement. 

What did you set out to achieve during your time as Chief Executive? (And have you been successful?)
 
My initial aim was to understand the state of the organisation. Does the ship need to be steadied or is it securely on course and delivering against its plan? I had not previously worked remotely for an organisation which did not have a physical office! In the end it is the Board and the members who should answer the question as to the level of success. However, I believe that FMANZ has made significant progress - this ship has been steadied, the Association has advanced with a very capable executive team and its financial position is reasonably strong and sustainable. The Association has a very sound strategic plan and the Board has worked to strengthen governance - particularly via a draft new Constitution and the adoption of a Board Charter. 


FMANZ 16 Day2 198-906 What have been some of the highlights for you, during your tenure?

Firstly, the ongoing success of the FM Summit has been most pleasing. We have built a strong brand and a formula which has delivered three exceptionally good events. We have a knowledgeable Summit Committee and great partners, who provide outstanding support in all aspects of the Summit’s content and production. This is for now the engine room of the Association.

Secondly, our advances in education have assisted, and will continue to assist, members to gain greater professional recognition and success. There is still much work to be done here, but our relationship with Facilities Management Australia and access to its Diploma in Facilities Management presents wonderful learning opportunities for members. Auckland University of Technology (AUT) is the other key partner in so many ways. AUT will soon provide the first undergraduate degree (Bachelor of Engineering Technology) specialisation in FM/AM. There is already interest in providing internships for the pioneering students. No more accidental FMs?
 
Thirdly, working with our really capable and committed team and our self-effacing members has been a pleasure. 

What do you see as some of the opportunities and challenges facing FMANZ as an organisation?
 
The opportunities and challenges are fairly evident in the Association’s Strategic Plan. This identifies the outcome areas where we need to make progress. Our research over the past three years indicates that education and advocacy are important. We have established that the FM Industry has significant scale (almost 4% of GDP) and therefore is of importance to the nation’s productivity. The Association has a sound understanding of the segmentation of the industry and a developing value proposition - so membership growth can now be targeted and value delivered. There is also important work underway in building a knowledge hub, initially around maintenance and service standards.


What is it that FMANZ as an organisation should ultimately be aiming for do you think?
 

The challenge for any organisation is to be relevant, attuned to member needs and financially sustainable. FMANZ needs to grow its membership and may need to do this in collaboration with others. This is a longer term and thoughtful process.

 
Ben Lomond August 2015-336What are your plans now?

Most immediately there is a holiday. Further ahead, I am looking to add to my governance roles and spend a little more time tramping around our extraordinary National Parks.

Finally, any parting advice for members?
 
For the Association to succeed for the members it must have the support of its members. Provide more for education in personal and corporate budgets. Be active on Branch and other committees and aspire to be on the Association’s Board. There are great people in FM - generous, hard-working and self-effacing. Finally, be aware of your organisation’s strategic plan and annual report and engage with the ‘top floor’.
 
 
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Be Part of the AGM 


Livestreamed from Auckland on Thursday 18 August


FMANZ Annual Report Cover-75Keep the evening of Thursday 18 August free for FMANZ's AGM. Members are invited to join the meeting in Auckland, Wellington, Christchurch or Hamilton (proceedings will be livestreamed from Auckland). For more information, click here.
 
Agenda - Download here.
Annual Report - Download here.

Board Member Elections - There are two retiring positions (of four) in the Northern Region and one retiring position (of two) in the Central Region. There are no retiring positions in the Southern Region. Email nominations to CEO Gillian Wess at membership@fmanz.org by 5.00 pm on 11 August.

Board Member role description: Download here.
Board Member nomination form: Download here.

To register  for the AGM, click here. If you are unable to attend in person, you can follow proceedings online, live on the website. A link will be provided closer to the date. See you there!
 
 
 

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Thoughts from the Departing Chair


Five Quick Questions with John Braithwaite

 
After two years as Chairman, John Braithwaite will step down from the FMANZ Board at the AGM in August. Before he departs, we asked him to reflect on his time in the chair, and his aspirations for what he calls “this fantastically energetic organisation”.
 
You were a founding member of FMANZ. What was your vision for the Association?
 
I think part of the success of the organisation is that the founding team had very similar visions. For me, critical success was going to be around creating an organisation that was built to support and develop its members and the profession.  In particular I wanted to see the organisation develop its own direction and set its own definition of success. 
 
My non-negotiables were:
 
  • Developing a recognised profession
  • Bringing the profession to a level where senior management understands the value of the role
  • Being able to answer that question, “What do you do?” with the statement, “I am a Facilities Manager”, and have that person go, “Cool, I know what that is and you guys make a difference.”

FMANZ 16 Day1 129-451
What have been some of the highlights for you, during your time as Chairman?
 
My term in the seat has seen a lot of change, with the last of the “Old Guard” (me being the very last!) moving out of the Board and a new group, with different skills and energy, stepping up to take on the next challenges.  I believe the refreshed Board is well placed to achieve the next steps and will succeed in taking the Association to the next level.
 
Some of the highlights include:
 
  • Helping the membership reassess our  Vision, Mission and Values, and getting the current Board on the road to matching its strategy to that of the membership.
  • Seeing the work of a large group of individuals and teams culminate in the launch of the Bachelor of Engineering Technology (BEngTech) degree with an FM Major.
  • Understanding the scope and scale of the profession via Astrid’s research and knowing that we are a $9b industry and have a 4% stake in the country’s GPD is fantastic. (Having the opportunity to discuss this with Bill English last month was also very gratifying.)
  • Seeing the awards programme set in motion to recognise the success of our high achievers is another great achievement.
 
I am also very proud that Service Resources has been able to contribute to the FMANZ Foundation three times over the past three years … There are now three Emmerson cartoons hanging on our office wall!
What is it that FM as a profession should be aiming for?
 
That elusive instant recognition that comes from a profession that is established, understood, and acknowledged for its contribution - environmentally, commercially and socially.
 
FMANZ’s role is to ensure our membership and our extended professional communities have a robust toolkit full of the latest technologies, processes and procedures to contribute positively. The Association needs to provide access to learning opportunities and relevant, measureable and proven metrics to support the contributions we make to People, Place and Productivity. 
 
We have had some great successes in many of these areas and the current business plan provides avenues to refine and improve on these achievements.
 
Where would you like to see FM in New Zealand in 10 years’ time?
 
I am confident we will see ourselves contributing positively to all aspects of business. I would love to see more people find the ability to specialise in niche areas within FM.  My measure of success will be if we are having real conversations with senior management.  We need to put ourselves in a positon to talk about the positive contribution we make.
 
Finally, any parting words before you vacate the chair?
 
It’s a bit cliché but it really has been a great privilege to be part of the Association from day one. I love the energy, the honesty and most importantly the comradery of the profession.  I hope we never lose the ability to come together as peers and competitors and collaborate in the way we have proven we can do so well.  It is a small village and, as is often said, it takes a village to raise the kids.  This Association is reflective of the close-knit community that we are bound into. I challenge everyone involved to keep that collaborative energy alive and always engage positively with each other to continue to build on the great groundwork that has been laid down.
 
Thank you all for the opportunity to contribute to the Association and to take a spell at the helm.  It has been a great experience for me personally, and I hope the Association has benefited as much from my contribution as I have from being part of its success.
 

 

 

Please Note


Master Classes Postponed

 
Please note that with AUT lecturer Anne Staal's return home to Hanze University in The Netherlands, all previously scheduled FMANZ Master Classes have been postponed. We will let you know the new dates once classes have been scheduled.
masterclasses 2-391
 
 

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FM Degree Launching in February


The Beginning of an Exciting New Era for FM in NZ


“Asset and facilities management is a rapidly growing aspect of the construction industry, combining building engineering, maintenance and management skills,” reports AUT University in its prospectus for the new Bachelor of Engineering Technology major in Asset and Facilities Management.*

graduating from AUT“The programme intent is to produce engineering competent individuals who ‘get’ FM,” says Professor John Tookey, from AUT's School of Engineering, Computer and Mathematical Sciences. “Engineers with a pragmatic commercial understanding of FM and construction.”

In promoting the new major, which opens its doors to students at the beginning of 2017, AUT says: “Asset and facilities management engineers have input into the design, construction, commissioning, operations, maintenance, repair, modification, replacement and decommissioning of buildings.

“The Asset and Facilities Management major helps you develop the skills to provide cost-effective lifecycle sustainability of commercial buildings. It covers a wide range of skills – including building technology, building management systems, energy management and the commercial aspects of construction."

"AUT’s Bachelor of Engineering Technology takes a hands-on, applied approach to learning," says John, and involves three years of fulltime study and 600 hours of work experience. The new AM/FM major will be run from the new purpose-built engineering technology design precinct in Manukau, currently under construction, with some laboratories being held in the city. The degree is internationally recognised under the Sydney Accord.

Key Features for Students

 
  • High demand for asset and facilities management skills

  • Hands-on building management expertise and experience

  • Real life experience working in asset/facilities management companies

Programme Structure

Year 1 - This major shares some of the first year with the other majors in the Bachelor of Engineering Technology. Students develop skills in essential construction technology and materials, as well as generic engineering skills.

Year 2 - Students become familiar with lifecycle design, engineering and analysis. This year also introduces specific skills in asset and facilities management, as well as management, cost engineering and project management skills.

Year 3 - This year covers advanced construction technology and asset and facilities management skills, as well as ethics, sustainability and other management topics. Students also complete the compulsory integration specialisation project. Students work as part of team, undertaking the role of an asset and facilities management professional to develop building management specifications and plans, working alongside students from other construction disciplines.

Want to Help?

You can help build futures for FM through providing scholarships and internships, and mentoring students. We will keep you informed as more information comes to hand.

*Subject to CUAP approval.



 


News from NZ and Around the World

 
TEMC Coming to Auckland
Convened this year by FMANZ Fellow, Steph Forrest, The Tertiary Education Management Conference (TEMC), a trans-Tasman venture organised by ATEM and TEFMA, is being held 11-14 September at the Sky City Convention Centre in Auckland.
TEMC-366
 
EM for FM-915
EM for FM
In association with FMANZ, EMANZ is running a two-day Energy Management for Facilities Management training course in Christchurch on 25/26 August. Discounts are available to FMANZ members and an additional 5% discount applies for multiple company bookings. See here for more information and to register.


 
Dive in now!
Explore the latest thinking and innovations in aquatic and recreation facilities at the 2016 Just Add Water Seminar (JAWS), to be held in Wellington on 10-12 August.
JAWS-632
 
clean air-539
Combatting Work-related Disease
It's a sobering thought that workers in New Zealand are 10 times more likely to die of a work-related disease than from a work-related injury. Tens of thousands of people also have severe health issues because of their work. The Clean Air programme is WorkSafe’s first targeted work-related health intervention. To read more, click here.  
    
FMANZ at EFMC 2016
Congratulations to FMANZ Fellow Val Moraes, who presented at EFMC 2016 in Milan in June. His presentation was about getting FM into the C-Suite. Joining Val from The Netherlands, Astrid Bruursema also put FMANZ on the map at EFMC when she presented her research findings in the student poster competition.
Val-101
 
heathrow-330
Heathrow Airport took away the Gold Award
Global FM Awards
The winners of the 2016 Global FM Awards of Excellence were announced as part of World FM Day last month. All the submissions are winners in their own right, as member organisations select their very best candidates from their organisations over the past year.

 

 
STEM-206
STEM for FM
STEM subjects (Science, Technology, Engineering and Mathematics) should be promoted in schools to increase the number of school-leavers entering FM, says one of the winners of the Global FM Awards. Read more here.
Slow Uptake on Wellness
Only one-third of employees take part in workplace wellness schemes provided by their organisations, according to a recent survey, Work and Well-Being. The results indicate that workplace schemes are not reaching at least two-thirds of the US workforce.
wellness-40
 
multiskilling-558
Multiskilling: Good or Bad?
Does multiskilling in service management lead to improved job satisfaction? Multiskilling of employees is an effective way for facilities management companies to organise jobs in ways that improves profitability, flexibility and quality of service. But does it also create a better workplace and enhance job satisfaction? Read about the three dimensions of multiskilling, and the benefits and drawbacks of multiskilling job design here.
 
Never Waste a Good Crisis
A recently published UK report urges property owners and facilities managers to start “thinking differently” to manage market risks. The International Construction Market Survey 2016  is Turner & Townsend’s largest and most in-depth survey to date. The verdict? “Never waste a good crisis.” Find out what that means, here.
market crisis-172
 
glass ceiling-319
Shattering the Glass Ceiling
There's something to be said about focusing in on how the FM function is accepted, respected and positioned when matched against a range of different forms of company structure, says Martin Read, managing editor of FM World. He writes about shattering the executive glass ceiling in his blog.
 
Drive for Efficiency
Universities across the UK could save 10 per cent on their estates repair and maintenance bills by implementing efficiency drives, particularly for procurement of materials. Read how they might make this happen, here.
UK uni-185
 
robots-674
When Science Fiction Becomes Reality
The adoption of robotic technology has never been higher than it is today. According to the International Federation of Robotics, last year the number of industrial robots sold globally hit 179,000. This is an all-time record – but is it a good or a bad thing? Find out here.
The Oscars of NZ Architecture
The 2016 Interior Awards took place at St-Matthew-in-the-City, Auckland, on 23 June to celebrate the 10 prize winners of 2016. The awards were presented across nine main categories including Workplace (over 1,000m2), which was won by the Fonterra Centre featured in Building Showcase. Read all about the winning entries, here.
Interior Awards-444
Len Lye Centre-52
The Oscars of World Architecture
Speaking of which, 10 New Zealand projects are included in the shortlist for the 2016 World Architecture Festival Awards, which consist of over 300 projects from 58 countries. Architects of the shortlisted projects will be invited to present to the panel of jurors in Berlin during the World Architecture Festival, which runs 16-18 November.
Brexit Fallout
Organisations representing the property and construction industry have joined forces to call for the UK’s existing focus on decarbonisation to be maintained as part of any EU exit negotiations. “Incentives remain strong for business to address climate change and other urgent sustainability challenges,” they say. “A low carbon built environment can be a catalyst for innovation, investment and job creation.” Read more here.
decarbonisation-302
hugging-583
Facilities for Hugging?
At the ISS Top Management Conference 2016, delegates had a chance to discuss the trends of Facility Management with the ISS Group Chief Commercial Officer, Andrew Price. His answers were both thought-awakening and surprising. Facilities for eating, and talking - yes, that's pretty mainstream - but facilities for hugging?
Outsourcing Savings
Cost savings continue to be the most important reason behind outsourcing decisions. But how much money are you actually saving? This post by ISS strives to answer that question.



 
outsourcing-309
innovation-108
Innovative FM 
In the words of Thomas Edison, “Innovation is more than simply coming up with a good idea; it is the process of growing them into practical use”. So what are the four characteristics of innovative FM companies? Find out here.
Good Sport 
Sport New Zealand released the Community Sport & Recreation Facility Development Guide at the end of June. Download the 23 page summary, or full 250 page guide from the Sport New Zealand website.
sport nz-912

hot office-903
Hot Stuff
If you can’t stand the heat, stay out of the office … 90% of UK office workers feel less productive when it’s too hot in the office, with 44% moving away from their desks to counteract the heat. A OnePulse survey found that of those who said they’d move away from their desks, 72% said they’d move to a cooler part of the office, while 23% said they’d go to a meeting room.
FM On the Rise
According to I-FM.net, the world market for Facilities Management is expected to grow over 13% by 2024, thanks to a series of converging trends, including a focus on cost control, environmental responsibility, energy efficiency and regulatory compliance.
business growth-466
office-595Office & Industrial Benchmarking Reports
The 2016 Office Experience Exchange Report (Office EER) and the 2016 Industrial Experience Exchange Report (Industrial EER) have just been released. Data from these interactive online benchmarking reports offer critical insight into income and expenses within the commercial real estate industry. Take a look at a summary of the data here.

 
If you come across any interesting snippets you think others would be interested in, please email them to Sara at editor@fmanz.org.

FM Job Outlook

A Profession in Demand

You may have heard talk in the news about a recent study which shows that three out of four people are currently on the lookout for a better job. Just in case you're one of those looking to move on, we decided to catch up with Vanessa Powell, Managing Consultant at Robert Walters in Wellington, for a snapshot of the FM job market in New Zealand … 
 
What are the key developments you’ve observed in the FM employment market ?
 
The profile of FMemployment-995 is forever growing and developing, which can be attributed to the hard work of smart facilities managers across NZ. A consistent push towards education is aiding this movement and the raised profile of FM. More organisations are recognising the value of good FM and the subsequent cost savings that appropriate FM can deliver. Good FM practices are being attributed to the increased wellbeing of staff and therefore the reduction in lost time to sickness and down time.

Is FM becoming more recognised as a profession do you think?
 
Yes, the biggest indicator of this is graduate interest. Four years ago, no graduates would ask about FM as a career path but there is now genuine graduate interest in a lot of the roles I advertise.

What do you think the key trends are, going forward?
 
The profile of FM will continue to grow, particularly with the hard work FMANZ is putting in to raising awareness and there will continue to be skill shortages in this area because of the specialist nature of the work.  
 
We are still seeing a need for good generalist facilities managers and people with more of a project management bent. One of the main trends has been a shift towards utilising analysts to get through the big data so informed decisions can be made around portfolio management.
 
employment handshake-800Are Facilities Managers in demand?
 
Yes. Good FM people are receiving multiple offers when they go to market.  We recommend that hiring managers focus on streamlining their recruitment processes to avoid missing out on top talent. Smart hiring managers are being more considered in their offering, particularly around flexibility and training and development programmes.
 

What are some of the key things employers are looking for?
 
Strong technical competency remains a key request and people with relevant experience in a similar role are equally sought after. As the FM industry grows its profile, employers are adjusting their priorities. A facilities manager touches all parts of the business and this is reflected in the request for skilled stakeholder management. Attitude also continues to be a key driver for smart hiring managers and they are searching for individuals who aren’t afraid to ‘roll up their sleeves’ when needed.

Do you have many queries from overseas FM professionals looking to work in NZ?

We do have queries; the majority are from the UK and South Africa, and are predominantly people wanting to move for quality of life reasons. Most want to settle in major centres such as Wellington, Christchurch and Auckland. I find that people who are looking to make the move are well positioned if they have a strong knowledge of FM and strong relationship management capability.

salary-636Salary-wise, what can someone in FM expect to be paid?
 Salaries are genuinely reflective of skills and experience in Facilities Management, so it really does depend on the level of experience and personality fit. Robert Walters releases a global Salary Survey annually (New Zealand is on page 206) and FM salaries are included in the findings.



Finally, for employers reading this, Robert Walters released a paper on attracting, retaining and developing millennial professionals – what were the key findings?
 
If people want to read the full whitepaper they can find it here. Otherwise, the report highlights are:

Want to go Global
86% of Millennials think employers should offer international career opportunities as part of their training and development programs. Organisations that do not have global operations should look to connect with global partners in order to retain talent and help develop their employees.
 
Still attracted by traditional inducements
74% of Millennials say that salary and benefits are still most important when looking for a new job.
 
Need to be recognised
70% of Millennials say that the most important quality in a manager is the ability to recognise performance regularly.
 
Want a mentor
On the job training (78%) and mentoring by internal professional contacts (54%) were the preferred methods of training for Millennials.
 
Not as LinkedIn as employers think
87% of employers think that Millennials would leave their organisation if they didn’t invest in emerging technologies, and 62% of employers have plans to invest in technology. However only just over half said they would consider leaving if their employer didn’t invest in technology.

 Events 


FM Happenings Up and Down the Country

David White-549It has been a busy couple of months with events up and down the country. Thanks to David White, Director of the Government Property Group, for sharing his knowledge on Public Property - Challenges and Opportunities for FM in Government in the June National Breakfast Series.

You can download David's 27-slide PowerPoint presentation  and watch the seminar again (thanks to Livestream) by clicking here.


Wellington started something with their 2015 World FM Day Quiz Night. This year saw the knowledge of FM in Auckland, Hamilton, Wellington and Christchurch put to the test on 13 July. Thanks to the four branch committees for their organisational efforts, and to the four regional sponsors: Test & Tag, Resene, Commercial Door Services and Opus. We hope you all had a great night and are keen to do it again next year!
 
Quiz night Auckland-166
Quiz Night at the Empire in Auckland
Quiz night Christchurch-769
Some of the prizes on offer in Christchurch

And thank you to FMANZ Gold Sponsor Philips Lighting for hosting FMANZ members at their new state-of-the-art ‘connected' office in Newmarket, Auckland for an After-5 event in July.
IMG 6711-191 IMG 6718-743


 
 
 

 


Valspar: If It Matters They're On It


As a recent project in Queenstown clearly demonstrates, FMANZ Platinum sponsors Valspar live up to their motto, ‘If it matters we're on it".
 
Valspar Business Development Manager Sarah Stewart (Auckland) and Business Development Representative Bevan Brown (Southland) worked closely with Auckland-based Dafydd Barrar, Senior Facilities Manager with Colliers International (on behalf of FreshChoice Queenstown and Stride LFR) to complete a large exterior paint job within a fixed budget and a very tight timeframe.
 
“It was very much a team effort,” says Dafydd. “That’s when you get the best results, when everyone is working together.” The challenge was to get FreshChoice Queenstown sealed and painted before the inclement winter weather the town is famous for, set in.
 
freshchoice-976

The team at Valspar “played a huge part in project management”, says Dafydd. With clear guidelines and input from Colliers, Stride LFR and FreshChoice, Valspar compiled site notes, drew up specifications, made recommendations on local painting companies and ran the tender process. They also offered professional advice on surface preparation and appropriate paint systems.
 
Tom Dixon Painting Ltd won the tender and completed the job to a high standard within three weeks. Based at Valspar in Invercargill, Bevan visited the site regularly during this time, and kept all parties abreast of progress via photographs. He also produced a summary report on completion. “He even organised a local roofing contractor to fit new parapet caps when the painters discovered an area of total breakdown on the roof,” says Dafydd, clearly impressed.
 
Dafydd is so pleased with how seamlessly the project ran, he is looking at teaming up with Valspar on more projects in the future. “In fact, we already have a number in the pipeline.”
 
“The FreshChoice project is a really good example of what we can do,” says Valspar’s Sarah Stewart. “Our goal is to be a paint arm for facilities managers and their clients, providing them with the best systems for longevity and durability.
 
“We’re about much more than selling paint. As we like to say, we’re about everything outside of the bucket, as well as within it.”
Valspar logo-68
Valspar brands sub logo
If you have a project you'd like to discuss with Valspar, get in touch with Sarah Stewart, Valspar's Business Development Manager:
 027 4480349
SARAH.STEWART@valspar.com.


www.valsparpaint.nz

 

 

 A Day in the Life Of ... Stuart Graham 


Places and Spaces to Live, Work and Play

Stuart Graham is the Facilities Manager at Christchurch City Council. As part of the Corporate Facilities Property and Planning team, he leads a group of 22 staff responsible for managing building maintenance, renewals, security, fleet, office fit-outs, storage etc. “Basically all the traditional hard and soft FM services.” The Council outsources most of its trade services and has a small technical team who support the 1600 buildings across Christchurch City and Banks Peninsula. “My role involves lots of negotiation and leadership, with a big emphasis on operational facilities management across the organisation,” says Stuart. “I have a lot of stakeholders to work with, so solid relationships are paramount.” Stuart has been with the Council for the past six years.

Stuart G CCC image 3-954What does ‘Facilities Management’ mean to your organisation?
 
Our team vision is to enable ‘Places and spaces to live, work and play’, and I like to think my personal FM approach is to ensure my organisation is well placed to deliver the services our city needs to thrive. I compare our team to that of a stage crew working behind the scenes. We support our organisation and community because we are passionate about working and living in New Zealand’s second largest city.
What is a typical day like for you?
 
Meetings, meetings, meetings, check in with my team, meetings, battle with my email inbox, more meetings, liaise with stakeholders … aka meetings …  no, seriously, my day is never dull and it involves a nice mix of leadership and operational responsibilities. I get to be involved in some amazing projects, rebuilding and repairing our city’s infrastructure. However our main focus is to support our core services such as community facilities, libraries, sports centres and the occasional corporate building.
 
What are some of the challenges of your job from an FM perspective?
 
Keeping abreast of all the projects and developments that are underway, along with balancing our existing service delivery. It’s strange to think it’s been almost six years since the Canterbury earthquakes altered the landscape for our community so dramatically. Now we have the challenge to live and work in a city that is rebuilding. It’s an exciting time to be involved in a building management role. For my part, I’m focusing on making good, often pragmatic decisions, and being involved in reshaping the facilities as we repair and rebuild them.

 
Christchurch-Civic-Offices2-81
What is the most interesting aspect of your job?
 
The Christchurch City Council  has a very diverse range of facilities in its portfolio to support, which I enjoy, from the 6-green star Civic building, to our parks and paddling pools … they each have a story to tell and take time to manage. We are incorporating some great initiatives to reduce operating costs with smart building controls and energy efficient lighting. Where we can we are creating sustainable and strong buildings for our future generations to enjoy.

What are some of things you like most about working in FM?
 
I like the practical approach that Facilities Management people bring to the job. We are a very solutions-focused industry, in that we are enablers who support our organisations to achieve their goals. I enjoy the facilities management industry because it has a fabulous mix of operational and tactical people working together.
 
What do you think are the most important skills an FM professional needs?

The ability to translate technical information in a credible solution-focused way. AKA, the ability to translate the complex. People don’t want you to bamboozle them by explaining the intricacies of thermal heat loadings or system infrastructure resilience. Remember it’s important to include the solutions and what these mean to your stakeholders.

On a day-to-day level, it’s important that you have the ability to competently deal with the urgent, unplanned, and planned works, without losing the plot. Practically, this equates to juggling, whilst riding a unicycle, at the same time delivering a customer-centric solution. Easy aye!

 
Stuart G CCC image 2-222How did you get into the industry?
 
I didn’t plan to get into the Facilities Management industry. I did a Bachelor’s Degree in Geography, and from there I got involved in a nationwide telecommunications project for a few years. Then I found myself working in the tertiary education sector as part of an FM team. I guess this gave me exposure to the FM world. Since then, I’ve had some great leadership roles in facilities, property, and building management.
To date, I’ve always been involved on the client side and have picked up the knowledge I’ve needed on the job. I guess I’ve developed enough transferrable and leadership skills to overcome the lack of specific FM qualifications.

What is the proudest accomplishment in your career to date?

I’m proud to have been involved in supporting the city, as we managed our way through the Canterbury earthquake events. They were the definition of “not ideal” in anyone’s language, but they provided me with the opportunity to roll up my sleeves and get involved during the state of emergency phase.

What advice would you give to someone starting out in FM?

Practice juggling! Facilities Management roles can be really diverse, full of challenges and disruptions. Each disruptive event is an opportunity to use your judgement, skill and influence to add value to your customers, your stakeholders and your organisation. Facilities Management is a growing industry and one that attracts great people. Most importantly, don’t be afraid to embrace change, as it can take you in lots of different directions.

When you’re not at work, what do you enjoy doing?
 
I’m in the middle of a major house renovation at the moment, so my spare time is 100% focused on DIY. When that’s over, I’ll get back to my passion for outdoor activities like cycling, kayaking, paddle boarding, flying power kites, tramping, camping … basically anything that’s outdoors and not in a building.

 
 
 

 Building Showcase 


Land of Milk & Honey: Inside Fonterra's New Headquarters


The multinational dairy cooperative Fonterra has adopted Activity-Based Working (ABW) practices with the creation of its clean, green, new corporate base in downtown Auckland.

The creation of the new headquarters was driven by Fonterra’s need to amalgamate its corporate staff, who were scattered across five distinct Auckland locations, into “one Fonterra, if you will”, says Ben Coleman, Fonterra’s development manager, about the build. “There was a number of reasons for wanting to bring everyone together, including sustainability and cost effectiveness, but also the fact that we are a global company. If we were going to attract global talent, we needed to have the right space.”

Before finding a site and talking about the build, Fonterra firstly considered the future of the company’s working style. “We asked how we wanted our people to work, how to reduce our overheads and maximise efficiency, and in the end, put more money on the table for the farmer. That was how we came to decide on Activity-Based Working,” says Ben.


Fonterra 1-324
Raised and lowered floor levels in the ‘lantern’ create some unusual workstations with excellent views of Auckland harbour.
Image: Simon Devitt

Specialist in Activity-Based Working, Veldhoen + Company, was brought in from Australia to analyse Fonterra’s needs, in terms of the types and numbers of working and meeting settings it would require.

Rather than throw staff into the new workplace unprepared, Fonterra carried out a good deal of training, says Ben. “We engaged Jasmax in the project from its conception phase in 2012, and they designed an ABW pilot site, dubbed an Experience Centre, where more than 400 of our employees had the opportunity to work for a period of time, to experience the new way of working.”


Fonterra 2-542
The ground floor café has an industrial aesthetic. Image: Simon Devitt

To read more about how Fonterra is making ABW work, including its use of ‘Find Me’ touchscreen panels, and how wellness, water use and ecology all came into play in the design of the building, click here.

To keep up to date with building projects in NZ, sign up for Architecture Now’s free newsletter here.


 
 
 
 
 
 
 

 Better Buildings


Is Your Building Accessible?


Building law expert and teacher Rosemary Killip warns that our definition of ‘accessible’ might be too narrow.
 
Better BUildings-559The rules around the accessibility of your building and facilities for people with disabilities are set out in the NZ Building Act 2004. Briefly summarised and translated, these are as follows:
 
New buildings must provide accessible facilities and an accessible journey
Existing buildings need be assessed for their access provisions when they undergo an alteration, tenant fit out or change of use that trigger consents. 
 
However, I often find there’s a popular misconception that accessibility only affects people with disabilities. In fact when you take a closer look at universal design principles, you can see the importance of designing, constructing and maintaining buildings in such a way that they can be utilised by the widest range of people possible, whether they are young, aging, disabled or able-bodied.
 
Here are six simple clues that your building or facility might not be inclusively accessible:
 
  • You get complaints from customers
  • You notice that elderly shoppers or visitors can't find a parking space
  • You are aware that parents with children can't access your facility
  • You’ve had an increase in health and safety incidents
  • You have received a disability action group complaint
  • You’ve noted a staff service request
 
Over the coming two months, Building Networks is offering accessibility training solutions that are bench-marked to international standards through close liaison with internationally acknowledged accessibility experts and authorities.
 
Through the course you will:
Learn to understand the rules around accessibility.
Work through a checklist of what to look for to ensure your building becomes more accessible.
Receive information on how you can plan for longer-term upgrades.
 
Click below to book for Access Audits on Existing Buildings.
Canterbury – Thursday 18th August
Wellington – Wednesday 7th September

Auckland – Friday 30th September

 Employment Law


I Spy ... Are Employers the New Big Brother?

 

The surveillance of employee activity has become a notable temptation for employers in recent years.  This follows the introduction of new technologies which have enabled a more varied and pervasive ability to for employers to check up on what employees are doing during work hours.  As a whole, surveillance techniques are thought to increase efficiency, measure productivity, and ultimately maximise profits.  Yet there is some question as to whether such efforts are truly lawful.  Jennifer Mills and Jess Greenheld from Anthony Harper present a "best practice" approach to workplace surveillance to ensure that employers act squarely within the bounds of the law.

Background

The Employment Relations Act 2000 is the central piece of legislation in all employment matters, governing the obligations and actions of employees and employers alike.  Section 103A of the Act establishes a test against which the justifiability of all employer actions are assessed.  This asks whether a fair and reasonable employer could have acted in the same manner, having regard to all the circumstances at the time the dismissal or action occurred.  In addition, both parties to the employment relationship have an obligation to act in good faith and observe the implied duties of trust and confidence.  

Privacy in the Employment Context

 
surveillance-at-work-860 The surveillance of employees ordinarily challenges the privacy rights of individuals.  In New Zealand, the Privacy Act 1993 governs the handling of personal information, which is defined as “information about an identifiable individual.” In doing so, the legislation prescribes twelve Information Privacy Principles to which an agency, including an employer, must adhere. The Principles govern collection; storage
and security; access and correction; accuracy; retention; use and disclosure; and unique identifiers.

Rights Under the Privacy Act

Rights under the Privacy Act 1993 are not expressly enforceable in the employment jurisdiction.  Rather, questions of privacy are addressed using an exclusive procedure in the Human Rights Review Tribunal.  In an attempt to harmonise the employment and privacy jurisdictions, it has been suggested that substantial compliance with the Principles is necessary for an employer to meet the test for justification under s 103A.  Yet, it may also be argued that this adds an additional qualification to the wording of s 103A, which is not apparent on its face.  As such, an action or dismissal will be justified if the employer's actions were what a fair and reasonable employer could have done in all the circumstances at the time the dismissal or action occurred, even if the Principles have not been strictly observed. However, as it is arguable that the Principles are an important benchmark which, for practical purposes, employers should observe, a discussion of the Principles in the context of surveillance will be explored.
 
Briefly, Principle 1 requires personal information to be collected for a lawful purpose that is connected with a function or activity of the agency and that such collection is necessary for that purpose.  
Principle 2 then prescribes that personal information shall be collected from the individual directly concerned unless, amongst other things, the information is publicly available, the individual has authorized the collection of the information from elsewhere or compliance would prejudice the purpose of the collection.
 Principle 3 provides that where an agency collects information directly from the individual concerned, the agency should, take reasonable steps to ensure that the individual concerned is aware that the information is being collected.  
Finally, Principle 4 provides that personal information may not be collected by an agency by unlawful means or by means that are unfair or intrude to an unreasonable extent upon the personal affairs of the individual.

Physical Surveillance in the Employment Jurisdiction

 
Physical surveillance is the most standard form of employee monitoring, and may involve video, covert cameras and personal computer monitoring software. The decision of Logan v Hagal Company Limited illustrates how surveillance of employee activity may be addressed within the employment jurisdiction.  In this case, the Employment Relations Authority held that the surveillance of employees is not per se objectionable, to the extent that the privacy rights of an employee are not violated. surveillance 2-407
In Logan, the employer installed video cameras upon becoming aware of financial discrepancies relating to the store. It did so without notifying staff. The footage captured four instances of unauthorised use of the employer's property on the part of a Ms Logan. Following this, Ms Logan was dismissed. The Authority held that as the video surveillance was implemented in response to the employer’s genuine concerns about stock and financial discrepancies, it did not infringe on the privacy rights of any employees of the store.

Physical Surveillance Under the Privacy Act 1993

Under the Privacy Act, physical surveillance is unlikely to breach Principle 1 if it is shown that an employer had a lawful purpose for installing a video camera, and that the collection of information by the camera was necessary for that purpose. For example, a lawful purpose may be to identify a thief when past warnings to staff were unsuccessful in preventing further thefts. Also, while Principle 3 requires that a person is aware that information is being obtained from him or her, it is likely that an employer carrying out surveillance can argue that one of the exceptions to this Principle will apply. One exception to the principle which is likely to be raised in the case of covert surveillance is where the agency believes, on reasonable grounds, that compliance would prejudice the collection's purposes.

Finally, Principle 4 may have application if the surveillance is unlawful, unfair or unreasonably intrusive. In Case Note 32277, surveillance in a locker room was found not to constitute an unreasonable intrusion, despite the employees being unaware of their installation. Further, although the video was operating in an area where workers were changing, the Commissioner was satisfied that the filming did not constitute an unreasonable intrusion into the employees' privacy. Specifically, the video did not capture activities in the shower or toilet area; it was activated only by movement near the target locker; it needed to be able to record faces in order to identify the culprit, and it was in operation for only as long as was necessary to do so. In this way, this decision provides guidance as to how employers may ensure compliance with Principle 4.

private conversation-398Lastly, under the Crimes Act 1961, it is illegal for a person to intentionally intercept any private communication by means of an interception device. This section could have application to video surveillance if voices are recorded or surveillance activities involving audio recording devices. However, a private communication does not include a communication occurring in circumstances in which any party ought reasonably to expect that some other person may intercept the communication, or where the party intercepting the communication is a party to it. Thus, an employer may be able to avoid liability under this section by directly controlling employees' reasonable expectations of privacy by forming policies in such a way, or obtain prior consent from employees.

Adopting Best Practice

Ultimately, to adopt a "best practice" approach to the surveillance of employee activity, an employer should have good business justification for any surveillance, and should tailor its surveillance to its business purpose. In addition, surveillance should be limited to a reasonable time, scope and subject. Taking such an approach to surveillance in the workplace is ultimately likely to ensure compliance with the Principles, although not directly applicable in the employment jurisdiction. Alongside the procedural fairness requirements, observance of the Principles will afford the employer the fullest protection against potential claims in both jurisdictions.

 EECA BUSINESS Case Study


Christchurch Casino's Big Win


Energy efficiency changes at Christchurch Casino resulted not only in substantial cost savings but also in creating a much more comfortable environment for customers and staff.

christchurch casino-256"Our staff are happier because their work environment is more comfortable, and the improvements to building monitoring mean we can fix problems that arise before our staff or customers even notice,” says Brian Johnson, Christchurch Casino Building Services Manager. “The Board have been so impressed with the results that they are embracing energy efficiency throughout the broader group of businesses they operate.”

The project started with a focus from Casino management on reducing ongoing energy costs and led to an energy audit carried out by energy and utility consultants Enercon in 2012. Improvements identified included changes to existing air-conditioning controls, fresh air intake and lighting.  These opportunities were implemented and fine-tuned during 2013.

But the changes didn’t stop there. In 2013, the Casino also opted to install a new, very efficient air handling unit on the main gaming floor. The new unit exceeded energy savings expectations.

Big Numbers

A review of the energy savings at the Christchurch Casino shows an 18.5% reduction in electricity use since the original energy audit due to these changes. These improvements have saved the Casino $138,000 a year and over 1 gigawatt hour in energy savings per year as well.

For more EECA Business case studies, click here
 
  

Working Smarter


Achieve More By Doing Less

 
Time and productivity columnist Robyn Pearce suggests that sometimes to achieve more, you have to do less.

working smarter-763Want to know what the magic bullet is that will give you more time? Before I tell you, answer these questions:

• Do you have all the energy you want, every day?
• Do you get all your work done smoothly and efficiently every day?
• Is your work/life balance exactly as you desire?

Typically, most people will answer 'no'. Instead, life seems to get busier, work/life balance becomes a distant dream, and energy levels fluctuate considerably.

Who's in charge of your regular commitments? Of course, if you're working for an employer you're rightly expected to deliver the results they need. But is it only the boss (you might be the boss!) that overloads the schedule? Are we doing it to ourselves and then playing 'martyr'? Or trying to keep up with the schedule of those around us?

Here's the answer ... Do less. It sounds counter-intuitive, doesn't it? But let's dissect it a bit.

Good time management is really energy management. As soon as you start to feel stressed and pressured, your adrenal glands go under stress, your body tenses, mistakes are more likely to happen — and there will be little or no room for error, delays by other parties, breakdowns or system malfunctioning of any sort. (This could include external issues such as accidents, traffic snarls, computer breakdowns, weather incidents, or illness.)

Of course we must be efficient and effective with the use of our time. I'm not saying it's fine to sit and twiddle our thumbs just so we can feel calm and relaxed. Most businesses would go broke if we all did that! When we're in work mode, let's be as fast and effective as possible.

But are we trying to cram in too much? Are we taking enough breaks? We need both small (micro) 10-15 minute breaks every couple of hours through the day as well as longer (macro) breaks about every 6-8 weeks or at least a full weekend to completely switch off.

If we work as effectively as we can, yet also allow a good margin for unforeseen incidents, it feels as though we've got more time. Everything flows more smoothly and our work (and private undertakings) become more enjoyable.

If you’re reading this and thinking, 'That's nonsense. I can't do less,” here are a few suggestions:

1. Play the 'I'm really sick' game: Imagine that you've been told you've got a serious illness. You will recover but it's essential that you slow down for six months.
Ask yourself questions such as:
• What is really essential?
• What can be stripped away, delegated, turned down?
• What can I say 'No' to?
• What are the consequences of letting some things go, and can I live with these?
• How can I do things differently so that the wheels won't fall off while I slow down?
• What support or other resources will I need?

2. Imagine that you plan to take a sabbatical/extended long holiday in another year or two. What would you need to put in place to help your various interests flow without you?
For example, a number of my friends have walked the 5-6 week Camino from the French Pyrenees to Santiago de Compostela in Spain. A participant in one of the CEO groups I worked with last year in the UK shared that walking the Camino significantly changed his business … for the better. Over the two preceding years he put company structures in place so he and his wife could be away without worrying about work. It spread the responsibility, empowered other staff and future-proofed the business. He returned to a business in great shape.

Be careful what you say-1473. Watch your language.
Whatever we speak is what we'll get. When someone says, 'How's it all going?' or 'How's work going?' how often do we answer, 'Flat out', 'Really busy' or 'It's crazy round here'?
I confess — I used to say those kinds of things. These days, if I notice I'm falling into the old patterns I now stop mid-sentence and reframe it with: 'It's great. I'm as busy as I want to be.' The curious thing is, as the language changes, so do the feelings of stress and pressure. The body feels calmer.

4. Do a self-audit on your family and personal commitments.
• How many commitments do you and your family have after work and on the weekends?
• How many balls are you keeping in the air?
• What time are you getting to bed?
• How many hours of TV or screen time do you have in the evenings?
• How much exercise are you getting?

5. When you accept a meeting, allow more time before the next one.
I've been amazed at my increased calmness when deliberately allowing more time between meetings. Especially if you work in a congested city, trying to squeeze in too many meetings in a day is a recipe for stress. Take extra work with you in case you're waiting. Or you can always whack out a few emails on your phone if you choose to receive email that way.

Remember: We're not machines. Pushing more and more tasks into your calendar is just a recipe for burnout and ineffectiveness.

 
Robyn Pearce (Certified Speaking Professional) is ‘the Time Queen’. She mastered her own time challenges and now helps people around the world overcome theirs. She can show you how to transform your time challenges into high productivity and the life balance you desire. Get your free report ‘How to Master Time in Only 90 Seconds’ and ongoing time tips at www.gettingagrip.com.

All Rights Reserved to Robyn Pearce, GettingAGrip.com, 25 Keven Road, R.D.4 Pukekohe, South Auckland 2679, New Zealand Ph. +64 9 232 0523.
 

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