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June 2016 issue                                                                                                                 Latest news, events & interviews.

In This Issue


 

 

Letter from Des Brennan, CEO

 


FM Summit in Retrospect


It is hard to realise that our FM Summit is over for another year - not so surprising as this complex event takes close to 10 months of preparation. This involves planning and finalising our content and speakers, promoting the Summit, overseeing logistics, and securing sponsors and exhibitors. Finally it is about delivering a great experience for all of those involved – particularly the Association’s members and sponsors. We have had an overwhelmingly positive response to FM Summit 2016. Thanks for your support. Congratulations to our inaugural FM award winners - Greg Wilder (Jones Lang LaSalle), winner of the Brian Happy Award for Facilities Manager of the Year, and Gareth Ramson (ISS Facility Services), winner of the Young Achiever of the Year Award.
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Our Constitution

The Association’s Constitution, although unlikely to be top of mind, is nevertheless the foundation document for the Association’s governance. FMANZ is an Incorporated Society. There are thought to be some 23,000 of these in New Zealand - spanning a very wide range of interests and purposes. The sector is often referred to as ‘not-for-profit,’ and sits alongside the ‘private’ and ‘public’ sectors.
 
The Incorporated Societies Act 1908 has clearly been in place for a very long time, and has been subject to few amendments.  Among other things the current Act lacks guidance about the obligations of those running societies, and about how disputes within societies should be dealt with. Following extensive review, there is now an Exposure Draft of the Incorporated Societies Bill.

FMANZ has undertaken a full review of its Constitution in the light of these changes. The Board has recently approved alterations to the Association’s Constitution and this can be seen here. Please provide any feedback by email to Sascha Brooks by emailing membership@fmanz.org. The new Constitution will be presented formally on August 18 at the Association’s AGM for approval by members.

Australia and New Zealand – Getting Closer

We were fortunate to host Nicholas Burt, Chief Executive of the Facility Management Association of Australia (FMA), at FM Summit 2016. During this time there were very positive discussions as to how FMANZ and FMA can achieve greater collaboration. We will be exploring several possibilities in the coming months and these should benefit both organisations – which fortunately have closely aligned strategic plans. In the meantime, FMANZ will continue to support and promote the FMA’s Diploma of Facilities Management. This valuable qualification, as many of you will know, has now been significantly improved and made more affordable – more information here.

A Sad Farewell

Many of you will have met Anne Stall over the past two years. Anne has been attached to AUT where he has been lecturing, while completing his PhD. He is soon to return to Hanze University of Applied Sciences in the Netherlands, where he is a Senior Lecturer.

In New Zealand Anne has been instrumental in establishing the AUT/FMANZ series of Master Classes while also contributing to developing FM education at AUT. Anne has been a delight to work with and made a major contribution to FM education.

Haere râ. May you return here once more.


 
Des Signature(copy)

Des Brennan
Chief Executive, FMANZ

 
 

FM Summit 2016: A Huge Success! 


Two Days of Networking & Knowledge-Building

 
A huge thank you to everyone who helped to make FM Summit 2016 such a success. This includes our six sponsors, 25 trade exhibitors, 22 speakers and the record number of delegates who turned up to enjoy two days of networking and knowledge-building at Villa Maria.

The Summit Committee strives to improve the event each year, based on delegate feedback, so thank you to everyone who took the time to complete the Summit survey. (This is now closed.) Planning for Summit 2017 will start in early August. If you would like to put your name forward to be part of the Summit committee, or have suggestions for speakers or topics, please email Sara at editor@fmanz.org.
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Congratulations to John Braithwaite and the team at Services Resources who took away this year's Rod Emmerson cartoon - that makes a collection of three for their wall - a veritable gallery! The framed original was auctioned off by MC Jaquie Brown at the Gala Dinner, with money raised going to the FMANZ Foundation.
 
Smiles All Round!
 
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Click here to view and download more photos from the Summit!
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Summit in Brief 


Snapshot from the Podium


Many of our speakers have summarised their presentations - essentially their top three tips - for easy digestion. You can download many of the presentations here.

From Day One - The Seminar Day
Patrick Homan & Tony Smith: SAMP
 
  • Don’t underestimate the time and cost of Asset Management.
  • One size doesn’t fit all – understand what your organisation drivers and outcomes are.
  • You're only as good as the quality of your data – ensure it remains current and accurate.
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Paul Rogers: Customer Centric FM
 
  • FM enablement is driven by two factors: the ability to be able to translate, process and demonstrate FM success in the current environment, and being simultaneously “tight” in project execution and “loose” in adapting to 24x7 FM needs. 
  • Great FMers are agile enough to take all the FM information, assimilate it, and put their best judgment forward. But also humble enough to recognise that they may have to adapt down the road. When you express the strategy, communicate what you’re looking at. That way, if you have to come back and adapt, you’re not seen as changing your mind so much as adapting to the external environment. 
  • Create linkages with your customers so that you withstand the usual internal politics, market variables, staff changes, and other pitfalls, and continuously deliver enhanced value through collaborative service delivery processes that drive the organisations Total Cost of Ownership (TCO) down, and value up.
Rosemary Killip: Are Building Professionals Lying to You?
  • Not all building consultants, trades and professionals tell you the truth about your building.
  • The Building Act and NZ Building Code are free documents accessible via www.building.govt.nz.
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Stephen Greenhough: Managing Your Costs
  • Always try to work at portfolio level. Portfolio level is where the real significant cost benefits can be realised.
  • When budgeting or producing data analysis, keep it simple with whatever information you produce. If it’s too complicated no one will use it.
  • Try to incentivise contractors, not penalise them.
Martin Leitch: Why FM Standards Should Not Be Ignored ...
  • Because they avoid 'reinventing the wheel', saving valuable resources, including time and money.
  • Because they enhance customer satisfaction by improving performance.
  • Because they reduce risk by defining current best practice established by industry experts.
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Paul Bull: NABERSNZ
  • NABERSNZ ratings for building owners lead to improved occupancy rates, reduced costs, higher quality tenants that commit to longer leases, and increased rental income.
  • NABERSNZ ratings for tenants lead to a better quality work  environment, reduced energy costs, increased productivity and staff morale along with reputational benefits.
  • EECA’s Energy System Optimisation programme is a very cost effective activity to improve NABERSNZ ratings.
Ron Green: Passive Fire Protection

Questions to Ask Yourself:
  • Is your IQP checking important fire separations e.g. risers / above fire rated doors?
  • Do you have a process for ensuring contractors are fire stopping service penetrations correctly in your clients' buildings? 
  • Do you have a pre purchase or one off passive audit to know the condition of your building?  
From Day Two - The Conference Day
 
Vincent Heeringa: Unlocking Innovation

In an era of fast changing technology and big demographic shifts, businesses need to become agile and innovative to survive.
  • Keep an eye on the up and coming disruptors, no matter how crazy they seem. Just like the unreliable motorcar replaced the horse and the kids with the Uber app are replacing taxis, so too will young and tech-savvy entrepreneurs disrupt your industry.
  • Form cross-functional teams and employ people outside your usual industry. Innovation comes from exposing your business to a variety of inputs, opinions and influences. Quick check: how many employees are not like you in age, gender and race?
  • Anticipate disruption: it's coming as fast as newspapers are going out of business. Give yourself time once a week to consider what the implications of megatrends are for you and your industry. and learn from history. The dynamics affecting retail, music, media and taxis are the same. Apply them to your business and see what happens next.
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Grant Schofield-517 Grant Schofield: Tips for Peak Performance

Brain rule 1: Move - GOYA!
Brain rule 2: Eat - cut out the sugar and starch.
Brain rule 3: Get some rest - sleep helps your brain change - (neuroplasticity).
Brain rule 4: Do one thing at a time - multitasking destroys cognitive performance.
Brain rule 5: Get excited - your brian hates boring stuff and therefore so do you. Work to your strengths.

 
Tony Alexander: Economic Update
  • NZ’s economy is currently in good shape with firm growth in employment.
  • Dairy is weak and likely to stay so for 2-3 years but some other sectors are booming, such as construction, tourism, education exports, and many non-dairy farm exports.
  • Weak global inflation means interest rates look set to stay low for many, many years.
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Jennifer Mills & Rachael Judge:
The New Health & Safety at Work Act

 
  • Section 168 of the Health and Safety at Work Act provides that an inspector is able to require the PCBU or a person who is or appears to be in charge of the workplace to produce relevant information, or make or provide statements in any form and any manner that the inspector specifies. 
  • The Act has introduced the concept of multiple duty holders, in that multiple PCBUs will owe duties in relation to the same matter. Where this occurs, it is not possible for any duty holder to contract out of their responsibility. Rather, the duties will run alongside each other and the duty holders will need to work together to discharge their duties.However, any one duty holder's liability will be limited to the extent that they have the ability to influence and control the matter. Businesses should therefore ask themselves "what is it in my power to do?", looking towards the risks they are able to control and manage in practice, along with what is reasonably practicable for them to do to manage the risk.
  • Included in the PCBU's duties is the duty to notify the regulator of any notifiable event, including the death of a person, a notifiable illness or injury, or a notifiable incident (classified as "notifiable events"). This duty will apply not just to the PCBU's workers, but also any other person affected by the notifiable event. Therefore, PCBUs are safer to report an incident and avoid a potential fine. However, if a PCBU knows that another primary duty holder has reported the matter, then we consider that there is no need to report. 
 
Alex Lam: Personality Mapping 
 
  • FM is the one department within an organisation that touches more people than the HR department. The way FM influences people while performing their work is tremendous.
  • Recent research has shown that our personality plays an important role in the way we influence people in business and in life.
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  • Many times a successful outcome is not quantifying what you have done but qualifying how you are being perceived and received by others in accomplishing your task. The positive atmosphere generated by your personality will help you build corporate oneness and teamwork achieving corporate goals with the least stress and anxiety.
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FMANZ Awards Ceremony


Congratulations to Our Winners!


The inaugural FMANZ Awards, established to recognise and applaud the achievements of individuals who have excelled in the industry, have been an outstanding success. Congratulations to Greg Wilder, winner of the Brian Happy Facilities Manager of the Year Award, and to Gareth Ramson, who took away the FMANZ Young Achiever of the Year Award. (Read more about them below in our 'A Day in the Life Of' columns.) FMANZ Chairman John Braithwaite presented them both with a beautifully crafted glass trophy during the FM Summit Gala Dinner.
 
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Greg Wilder from Jones Lang LaSalle - the Brian Happy Facilities Manager of the Year 2016
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Gareth Ramson from ISS Facility Services - FMANZ Young Achiever of the Year

Congratulations also to the Awards finalists.

The Brian Happy Facilities Manager of the Year:
  • Nathan Ryan from SOS Property Services, Facilities Manager at The Majestic Centre in Wellington. 
  • Tony Smith from Cushman & Wakefield, Contract Manager at Victoria University of Wellington.
The FMANZ Young Achiever of the Year:
  • Emma Michell, Facilities & Security Manager at Media Works in Auckland.
Thanks to everyone who took the time to nominate a colleague for the Awards and to the judging panel: Jonathan Jepson, Mark Sinclair, Richard Pratten from Australia and Judging Convenor, Stuart Bryant.

Entries will open in December for the 2017 Awards.

Finally, congratulations to Stella Green and Peter Lord who were awarded FMANZ Fellowship Awards at the Gala Dinner, in recognition of their depth and longevity of service to the Association.

 
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Stella Green - FMANZ Fellow
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Peter Lord receiving his FMANZ Fellowship Award

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Members' Corner


A Few Things to Note

 
Mark Thursday 18 August in your diary. The FMANZ AGM will be held that evening in Auckland and livestreamed around the country, with simultaneous gatherings in main centres. Venues and start time to be advised. We will send details of Board vacancies out to members via email in the next few weeks.
 
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The Association's new Constitution will be adopted during the AGM. To read the recently-revised Constitution, click here. Please email any feedback to Sascha at membership@fmanz.org by 18 July.

FMANZ Short and Long From Agreements have been prepared for use for contracts requiring planned preventative maintenance service.  The conditions and the forms have been prepared to accommodate a wide range of services and buildings.  The conditions of contract are intended to be amended in a manner to suit the parties' particular requirements, by use of the special conditions. Unlike many contracts Facilities Manages have to deal with, where you have to read more than 20 pages of small print to know what the contract is about, the FMANZ Agreements have most of the key information you need to know in the first eight pages.  All the legal clauses are in the back section of the contract, for use if there are business relationship problems.

These agreements can be downloaded from the FMANZ website or by clicking here.

Situations Vacant: There are a number of jobs advertised on our website. Take a look here.
 

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Events


Some Dates to Mark in Your Diary

 
National Breakfast Seminars

Don't miss the  upcoming National Breakfast Seminars, presented by David White, Director of the Government Property Group (formerly PMCoE).

Public Property - Challenges and Opportunities for FM in Government
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When? Wellington - Friday 10 June; Auckland - Friday 17 June (livestreamed); Christchurch - Friday 24 June; Waikato/BOP - Friday 1 July. For more information and to register, click here.

David will outline the scope and scale of FM within government, and the operating frameworks, upcoming work streams, and challenges for FM in the government context.
How can we create an appreciation of the importance of the workplace as more than a cost to be minimised? How do we sell the effectiveness story - that ‘place’ can impact on productivity, employee wellbeing, employee retention and culture? And – crucially - how can we measure this impact?
 
quiz-night-458 World FM Day - Quiz Night - Wednesday 13 July

Front up against your fellow FMers to test your general and FM-specific knowledge. Come along to celebrate World FM Day!

Where? Auckland and Wellington. More information coming soon.

FMANZ-AUT Master Classes

The Leadership, Strategy & Change Management AUT-FMANZ Master Class is being held in Wellington over two Fridays - 10 June & 1 July. Click here for more information or to register.


This will be followed by the Procurement & Supplier Management Master Class in Auckland on 29 July & 19 August.
 

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FMANZ Research Report 


Defining the FM Market in New Zealand

 
Astrid Bruursema from Hanze University of Applied Sciences in The Netherlands spent six months in New Zealand last year undertaking a graduate research project  to answer the question, 'What is the best way for FMANZ to expand the FM segments and the number of members in New Zealand?' For those of you who didn't get to hear Astrid present her findings at the FM Summit, see below for a summary. Please email Sara at editor@fmanz.org  if you would like a copy of Astrid's research report. astrid-220
Hot-off-the-press: Astrid's NZ research has been selected by the EuroFM team for the Student Poster Competitions. This means she will present her findings in Milan next week at the EFMC 2016.

Key Findings:
  • The FM industry in New Zealand is estimated to be worth 9 billion NZD, around 4% of GDP.
  • The FM industry currently represents mainly FM professionals in the hard side of FM side i.e. there is a strong focus on place versus people. "The New Zealand FM market has really been a Facilities Maintenance industry over the past decade and not a Facilities Management industry."
  •  The soft services side of FM could play a bigger role in NZ FM. "The soft services are currently seen as a low value service, but there is growing awareness regarding the added value of FM within businesses."
  • The majority of FMANZ members in the demand side of FM work in the following sectors: Commercial Property and Professional Services, Government and Education.
  • The majority of FMANZ members in the supply side of FM work in the Mechanical and Electrical or Property Services sectors, or they are a Consultant.
  • FMANZ members are underrepresented in the following sectors: Industry, ICT and Technology and Retail and Wholesale.
  • With FMANZ’s shift in emphasis from place to people, we are likely to see an increase in FM soft services as well as an increased focus on the contribution of FM to productivity.
  • As FMANZ's new strategy focusses more on people and productivity alongside place, the Association will have to come up with strategies and products to attract FM professionals in these underrepresented segments.
 



 

 


FM Snippets 
News from NZ and Around the World

Councils Add Social Value to Deals
English councils are now more likely than ever to consider social value in commissioning, according to research published this week.  Procuring For Good, published by Social Enterprise UK, reveals that one in three councils in England “routinely consider social value in their procurement and commissioning,” and one quarter of councils have a social value policy. Read more here.
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How to Evaluate Life Cycle Costs in FM
One of the most important tasks of facilities managers is to identify the best and most cost-effective solutions to specific problems. Want to know how to use life-cycle cost analysis to identify the best solution covering all of your pain points? Read this report by ISS.
 

 
The Health Benefits of Green Buildings  
Read about the ground-breaking study, conducted at Syracuse Center of Excellence in collaboration with Harvard University, Upstate Medical University, and Syracuse University, that simulated indoor environmental quality conditions in Green and Conventional buildings to evaluate the impact on the cognitive functions and performance of office workers.
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Challenges and Opportunities in FM
Read about a recent Canon survey, “Achieving Service Excellence: Facilities Management Challenges and Opportunities in 2016,” designed to help FM professionals better clarify opportunities as well as give executives a chance to share their most urgent priorities and uncover what approaches might help drive excellence in delivering facilities support services. You can download the report here.
    
Better Data for Decisions on Infrastructure
Good progress is being made on developing five national metadata standards for how data about potable, waste and storm water (3-waters) and light commercial and residential buildings are captured, described and stored. Representatives from local government, central government and private sector are working together to develop the content and structure of the proposed standards. These standards will provide the infrastructure data guidance required by public sector agencies to improve the efficiency of asset management decision-making and maximise the contribution that 3-waters and buildings make to the economy. The Metadata Standards Project Team is lead by Land Information New Zealand (LINZ), Ministry Business Innovation and Employment (MBIE) and an Opus-led project team (comprising of Opus, Morrison Low and GISSA). For further information on the project, click here
 
True Value of the Workplace
A new project that seeks to ensure business leaders fully understand the contribution of the workplace to organisational performance has been launched at BIFM’s annual ThinkFM conference. Find out more here.
 
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Presenteeism Can Aid Recovery
The workplace can have a beneficial effect on rehabilitation and recovery, even for workers with serious health conditions, according to a new report. Presenteeism: A Review of Current Thinking, published by the Institute for Employment Studies (IES), challenges the idea that workers must be 100 per cent fit before going back to work and argues that the workplace can have a beneficial effect on rehabilitation and recovery. Read more here.

What Are The Benefits of ABW?
Read a synopsis here or download the whole report summary.

 
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LED Report Casts Light on Effects
Human reaction to light sources should be a primary factor in deciding to deploy them, not just efficiency or cost, according to a report about people’s responses to LED lighting.
Orange Revolution: How the Dutch Do FM
As we're well aware, the Netherlands is having no trouble luring an influx of young people into facilities management with innovations such as activity-based working and a service-led focus boosting its profile. Discover what it is that sets the Dutch art of FM apart in this interesting article.
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Redefining the Executive View of FM
The executive view of FM continues to evolve as the industry itself shifts and adapts to new influences, technologies, and challenges. These shifts take many forms and ultimately have an effect on the perception of FM by the C-Suite and the industry’s success in positioning itself as a valued strategic partner to the business. Download this white paper, Redefining the Executive View of FM, from IFMA to learn more.
 


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Zeroing in on Energy Efficiency
A Victoria University of Wellington study shows that retrofitting New Zealand’s commercial buildings to use less fossil fuel-generated energy could save enough energy to power many homes in the South Island. Research from Shaan Cory, who will graduate with a PhD in Architecture from Victoria next week, investigated whether New Zealand’s current commercial building stock could be converted to net zero energy. Read more about Shaan's findings here.


How Widespread is Innovation in FM?
Innovation holds enormous potential for companies that strive to sustain and grow their market shares as well as improve their profit margins, as those who attended Vincent Heeringa's presentation at the FM Summit learnt. Read what ISS has to say on the topic. 

Biophilic Design in the Workplace
Workplace environments impact how we feel, perform and interact with others. That is why focusing on spaces that support the well-being, creativity and productivity of employees has become a global imperative. People’s connection to nature – biophilia – is an emerging field that can help organisations meet that challenge. Find out more about biophilic design here.
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EECA Awards Winners Announced
Read the full list of winners and commended finalists of the EECA Awards 2016.

 
smart buildings-15 Smart Buildings Trending Now
Strategic discussions and sessions at the recent 2016 Building Energy Summit indicated important trends in energy management and smart buildings, noteworthy as facilities managers determine where to focus limited time and resources. Learn more here.

 

Five Ways Benchmarking Can Improve FM Performance
Do you believe you could save a lot of space at your office, but lack a way to prove it? Are you confident that your office maintenance expenditures are lower than those of your competitors, but find it difficult to get recognition for your efforts among the executives? In these cases, benchmarking can be a great tool to get the facts and best practices straight. Find out more here.

Have a Laugh
If you missed this FM 'movie trailer' doing the rounds on social media, take a look!

 
IFMA/RICS Collaboration
The International Facility Management Association (IFMA) is set to collaborate with the Royal Institute of Chartered Surveyors (RICS) in a move to further support facilities managers globally. Citing fragmented existing support for the global FM community, IFMA says that an IFMA-RICS collaboration will provide tools to help “harness the power of strategic FM services”. Read more here.
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acronym Acronym Alert
There is a dizzying number of acronyms in the FM industry - how many do you know?

Test yourself with these five (scroll down to see the answers):

SBS
IWMS
CAD
BIM
CIFM
Answers:

SBS – Sick Building Syndrome
IWMS – Integrated Workplace Management System
CAD – Computer Aided Design
BIM – Building Information Model
CIFM - Computer-Integrated Facility Management

For more acronyms and their meanings, check out this helpful glossary.


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

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Cleaning - an Essential Component of Good FM

 
City Cleaning Services is a loyal and long-time sponsor of FMANZ. We caught up with Mike Mulholland, General Manager HR & Compliance, for a Q&A on some of the issues in the cleaning industry that FM professionals should be aware of, particularly around employment relations and health and safety. With a law background and extensive experience in the HR/HSE space, Mike is responsible for ensuring compliance with occupational health & safety, environmental, equal employment opportunity,  industrial relations, and other legislative requirements or corporate policies and procedures.
 
Can you us an overview of the cleaning industry, particularly as it relates to FM?

The cleaning sector is vast and operates at a level of sophistication that is not well understood. Tens of thousands of cleaners work day and night to create safe and hygienic work, living and recreational environments for everyone. Cleaning should be considered a value centre not a cost centre as it contributes to productivity in every business. Clean and tidy environments contribute significantly to the overall health and wellbeing of everyone.  Leading psychologist Sara Chatwin believes a clean and tidy workspace is as important as the bottom line. In a recent survey conducted by the BSCNZ (Building Services Contractors of New Zealand) last year, 84% of workers surveyed described their mood as being effected by an unclean workspace. Almost three quarters of respondents 69% were mindful of who shared their workspace and equipment, with 39% particularly concerned if there are sick people at work.
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You worked for  Danish-led ISS before moving to City Cleaning Services. Do you think cleaning and the soft services generally are regarded differently overseas, particularly in Europe?
 

My observation is that cleaning and FM generally are perceived differently in Europe.  In Europe Facilities Management is a specific field of tertiary study with university qualifications available in FM.  Within those qualifications are compulsory units in soft services.  This reflects the realisation that the soft services are an integral part of the overall FM offering and that as such they need to be delivered and managed in a professional manner.   New Zealand has grown up differently with cleaning a stand-alone service and FM only recently establishing itself as a profession in its own right. No tertiary institution currently offers an FM qualification in New Zealand, much less any soft services units, though we believe this may soon be addressed.  When you consider that most FM people in New Zealand have come into the industry through either the property management or trades services route it is no surprise that in New Zealand cleaning has been late to gain recognition as part of FM.    
 
Can you give us a snapshot of the cleaning industry in NZ?
 
In September 2015 the BSCNZ with Careerforce ITO commissioned a comprehensive survey with Perceptive Research.  On last count there are 40,476 cleaners employed in New Zealand. In 2008 the number was at 30,000.  26% of cleaners are employed in Auckland,  followed by Canterbury at 15%. Women dominate the industry however growth is male dominated. Over 80% of cleaners work in the private sector.   The perception is that the industry is dominated by large international contracting companies but the combined employee totals of those companies plus those of the major New Zealand companies such as City Cleaning still falls a long way short of the 40,476 total.  Many cleaners are directly employed in schools, hospitality and public sector organisations such as DHBs, or self-employed.  As in other parts of the world, cleaning draws fairly heavily on transitory and migrant workforces. 
 
 What are some of the issues, changes and challenges facing the cleaning industry? 
 
I have a HR focus so my view on what the issues could be skewed, but it’s inescapable that the cleaning industry is highly people-intensive and logical that the burning issues will relate to the recruitment, safety, training, remuneration, management and retention of people.
 
Is the new legislation around minimum wage and zero hour contracts part of these challenges?
 
No. That’s one area that isn’t a problem!   It’s a misconception that cleaning is a minimum wage industry.  BSCNZ members are signatories to a multi-employer collective agreement with the E Tu Union (previously SWFU).  This document provides a minimum wage rate that maintains a reasonable margin on the adult minimum wage.  Actual paid rates are market driven and based on geography and skills requirements.  Contrast this with retail, FMCG and fast foods who are the real minimum wage payers, and incidentally where the concern about zero hour contracts came from. 
 
BSCNZ members do not and did not operate zero hour contracts.  It is acceptable and common to have employment agreements that feature variable hours but the defining feature of a zero hour contract, that is now unlawful, was that the person was obliged to be available to work without compensation if work was then not offered.
 
The really interesting thing about the whole zero hour issue was the reaction from government agencies who were extremely concerned to think that unconscionable employment practices could be taking place within their contracts.  The sensitivity of our corporate and public sector clients to reputational damage should not be underestimated.  If you consider a client such as MBIE which encompasses Worksafe NZ, The Labour Inspectorate, Immigration NZ and the Mediation Service you have huge scope for embarrassment.  There are significant reputational risks in terms of safety, employment practices, immigration, and industrial relations that need to be effectively managed by the cleaning contractor, and FM should assure itself that their provider is across this.   
 
You have particular specialist knowledge of Part 6A of the Employment Relations Act – can you tell us what Part 6A is about and how it affects FM professionals?
 
Part 6A would justify its own article but stay with me as I attempt an overview!  This is more commonly known as the Transfer of Undertakings  for vulnerable employees.  In a nutshell, Part 6A of the Act gives certain defined categories of employees (including cleaning staff) the right to transfer their employment from their current employer to a new employer when there is a ‘restructuring’ as defined in the Act.  Broadly this includes a contracting out scenario (in-house cleaners transfer to a contractor), a subsequent contracting scenario (cleaners employed by a contractor transfer to the new contractor)  and a contracting in scenario (contracted cleaners transfer their employment back to the client). 
 
The right to transfer is on the employee’s existing terms and conditions of employment and applies whether or not the incoming employer wants the staff.  Leave balances transfer to the incoming employer and are paid across on behalf of the staff by the outgoing employer.
 
Employers who employ 19 or fewer staff can claim an exemption from Part 6A however this is very tricky.  Firstly most franchised cleaning businesses are captured by an ‘associated persons’ rule and are not regarded as employing 19 or fewer staff.  Secondly, an employer who genuinely employs 19 or fewer staff is required to satisfy stringent procedural requirements at the time of tendering and again at the time of contract award.  If they have not met these requirements the exemption fails and they must comply with Part 6A.
 
If, following the transfer of staff to the new employer, the staff are surplus, the new employer must follow a full restructuring process.  Staff surplus must be dealt with under the provisions of the employees’ transferred employment agreement, which may include redundancy payment payable by the new employer, and if the employee’s agreement is silent on redundancy then the staff are entitled to go to the Employment Relations Authority to have redundancy entitlements determined.
 
In practice Part 6A now works pretty well as a result of the practical approach originally taken by BSCNZ members.  The original legislation was unworkable, however in the spirit of enlightened self-interest the BSCNZ developed its own working protocols to give effect to the intent of the legislation and achieve cooperation between businesses who are at the end of the day, competitors.  We presented these protocols as recommendations to the Transport and Industrial Relations Select Committee when Part 6A was reviewed and most of our recommendations were incorporated as amendments.
 
While Part 6A can seem onerous it is about protecting vulnerable staff who would not otherwise enjoy any kind of job security.  The obvious criticism is that it protects non performing staff and if they had performed they might not have lost the contract.  The answer to this is that the performance of the cleaners is more a reflection on the performance of the company employing, training, supervising and supporting them.
 
In summary, here are a few things for FM to think about in relation to Part 6A:
 
  • You can change a cleaning contractor but not necessarily the cleaners. 
  • If the intention is that the transferring cleaners will soon be despatched by restructure there could be cost associated with that which might be passed on to the client.
  • The incoming contractor will be required to honour transferring staff terms and conditions (including pay rates, allowances, training, vehicle provision) and they need to do their Due Diligence before tendering the work.
  • Be extremely wary of any business that tells you it is exempt from complying with Part 6A.  It could be the case but if they can’t tell you precisely why they are exempt and what they have to do to rely on their exemption then they are guessing.
  • To comply with the requirements of Part 6A once a contract change is announced a lead time of at least 3 weeks is required before the date of transfer so no overnight contract changes please!
  • Make sure the contractor you select has a full understanding of its obligations under Part 6A and can discharge them correctly.  You and your client could become enmeshed in an embarrassing industrial relations situation.
 
 
What about the new Health & Safety legislation as it relates to the cleaning industry and FM – anything specific our members need to be aware of?
 
There are a few things. 
 
Obviously the importance of contractor management to you and your clients will not have gone unnoticed. Cleaning businesses who have achieved the ACC WSMP Tertiary standard will be well positioned,  but the new Act has a focus on risk management rather than hazard management and contractors should be across the relationship between hazards and risk, and have this reflected in their policies and procedures.
 
One of the concepts that needs to be embraced is the requirement for PCBUs who share H&S duties to consult with each other in relation to those duties.   A cleaning business operating in a client’s premises, the client who operates the premises and the FM representing them have shared responsibility to manage risk in relation to the workplace.   I foresee a greater level of consultation in the development of contract H&S management plans where clients will be involved to a much greater extent. 

Here are a few issues we have already addressed:
 
  • The names of people within each business with H&S roles and responsibilities in relation to the contract should be documented.
  • Clients should provide risk or hazard registers they have created for their buildings. 
  • Storage spaces provided by the client should be secure and fit for purpose. 
  • Reporting lines should be clear where there are triangular relationships between client, FM and cleaning contractor. 
  • In cases where the contractual relationship is between cleaning contractor and client but with an FM company overseeing the contract, the FM must not ‘get in the way’ of HSE management by attempting to prevent direct contact that may be necessary between the contractor and client
  • Where the cleaning function, if not contracted, would otherwise be a significant part of the client’s business (e.g. a hospital or meat works) it will be appropriate for the contractor to provide employee H&S representation on the client’s H&S committee
 
The first batch of regulations made pursuant to the new Act contain a requirement to ensure means of communication for staff working remotely or alone and this will certainly have implications for the industry
 
A primary focus for you, Mike, at City Cleaning Services has been the co-development and implementation of HSE and L&D initiatives. Can you tell us a bit about that.
 
Many of the issues that the cleaning industry struggles with are interrelated.  Migrant workforces with English as a second language, poor levels of literacy, health and safety initiatives, training, high staff turnover.    With the decline in Pacific migration and the corresponding increase in migrants from Asia, India, Africa, and the Middle East, employment dynamics in the cleaning industry are changing.  Whereas the previous migrant groups tended to be long term participants in the industry, current migrant groups have different levels of expectation and rapidly move on once they improve their language skills, gain New Zealand work experience and either gain New Zealand qualifications or have their overseas qualifications recognised.  Our challenge if we are to retain these people is to provide a career path through to management that will meet both their needs and ours.
 
Our other challenge was to grow managers from within who embodied our culture rather than recycling managers from other competitors in the industry who may or may not be ready to embrace new ideas.  Our starting point was two distinct programmes which we developed in conjunction with our training provider using TEC literacy funding.  One is a 20 week workplace literacy programme purely designed to improve written and verbal communication skills.  A second 20 week programme is built around workplace communication and first line management skills.  This is aimed at existing supervisors and potential workplace leaders.  In both cases City Cleaning procedures and forms were integrated as learning materials.  While the direct benefits of the courses were predictable we had not realised the extent to which we would gain engagement from the staff who participate, and this is the cherry on the top.  Training and development is always a long game, but we have already employed our first salaried manager from within the programme.
 
In anticipation of the new health and safety legislation we put 40 managers and supervisors through the National Certificate in OH&S at levels 3 and 4.   Many of the supervisors who did the level 3 course were staff who had been developed through the earlier literacy programmes.
 
You’re a member of the Building Services Contractors of New Zealand's (BSCNZ) National Council. What work is the organisation involved with and why is it important?
 
The BSCNZ is the only trade organisation representing the cleaning sector and it operates a code of conduct to ensure that the highest possible standards of cleaning are maintained.   I serve as a member of the Auckland Committee and as a member of the National Management Council.  My main contribution is as a member of the HR and Industrial Relations subcommittee.  The BSCNZ is active politically  and I am involved in the development and delivery of submissions to Government on industry matters, such as Part 6A.  
 
BSCNZ is also a signatory to the Principles For a Sustainable Property Services Industry, drawn up in conjunction with the property council and the SFWU (ETU). BSCNZ is committed to upholding health and safety regulations and ensures the protocols that members follow are best practice, giving customers certainty around the level of cleanliness and hygiene and the security of their premises. BSCNZ members benefit from a Multi-Employer Collective Agreement (MECA) with the unions and settled industrial relations.  BSCNZ members are fair employers and they honor their contractual arrangements to the best of their abilities and adhere to the standards required by their clients. Overall, the BSCNZ members collectively work together to raise the importance and the profile of this very important industry.  Campaigns like Thank Your Cleaner Day™, the CleanNZ trade show and the BSCNZ CleanSweep™ awards are some of the ways we celebrate our industry together.  The Hon. Michael Woodhouse presented the CleenSweep awards this year and this is a clear indication of the confidence the Government has in the BSCNZ.

City Cleaning Logo Black Rev(copy)

 A Day in the Life Of ... Greg Wilder 


The Importance of Menschkeit


In celebration of the inaugural FMANZ Awards, we have two 'A Day in the Life' columns this issue.  Read on for a glimpse into the working lives of Greg Wilder, the Brian Happy Facilities Manager of the Year, and Gareth Ramson, FMANZ's Young Achiever of the Year (below).

 

Greg Wilder is a Facilities Manager in the Property and Asset Management team at JLL in Auckland.
 
Where do you work and how long have you worked there?

I joined JLL in 2014 to take over the facilities management of Eden Business Park from my colleague Ken Barns who was retiring prior to the seismic upgrade works. At the time it was a dream come true as I wanted to transition across from non-profits to commercial facilities management. I had earned my stripes with 12 years of service both locally and abroad, so it was time for a change.

My services are provided to the landlord. We have a separate Integrated Facilities Management (IFM) team, whose services are provided to tenants.
Greg Wilder2-156

What does your job with JLL involve?

My primary assignment is as sole onsite facilities manager for Eden Business Park, a large $70M A-grade commercial business park made up of five commercial buildings and a large development lot. It occupies 1.6 ha with a lettable area of 19,069sqm and 775 resident parking spaces. In addition I also handle a large offsite warehouse complete with onsite rail siding.

What does ‘facilities management’ mean to you/your organisation?

JLL is one of the fastest growing Property and Asset Management service providers in the world. It prides itself on the most comprehensive supply chain in the industry, offering its clients a one-stop-shop boutique service providing for every eventuality across the life cycle of a real estate asset.

Facilities management is valued as integral to client loyalty and asset retention. In this way my property manager and I contribute meaningfully to the bigger picture. We work with the owner to streamline the asset to its maximum potential, in profitability, sustainability, aesthetics, technology and ultimately customer experience.    

What is a typical day like for you?

Top of the list of duties would be client service. I am essentially the “go-to guy” for all the assets’ landlord-run services. I am kind of the hub of a wheel with the respective tenants’ IFMs. In some cases these IFM duties are handled directly by CFOs, office managers and directors. I think this speaks volumes for the plight of FMANZ and the need for FM advocacy and awareness - but I digress.

My other stakeholders and duties include:
  • Contractor oversight planning and management
  • Occasional CAPEX project management
  • Tendering and procurement for OPEX and CAPEX works
  • Keeping JLL management and the owners up-to-date on information flow on the site, ensuring seamless service
  • We are ISO compliant so it is pretty hands-on with protocols and processes that fall to me to administer, such as site inductions, archiving, issuing of permits, maintaining the CSIP Contractor Information Library etc.
  • Placing orders and processing the invoicing
  • Reporting on sustainability metrics, CAPEX planning and incident reports to my property manager, who handles the leases, insurance and legal administration side
  • Reading FM literature and maintaining my LinkedIn network. Yes, social media literacy is a vital tool for networking and staying informed. I recommend finding one social media tool that suits you and focusing your energy on that.

 
What are some of the challenges of your job/your organisation from a facilities management point of view?

From the tenants’ perspective the property manager, facilities manager and customer service centre act seamlessly to resolve their problems. The main challenges for a facilities manager are:

  • Dealing with the microcosm issues without losing the macrocosm perspective and without being able to cite those big picture issues as examples due to confidentiality of a pending sale or lease
  • Maintaining effective communication across all stakeholder groups
  • Finding service providers that can sustain our service delivery requirements and find enough of them to put together meaningful tenders for works procurement. The tech brain-drain and building boom in Auckland are short-handing our suppliers. It’s a matter of being streetwise to secure the best for your asset.
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Eden Business Park, Auckland
What’s the most interesting element(s) of your job  from an FM perspective?

Everything. Facilities management is my art and vocation. I am an organic FM and that is a story for another time, but if you look back along my path you will see how each element and adversity brought me to this. I am a lucky guy in that my “bliss” found me and I have been acknowledged with an award.


What are some of the things you like most about your job/about working in facilities management?

The mix of people and technical aspects. They seem to pull the brain in opposite directions but the bridge is wisdom and that intuition is the product of experiences both positive and negative.

 

 What do you think is the most important skill required to carry out your job?

In a word: Menschkeit. It is a Yiddish expression that translates to “the space between a handshake” (Google it for the full meaning).

Many FMers describe themselves as ‘accidental’ facilities managers. How did you get into facilities management?

It’s a long story that involves a civil war that never happened, two global recessions, two continents, two communities and two red ships. Let’s leave this for another time.  

What is your proudest accomplishment in your career to date?

The FMANZ Brian Happy Award and the fact that the nomination came from my tenants and director. I took a risk and innovated the JLL service offering. I worked “that space between the handshake”. I canvassed the stakeholders one-on-one and invited them to be part of this unfolding collaboration.

I believe that: “If we can accept that architecture is the art of creating human habitats and engineering as providing the vital organs, then we must surely see facilities management as the soul that brings it to life for its stakeholders.”
 
What advice would you give to someone who is starting out in facilities management?

Study, live, travel, love - then if someone offers you a building to run say “Yes!” By then you will have enough survival skill to fill in the missing bits.

When you’re not at work, what do you enjoy doing?

Spending time with family and friends.

 

 A Day in the Life Of ... Gareth Ramson 


A Not So Accidental FM'er


Meet ISS's Gareth Ramson, FMANZ's Young Achiever of the Year and Facility Manager for the British High Commission in Wellington.
 
Where do you work and how long have you worked there?

I have been with ISS for four years working on a global contract with the Foreign Commonwealth Office. My role of NZ Facility Manager is based in Wellington behind the Beehive at the British High Commission. Our tight team of five is integrated into our client's business to ensure we are embedded into the business working as one joint team.

 
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Gareth at the British High Commission
 What does your job involve?

When I think of my role as a Facility Manager the term ‘Jack of all trades’ comes to mind. Some days I could be working with a contractor on a solution to a building leak and other days I may be refining security assignment instructions, procurement to pest control, staff training to lease negotiations. I could even be relaxing with the client building a relationship.

At a country level I look after the following:
  • Contract compliance, KPI compliance, HSE compliance, security compliance, client relations, and contractor management.
  • Operational process development, implementation and review. Staff training and development.
  • Asset planning, inventories, planned maintenance, reactive works, variable works, projects, property operating expenses, leases, and staff relocations.
  • Finance, procurement.
 
My ultimate goal is to ensure that whomever I work for, wherever I go, I am looked upon as someone approachable and knowledgeable. Someone who will spend the time to help colleagues without question.
 
What does ‘facilities management’ mean to you/your organisation?

Managing the non-core business functions for a client to allow them to focus on their business without interruption, knowing that they have a safe and functional working environment for their employees and visitors.
 
We know that for our customers, managing cleaning or maintenance of their facilities is not their expertise, so we take over any functions we can to enable them to effectively run their business. Leveraging off ISS supply chain and knowledge of the industry also generates cost savings for the client; a win-win solution for all involved.

What is a typical day like for you? 

I usually start my day with a catch-up with my co-ordinator in the morning, throw around some ideas with operations and discuss things to do for the day/week. Wednesdays I start the day with a toolbox talk with my staff.

I will visit at least two sites a week and visit Auckland sites every two months. Often I can be found onsite signing off permits with contractors or quoting works. There is always an overarching task on the go to work on any spare minute. Something like legionella testing across the portfolio, seismic reviews, project works, incoming officers, property churn, building shutdown cleans etc.

Evenings usually consist of at least one call to Hong Kong to either talk with ISS RFM or client for funding approvals or general business.

 
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Gareth outside the British High Commission in Wellington

 What are some of the challenges of your job/your organisation from a facilities management point of view?

Time, where does it go! Setting time aside each week to step out of the reactive minefield and focus on some productive works is something that I think any FM can relate to as a challenge. Finding time to sit down to do some staff training or procurement can so easily slip out the window. Booking things into the calendar always pushes out to Friday ... end of week work drinks, what’s that?
 
Contractor management is another area with its very own challenges. Slowly but surely I am growing my preferred supplier network across Wellington and Auckland.

Talking with other FMs across the board, I would suggest that many issues seem to be shared, perhaps a central discussion forum would benefit client and service providers alike.
  
What’s the most interesting element of your job/your organisation from an FM perspective?


I really enjoy working in such a large company leading FM around the world. Working on a global contract also gives me vision into how things are done in different operating environments and country conditions.  We often face the same issues, and must be consistent in our solutions, but we have different local regulations, guidelines or environments, so that is always a challenge. 
 
I am proud to be able to contribute to ISS growth in NZ as we push into Integrated Facility Services with an emphasis on customer service and exceeding expectations. Focusing on engaging our employees and empowering them through training has led to better service and value for money for current and future clients. This approach is something I see working first-hand in a complex contract and the relationship it builds between parties really does help to form one joint team working to achieve a seamlessly safe and healthy workplace.
 
The most interesting part of my role is that I have the flexibility to focus my time into areas I feel are important for my team and in doing so I can refine operations without too much restraint. I am a firm believer in preventative maintenance and understanding assets. If you don’t know what you have then how can you really make the call to repair/replace/upgrade it? I have been able to mould our operational approach around asset management principles which has given us a strong position to guide the portfolio and mould it into something that I feel is my own. What I recommend to the client is what I would do if it was my own asset and for that reason the information given allows an educated decision to be made which benefits all parties.
  
What are some of things you like most about your job/about working in FM?

I really enjoy the challenge, knowing that every day will be different and at any moment a disaster could be in my hands and I may need to adapt to the situation at hand to provide a solution, a solution that I am also going to be measured on. How many jobs are there with so much diversity across such a broad range of services?
 
What do you think are the most important skills required to carry out your job?

In the fast-paced reactive world of FM, it is easy to step away from a methodical approach and all of a sudden we are fire fighting, slowly getting the fire down but never extinguishing it. Keeping calm when issues arise and having clear processes around tasks is key. The time I have invested in documenting processes, training staff and reviewing has paid of time and time again. It also has benefits for succession planning, staff training and handovers.
 
Communications has got to be top of the list; whether it is with client, colleagues, or contractors it plays perhaps the most important part of the role. Part of working on a global contract means that I have colleagues and clients all around the world. This has its hurdles, but thanks to technology they are easily overcome. As my team is transitioning British families into residences in New Zealand there is a huge level of communications required. Making sure the incoming family feels welcome and has what they need in a foreign country requires a lot of work both in planning as well as communication.
 
Many FMers describe themselves as ‘accidental’ facilities managers. How did you get into facilities management?

Perhaps I can come close to ticking the box of not accidentally falling into FM. I went to Massey University and completed a bachelor of Engineering & Technology majoring in Building Surveying. At the time it was a new degree Massey were offering and whilst not aimed directly at an entry into FM it had many direct links. At that stage I’m not entirely sure that I knew FM could be a career path but I was interested in Asset Management and buildings in general. I managed to stumble into my first real job out of university… and what do you know, it landed me right back at the same university I had just left. Working for City Care, I was traveling around the country collecting asset data at all of the Massey sites around New Zealand, sites I was already familiar with! Before long I moved into the projects team and worked on the Wellington City Council renewals program. This role was working alongside the FMs for various portfolios so it was here that I really discovered FM. Fast forward a few painting projects around Civic Square venues, a couple of Xmas shouts at recreation centres, a few thousand meters of flooring install, and then it was time to try my hand as a Facility Manager. 
 
What is your proudest accomplishment in your career to date?

I really enjoy working on a global contract and being able to reach out and collaborate with other FMs in other parts of the world. One of the highlights of my career to date is speaking at the ISS 2015 Management Conference in Hong Kong. I delivered a presentation on Asset & Risk Management focusing on the value you can add by incorporating asset planning into the day to day operations of Facility Managers. 
 
What advice would you give to someone who is starting out in FM?

 

  • FM is great profession to be in and is in a strong growth stage in New Zealand at present, so get on the boat.
  • Don’t be afraid to ask questions, especially of contractors who have so much knowledge in specialist areas.
  • Break down barriers and let people know that you want to learn; it can only build on relationships.
  • Don’t be afraid to speak out if you’re not sure of something or need something clarified. Better to clarify at the start than fumble with something that may or may not be the correct understanding.
  • Tell the truth and don’t hide things, but also ensure you have a solution to go with an error. Clients will appreciate the honesty and more so the fact that you have a solution for the problem.
  • Communicate, communicate, and communicate.
  • And lastly, don’t ever go to a meeting without paper and pen.

 
When you’re not at work, what do you enjoy doing?

Labour of love seems to be buildings; if it isn’t at work then it’s at home. Most nights I seem to find myself slugging away with various projects around the house. It feels good to try my hand at various tasks around the house in an attempt to apply skills I have learnt from contractors during work related projects. Restoring cars is the other thing that keeps me going; old rusty ones to be specific.

If not working on the house or in the garage then I can be found spending time with my wife Juliet, and two girls, Paige and Ashleigh.

 Health & Safety


Five Things You Need to Know About the New Act

 

Jennifer Mills, Partner, and Aimee Mackey, from Anthony Harper summarise five key changes in the new Health and Safety at Work Act you should be aware of.

 

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The Health and Safety at Work Act 2015 (the Act) came into force on 4 April 2016 and has significantly altered the landscape of health and safety in employment law. The new regime hosts a compendium of duties which have increased the accountability of employers, as well as various other individuals and entities, to ensure workplace health and safety. In this way, it appears that the regime has addressed the deficiencies which were present in the former health and safety legislation, as illustrated by the Pike River tragedy. Outlined below are five key changes of which those in governance positions across all industries should be well advised.  

1 – Duty imposed on persons conducting a business or undertaking
The Act imposes duties on persons conducting a business or undertaking (PCBU) to ensure the health and safety of workers who work for the PCBU. The notion of a PCBU is broad, and embraces employers, principals and other persons in control of a place of work.

Each PCBU will be required to ensure, so far as is reasonably practicable, the health and safety of workers who are employed or engaged by the PCBU and workers whose activities in carrying out work are influenced or directed by the PCBU. 

The duty also extends to any other person who comes into the vicinity of a workplace controlled or managed by the PCBU (excluding those at a workplace for an unlawful purpose). This will include, for example, shoppers in a shopping mall, or students at a school. PCBUs should therefore be incentivised to make reasonable efforts to ensure that their workplaces are safe for any person who may come into contact with it.

2 – Multiple duty holders
Given the way the Act is drafted, there will be instances in which there are multiple PCBUs operating in the same space. This is not a 'get out of jail free card'. Rather, duty holders will be required to work together to discharge their duties to the extent that they have the ability to influence or control the risk. This will require them to consult, co-operate and co-ordinate activities. 

3 – Due diligence obligations on an "officer"
The legislation introduces the concept of an "officer" of the PCBU, which includes a director, partner, or a person occupying a position that allows the person to exercise significant influence of the management of the business (for example, a chief executive). An officer has an overarching duty to exercise due diligence to ensure that the PCBU complies with its duties under the Act.  

The due diligence obligations required of an officer include, for example, to "acquire and keep up-to-date knowledge of work health and safety matters". This highlights the proactive nature of an officer's obligations. Therefore, it will be no excuse for an officer to argue that they had no knowledge of a particular health and safety issue.

4 –Duty of a PCBU to ensure worker participation  
Another key point to note about the new legislation is the duty of the PCBU to engage with workers. This requires the PCBU to have practices in place which provide reasonable opportunities for workers to participate in improving work health and safety on an ongoing basis.

Furthermore, the Act introduces the concept of health and safety representatives and committees, the purpose of which is to enable an efficient channel of communication between the workers and the PCBU. However, a PCBU is not required to elect a health and safety representative, nor establish a committee, where the work of a PCBU is carried out by fewer than 20 workers and is not within the scope of any high-risk sector or industry prescribed by the regulations.

It should also be noted that the multi-directional nature of the duties under the Act mean that workers themselves (as well as others at a workplace) have the obligation to take reasonable care for their own safety, and to ensure that their acts or omissions do not adversely affect the health and safety of others.

5 – Increased liability regime
In contemplation of the weaknesses in the old regime, the Act provides added incentive for both companies and individuals to comply with their health and safety obligations. A new tiered liability regime increases the maximum penalty levels to $3 million for companies and $600,000 for individuals, if they have engaged in conduct which was reckless as to the risk death or serious injury or illness to an individual, which has then exposed an individual to that risk.

Whilst the Act will undoubtedly increase compliance costs for employers, it is clear that employers, workers and even members of the general public will benefit from this stringent new regime. Namely, it is at least likely that New Zealand will see less workplace injuries, safer workplaces and a more productive workforce
.
 

 Procurement Research


Input Needed For Study

A call for survey participants from Anne Staal:

 
Anne Staal Photo-140 As you may recall, I conduct procurement research at AUT on how firms manage innovative suppliers. The context is the built environment here in NZ. Such firms provide innovations that can improve the buildings we work and live in, which is an important objective for us FM professionals. I need insights from people experienced in managing their innovative suppliers.  They can work in large or small companies, and have experience in green or not-so-green innovations. That is why I am asking you to complete the 10 minute survey, or forward the link to your industry contracts.
Click here for the survey:  Managing Innovative Suppliers.
 
Participants will get a copy of the survey result, and go in a draw to win a book about improving business models - Business Model Generation.  The survey is anonymous, but if you’re interested, you are invited to join a roundtable discussion at AUT in Auckland on 24 June. During this discussion, we will talk about procurement and innovation practices of SMEs. Respondents are suggesting that SMEs do manage their innovative suppliers differently from other suppliers. Sharing best-practice is good for the industry. (See my PhD blog for updates).
 
Thank to those who have already completed the survey. Please contact me if you have any questions or remarks.
 
Back to Hanze University

My work at AUT is coming to an end; in mid-July I will return to Hanze University in the Netherlands. I have very much enjoyed working closely with FMANZ members and have very much enjoyed the interaction during our FMANZ – AUT master classes. AUT will continue to support these classes. Therefore, in future you will have the opportunity to do some good networking and group learning while also enjoying some of the infamous freshly baked cookies!

Hanze University, AUT and FMANZ will continue to collaborate in exchanging Facilities Management practices and growing the profession. So you may expect some good applied research and hands-on knowledge from us. Please follow my PhD blog or LinkedIn profile for updates.

Best regards,
 
Anne Staal, LinkedIn: aagstaal, Hanze email: a.a.g.staal@pl.hanze.nl.

 

 International Learning


A Dutch Perspective

With all the talk about the new AUT degree starting next year (more will be revealed in the August e-mag), we thought it would be interesting to chat to Anouk de Wolff, a Dutch FM student currently in NZ, to learn a bit about what she's studying. Anouk is in her third year of the International Facility Management (IFM) Bachelor’s Degree at the Hanze University of Applied Sciences in Groningen. This is a four-year program which requires students to have two internships abroad.  (Some of you may have met Anouk at the FM Summit.)

 

 
Anouk-163 What sorts of things are you studying in your degree?

At the Hanze, our semesters are divided into two blocks, so four blocks per year. Every block we tackle a different part of Facility Management. So far I have had blocks about “The Workplace” which focuses on internal climate and design to optimise work conditions for employees. Other blocks, “Services” and “Sustainable Building”, looked at international laws that may be involved while practising FM and international business, but also catering and cleaning and the best way to design a workspace keeping these aspects in mind.
 
Also, with keeping the company’s ambitions, mission and vision in mind, we needed to come up with advice for a company to meet their needs for corporate housing. In the block “Developing New Services” we looked at entrepreneurship and how to start your own company with your own product or service, which made us take a good look at marketing. As you can see, in the Netherlands FM is more focussed on the soft side of FM. FM is a broad profession and there are so many aspects we need to consider while completing our assignments.

What brings you to NZ?

For my third year Management internship, which I needed to do abroad, I looked at different English-speaking countries. As I am very perfectionistic, I wanted to improve my English in such a way that you are not able to detect an accent when I am speaking. I got an offer from a marketing agency in Auckland, and here I am, as an intern Account Executive focussed on experimental marketing. I am responsible for managing campaigns, road shows, malls and office visits. I am in charge of the schedules for these events, the bookings, and the coordination with clients and reps.

What are your impressions of FM in NZ?

What really stands out to me is that in New Zealand, a facility manager is seen as someone who knows how the air conditioning works. In the Netherlands FM is more focussed on the soft side, hospitality, HRM etc. I think in the Netherlands, facility managers are more seen as a key factor in a company. Facility managers are more involved in processes.

I attended the European Facility Management Congress twice, and what really stood out to me was that it was mainly focussed on he building, which I found quite similar to how NZ sees FM. I believe there is still a lot of ground to cover for FM in New Zealand, and I think New Zealand is well on its way. Especially when looking at the interest it shows in foreign people involved in FM. New Zealand is really curious and I think that’s a really big part in discovering the world that is FM.

How is FM regarded as a career in the Netherlands?

FM in the Netherlands is seen as a really innovative profession. There are a lot of new students wanting to study (International) Facility Management every year. Facility Management is fun and young. A lot of new FM students or FM graduates have a new insight on FM and I believe this is highly valued in the Netherlands. This way FM stays young and vibrant.

What attracted you to a career in FM?

I decided FM was the career for me when I was 17 years old and still in high school. FM attracted me because I like to organise stuff, and to me FM is more or less organising all processes and aspects of an organisation so it runs smoothly. I like to think of the aspects no one thinks about, which I believe is FM. Without FM a company cannot grow, or even survive in my opinion.

What are your aspirations for the future?

My aspirations for the future are actually still pretty undetermined. I still have one year to go before I graduate. So for now my focus is on finding an internship organisation to do my graduation research and thesis at. I might even decide to do masters after I graduate. But after that, I would love to be a facility manager for a large company in a big vibrant city. My perfect job would allow me to inspire my co-workers, would allow me to implement my ideas but would also allow me to spend some time on hospitality and event management. When I think about it like this, I think a job as a facility manager in a conference and concert hall would suit my skillset really well.

 

 EECA BUSINESS Case Study


Check Out These Energy Savings!

 

It was an interesting challenge to encourage a group of franchises to try energy efficiency. After a Whanganui PAK’nSAVE won the Small to Medium Business EECA Award in 2012, cooperative Foodstuffs NZ approached EECA to help the whole group adopt the innovations which their adventurous Whanganui franchisee had pioneered.

 

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Foodstuffs, which  represents the PAK’nSAVE, New World, Liquorland and Four Square brands plus nine other regional brands, had aimed for energy reductions of just over two million kWh in two years, but at the end of the first 24 months had achieved over four million KWh – over 200% of the target. This equated to a dollar value saving of $426,577.

These savings were all achieved through permanent changes, reducing overheads for individual stores over the long term. Some stores have reduced fixed cost energy use by 15-20%.

EECA BUSINESS general manager Greg Visser sees the project as a real breakthrough in the industry. “The supermarket sector is, of necessity, a significant consumer of energy. But there has not traditionally been a focus on energy efficiency. Foodstuffs are definitely leading the way, especially in the new stores, where EECA is funding a design review.”

Foodstuffs Sustainability Manager, Mike Sammons, says there is now a strong focus on energy efficiency in the design of their new buildings. “We’ve got natural lighting through roof lights, dimmable LED lighting, lids on freezers and we reclaim heat from refrigeration for heating water. This is part of a bigger sustainability programme within the group, which also covers greenhouse gas emission reduction, waste reduction and moving to more sustainable packaging.

"We have turned a very important corner in the last couple of years. Between 2010 and 2013 we witnessed energy consumption increasing on average in stores by 1-2% per annum in stores but analysis of our 2014 consumption clearly indicates that we have now reversed that trend."

The project hasn't been without its challenges. “Many conservation measures can be perceived to put a barrier between the customer and the product – lids on freezers, doors between different areas.," says Mike. "Retailers are understandably cautious about doing anything that has that effect, particularly when energy costs are a small proportion of overall store costs.

“However, sustainability is an increasingly important element of our brand, and barriers can be overcome through good design, so we wanted to pursue the challenge.”

With the help of grants from EECA, Foodstuffs has installed sub-metering at 60 sites across the country, and engaged consultants Ecosystems Ltd to monitor, advise and report on energy use changes.

Shannon van Waveren from Ecosystems says that as stores built a history of their energy use and anomalies, they began targeted changes to reduce energy consumption.

“We had to build a relationship with each store owner, and identify individual solutions depending on the age of their building and equipment, and the way they ran their business.

“Then as their business needs permitted, we made changes to their plant and working patterns. A lot of these changes are so simple – increasing shutdown of systems overnight, re-tuning HVAC and refrigeration systems, improved lighting controls.”

Foodstuffs and EECA are looking at ways to formalise an ongoing partnership, rolling out energy efficiencies to all stores in the group and providing strategic leadership.

 
EECA KEY BENEFITS
  • Annual Energy Savings Achieved – 3,332,817kWh (160% of target)
  • Most efficiencies are permanent
  • Some stores achieved energy savings of 15-20%
  • Overall payback on capital investments of 2.4 years
 
Winners of the EECA Awards were announced in Auckland on 18 May. Find out who the winners were here, along with finalist profiles and judges' comments.

Building Showcase


Cradle Of Disruption


Innovation isn’t confined to the object anymore and this has meant that the facilities required for innovation have left the lonely back shed in favour of more salubrious digs. Welcome to GridAKL, Auckland’s innovation precinct on Wynyard Quarter.
 
building showcase
The project sits within the refurbished shell of the 1920’s John Lysaght Steel Company building.
Image: Allen Nicholson
The Lysaght Building is the first permanent space for the Grid and has been designed specifically as a collaborative shared workspace for start-ups. The project is based in the refurbished shell of the 1920s John Lysaght Steel Company building, which Warren and Mahoney has renovated, skilfully retaining much of its original street presence and the beauty of its original timber roof structure. Inside, Spaceworks have applied an interior design that aims to facilitate the rapidly changing needs of the young companies located in the building. This includes a huge array of desk and meeting options which range from acoustically baffled pods through to lightweight hot-desking choices.

Read more about the GridAKL, and view photos, here.

A secret garden café, a futuristic workplace and a gilded ceiling are amongst the finalists at the 2016 Interior Awards. Check out the finalists here. Winners will be announced at an awards evening on 23 June at St Matthew-in-the-City in Auckland.

To keep up to date with building projects in NZ and around the world, sign up for ArchitectureNow’s free newsletter here
 

 

Working Smarter


Overuse of Technology Can Make You Less Productive


Beware the 'time stealers' warns ‘The Time Queen’, Robyn Pearce.
 
These days, technological advancements seem to be taking over the world. It affects our lives at home, the way we run businesses, our ability to cope in a non-wired environment, and even our sleep. Think emails, social media, smartphones and apps.
 
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They have optimised the way we communicate with people. But unfortunately, these mediums can also serve as interruptions or "time stealers".

Complications Instead of Simplicity

At a quick glance, many new "productivity" applications out in the market today appear useful. However, beware of making your "to-do" list more complicated than it needs to be. If something is already working, is it worth the time to tinker with all these so-called "productivity" products? Even though some applications and programmes can literally cut your time in half, others will lead you down the garden path.

I experienced this just the other day. A businessman I respect has come up with a tracking app to monitor your progress on goals and projects. I decided to give it a try, but it just felt like too much double-handling. Ironically, I was in full flow with developing our new online course on Planning and Prioritising. It teaches the methodology behind making good time decisions so we can prioritise intuitively rather than relying on external prompts. (I'd love you to check it out and give me feedback - I'm very excited about it.) I knew exactly where we were up to on the project, the simple communication systems my contractors and I had set up were working well, and we finished within the deadline. I didn't need an app to tell me where I was up to, or to remind me to do things. The simple tried and true systems, some of them paper-based, were all we needed to keep track.

Another example is the diary system we choose. If you like your paper diary, stay with it. It's far faster to write an appointment in a paper diary than to open a computer or diary section of your smartphone. If you're using a diary that shows you a weekly or monthly view (I use a simple Day-Timer) it also gives you an instant snapshot of your commitments that you can't see on a smartphone calendar. Many a time I've sat waiting with pencil in hand and a complete visual of every week and month open, while my friends or clients who rely on their phone diaries spend a minute or so flicking between screens to find a suitable gap.

However, if you're at your computer all the time and/or you're in an organisation where others constantly need to know where you are, electronic calendars make sense.

Choose the level of technology you need, not what others say you need. Their requirements may be very different from yours.

Email Is A Productivity Drain

Don't get me wrong - I would hate to do business without it. But it is over-relied on.
 
So many people say 'I keep my email programme open in case the boss/client/Very Important Person needs me'. I'm not suggesting that we ignore email, but it is a huge time-stealer if not managed well. Hardly any of us REALLY need to know that something has just arrived. If it's that urgent there's a telephone and a range of other ways people can reach us.

What happens when you're interrupted by a notification or email alert in the middle of an important task? After tending to the distraction, it takes most of us, most of the time, between 10 - 20 times the length of the interruption to get back on task. A 30 second interruption might take us 5 - 10 minutes to re-engage with the work we were doing.

The issue is the switching time. Jonathan Spira, author of the book 'Overload! How Too Much Information Is Hazardous To Your Organization' says:
"Each time an individual switches tasks and tries to return to the previous task, he has to go back in time and recollect his thoughts and recall exactly what he has done and what he has yet to do. Some repetitive work may be involved as well (e.g. redoing the last few steps.)"

Technology that demands your constant attention can do more harm than good. Do you ever go home really tired at the end of the day but feeling unsatisfied? Does your week ever feel like a marathon of unfinished tasks? Notice how often you are interrupted - or interrupt yourself - and how long it takes to get re-focused.

Two-Step Solution

An effective solution is to eliminate the distraction altogether. I'm not saying to get rid of your email accounts or stop reading about the latest business trends. Just turn off the notifications or put your phone on silent when you don't want to be interrupted.

The next step is to set a schedule for when you should use those applications or devices. This can prevent your mind from aimlessly getting distracted. Adjusting to this method may be difficult in the beginning because we have all become used to tending to our devices every time it makes a sound.

Over time, you can be successful in managing the technology around your home or office. Expect to complete tasks more efficiently, and get the boost of productivity you've always wanted!

 
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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