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February 2015 issue                                                                                                                 Latest news, events & papers

In This Issue

Letter from Des Brennan, CEO

Education: Our Best Investment

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Des Brennan, CEO FMANZ
FMANZ offers three courses in 2015
Facilities Managers need to embrace new educational opportunities if their careers and recognition are to advance and grow. Most of our members will be very aware that the groundswell of research and articles from FM opinion leaders are all clearly pointing in that direction.

Workers of the future will need to be ‘lifelong adaptable learners’ to fit with the changing world of work, according to a global trends workplace report by Sodexo. The report goes on to say that individuals will need to demonstrate foresight in navigating a rapidly shifting landscape of organisational forms and skill requirements.
Writing in the latest edition of Facility Perspectives, Ammar Al-Shemery, of INSTEAD Business School, proposes that a technical education is no longer enough to become involved at senior levels of management and it certainly falls short of boardroom requirements. This is a fairly accurate view in my experience.

A little over one year ago Herma Schutte’s research report observed that there was limited FM education offered in NZ. She went on to argue that this gap contributed to the absence of a formal career pathway in FM and ability to attract young people to the profession. Lack of recognition of the FM profession was another consequence related to the educational gap.

Our challenge in New Zealand was to get off the starting line. We needed to find partners with flexible and responsive educational programmes, which would deliver excellent content and create an education pathway for the FM community. Ability to provide both technical skills and management training was essential.
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From today, FMANZ is delighted to confirm that enrolments are immediately open to three important educational programmes provided by three great partners:

  • The Skills Organisation (TSO) –TSO will focus on Certificates in Business at NZQA Levels 3 & 4. These will provide our members with wider skills, and recognition for these. Training and support comes through a range of approved channels and providers under the NZQA framework. For further information and to enrol click here.
  • Facilities Management Association of Australia (FMA)FMA’s Diploma of Facilities Management - recognised under the Australian qualifications framework (AQF) - is well established and offers the right mix of technical knowledge, people skills development and currency within the FM industry’s evolving economic and social climate. For further information and to enrol click here.
  • Auckland University of Technology (AUT) – AUT will continue to offer its very popular series of FM Master Classes throughout 2015. FMANZ Members have provided hugely positive feedback for these. For further information and to enrol click here.
    Please take time to consider these exciting and valuable opportunities  - carpe diem!
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FM Summit 2015 and Trade Expo – 6-7 May
This is by far the most important event in FMANZ’s calendar for 2015. We are in the strong position of now opening registrations with a full slate of speakers with ability to inform and inspire. I want to express deep appreciation to our speakers for their willingness to join the FM community at Villa Maria on 6-7 May. Please reserve these dates in your diaries now.

Without our sponsors, FMANZ would be unable to provide the scale and quality of experience that our summits aspire to achieve. I am delighted to confirm and acknowledge the following sponsors are so far confirmed for FM Summit 2015:
Argus Fire Protection

Command Building Services

Test & Tag

Schindler Lifts

WTP NZ FM Cost Management
Summit Platinum Sponsor

Summit Diamond Sponsor

Summit Diamond Sponsor

Summit Diamond Sponsor

Summit Lanyard Sponsor

Our FMANZ Platinum Sponsors, City Care and Valspar, also contribute significantly to the summit. I encourage FMANZ’s members to support our sponsors and exhibitors and engage with them during the many opportunities provided at FM Summit 2015. There are only a limited number of exhibition stands remaining so do not delay with enquiries. Click here.
To view the programme and to register for FM Summit 2015, and take advantage of early bird booking, click here.

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Education - the Big Reveal

FMANZ Education 200

FMANZ's Educational Pathway is Unveiled


FMANZ is excited to introduce a formalised learning programme for members. From today you can choose from three educational programmes tailored to meet your needs, with more to come over time!

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  In association with The Skills Organisation (TSO), FMANZ is introducing Certificates in Business at NZQA Levels 3 & 4.

With an ever-increasing market and the requirement for a skilled workforce in FM, these programmes are suited to those entering facilities management for the first time (Level 3) and for those currently working at a supervisor/team leader/manager level in an FM organisation or role (Level 4).
Both of these programmes are mapped to the developing FMANZ professional educational pathway and will allow you to formalise your workplace skills and benchmark your workplace competencies against nationally-recognised qualifications.

Learning-wise, there is no requirement for off-site training. Assessment is all about you and what you do in your role. You can choose either to learn online, supported by online tutors; complete the course on the job through a verification log-book approach with assessment by a registered workplace assessor; or there’s a skills recognition/fast track option which is assessor-led and facilitated in learner groups.

To find out more about the various learning methods and costs, click here.

More about the programmes:

National Certificate in Business (First Line Management) Level 3
This is suited to those entering facilities management for the first time. You will learn to:
  • Monitor staff performance 
  • Manage workplace conflict and build an effective team
  • Lead with increased self-awareness
  • Understand and build peer relationships
  • Develop increased self-awareness
  • Develop direct reports and others
  • Set and achieve personal and team goals
  • Have skills recognised through the achievement of a national qualification
For more information, click here

National Certificate in Business (First Line Management) Level 4
For those currently working as a supervisor/team leader/manager in a facilities management organisation.  You will learn to:
  • Utilise leadership skills and techniques
  • Better understand business drivers
  • Enhance and influence relationships
  • Improve workplace performance
  • Lead with increased self-awareness
  • Develop key leadership skills
  • Increase influence
  • Manage conflict
  • Develop better business acumen
  • Have skills recognised through the achievement of a national qualification
Completion of this programme positions you for further diploma - and then degree-level - programmes. For more information, click here.

If you’re interested in either of these programmes, register here and a representative from The Skills Organisation will contact you.

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2.  In association with the Facilities Management Association of Australia (FMA), FMANZ is delighted members can now enrol for the Diploma of Facilities Management simply and at special members' rates.
Recognised under the Australian qualifications framework (AQF), the Diploma is well established and offers the right mix of technical knowledge, people skills development and currency within the FM industry's evolving economic and social climate.

For a copy of the brochure click here.

For more information or to enrol click here. (Note: You will be asked for your FMANZ membership number; prices are in Australian dollars.)

AUT Logo(copy)
  Auckland University of Technology (AUT) continues to offer its very popular series of FM Master Classes throughout 2015.

The first of four two-day Master Classes, the very popular Facilities and Asset Management, kicks off on Friday 6 March, with the second class held on Friday 20 March.

This will be followed by Procurement & Supplier Management (27 March and 24 April); Leadership, Strategy & Change Management (5 and 19 June); and Professional and Team Leadership (dates to be advised).

These classes have been specifically designed to meet the needs of those working in Facilities Management and will be held at the AUT Campus in Auckland.

Cost: Members $800 + GST; Non-members $950 + GST.

Classes are limited to 20 students so be in quick!

Click here for more information or to register.

Here is some of the feedback we received from participants last year:
Really excellent” … “It sharpens the saw” … “Keep up the good work” … “Anne was a great lecturer” … “Thoroughly enjoyed the two days” … “Great way to reflect on what we do now and what we can do better” … “Good networking possibilities” … “Day two was more relaxed with people being more communicative” … “Excellent – thank you for sharing your experiences and knowledge” …  “Continuous/regular writing on the board keeps the ideas and thoughts visible” … “Great course”.

And Bruce Kenning, Group Manager Facilities, Inland Revenue wrote: “Having recently completed the FMANZ sponsored Masterclass on Leadership, Strategy & Change Management, I would thoroughly recommend this course.  I certainly learnt from the lecturer, as well as my fellow students; a great two days.  Well done to AUT for stepping up, and working swiftly to close the gap in the market by providing educational opportunities at different levels.  The courses at AUT build on the Diploma course being run out of Australia.  Soon there will be continuing professional development opportunities to suit us all, whether we are just coming into the profession, or have been around for a while.”



FM Summit 2015

Registrations Are Open!

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If you want to be at the cutting edge of Facilities Management in New Zealand, you won’t want to miss FMANZ’s premier event of the year - FM Summit 2015 - which is being held 6-7 May.

In what promises to be an enlightening two-day experience with inspirational speakers, educational workshops, an informative trade expo and a gala dinner hosted by award-winning comedian Jeremy Corbett, FM Summit 2015 is once again being held in the idyllic vineyard setting of Villa Maria winery in Auckland.

A great opportunity to network and upskill, the programme consists of 10 workshops you can choose from, plus a full day of six conference sessions.

Here’s a preview of some of the high-calibre speakers who will be sharing their insights on day two:
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  • International keynote speaker Peter Ankerstjerne, ISS’s Vice President Group Marketing, will talk about Service Management – “the new frontier in creating FM experiences”.  
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  • If you’ve ever wondered whether buying on the spot market is right for your business … what the future benefits of smart meters might be … or whether photovoltaic solar panels or electric vehicles are worth the investment, come along to hear Mark Binns, Chief Executive of Meridian Energy, share his valuable insights.
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  • New Zealand Institute of Economic Research’s Principal Economist, Shamubeel Eaqub, joins us to talk about the latest shape, performance and drivers of New Zealand’s economic climate and update us on trends.
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  • And for inspiration on personal development, be in the audience to hear Rob Waddell - one of New Zealand’s most honoured sportsmen and the next Chef de Mission of the New Zealand Olympic team - talk about how his approach to sport and career has led to his success.

Click here for more information on the FM Summit programme or register now!

Earlybird registrations are available until 1 April (an appropriate cut-off date as you’d be a fool to miss out!).

FMANZ gratefully acknowledges the support of the FM Summit 2015 sponsors as follows:
Argus Logo 250


WTP FM Cost Management Logo 150
Command Logo 150
Test and Tag logo small 150
Schindler 150


Q&A With AUT University's John Tookey

Why Education is so Important

John Tookey AUT University’s Professor John Tookey is one of New Zealand’s first Professors of Construction Management. Relocating to New Zealand in 2006, he saw the opportunity to bring knowledge from the United Kingdom to New Zealand’s construction industry particularly in the area of waste and productivity.

John holds a BSc in Technology and Management Science and a PhD in Industrial Engineering. Areas of research include supply chain management; construction procurement systems; corporate social responsibility in the construction industry; and performance management and productivity in construction.
Q: Finish this sentence: education is the pathway to … stepping up the hierarchy and changing the game.  Ghandi famously said “you need to be the change you want to be”.  The truth of the statement is as clear today as when he said it.  I also believe that education is not about where you start – it is about where you are going.  As far as New Zealand is concerned, our future economic, societal and cultural growth will depend on our ability to use all the assets (physical and intellectual) we have into the mix.  We cannot afford to let parts of our society settle for second best when we need everyone operating at the top end pulling in the same direction.

Q: What is the value of education from an investment perspective, i.e. what is the ‘return on investment’ to individuals and businesses? How important is this?
The importance is vast.  Too frequently industry keeps making the same mistakes and rediscovering the same problems.  Why?  Because so much falls in the ‘too hard basket’ – a phrase that I had not heard until I moved to NZ.  I would pose the question – how frequently do you face the identical problem generated by the identical staff member facing a well-known situation?  All too often.  And why is that?  Because we are more comfortable ‘saving’ the money by not investing in training/educating our people.  This saving of course generates operational expenditures down the track as errors are rectified.  Apparently that is ok because it gets blotted up in overhead and is otherwise considered to be someone else’s problem.  In reality this is untenable for the long term if we are seeking ROI and yet how frequently do we have to rectify simple errors?

Q: Do you think there is recognition in New Zealand of FM as a career choice for school leavers and undergraduates?  How do see this changing? 
At present, no.  It is a hidden career.  There are no professional/vocational academic qualifications in FM in NZ.  This is crazy given its huge costs in the NZ economy.  Elsewhere in the world FM is a recognised undergraduate and postgraduate qualification with defined careers options.

That said, in NZ we are only slowly moving into the state of market development that elsewhere in the world has driven FM development.  The principle stimulus for FM has been the expansion of BOOT, BOT, PPP, PFI schemes that require long term management of facilities and services.  In that market (i.e Australia and the UK amongst others) tenders for contract are successful on the basis of the effectiveness of their FM/Asset management capability – offering lower tariffs to clients for asset use.  In NZ this is the next step we will see as PPPs come on stream for prisons etc.  This will make the change for the better in the professionalisation of the FM industry.

Q: In your view, is FM education in New Zealand heading in the right direction? How big is the challenge?
It is moving in the right direction but it is slow.  The reasons for this are the entrenched positions of different academic institutions and the inertia related to the systems that we have for new programme validation and introduction. 

The simple question of ‘do we need this qualification in NZ?’ is hard to answer when we do not offer any such programme in the NZ system.  It is a circular argument – if the discipline exists without an academic programme then it must be served effectively by current offerings.  No?  If no such programme exists in NZ and we have not had buildings fall down then why do we need to change?  Also the emphasis in NZ universities in particular is on research – at which point there is not a strong motivator for introducing all the paperwork needed.  However I believe that there is an emergent opportunity and we can make this whole area fly since there is a burgeoning demand as we all know.

Q: Theoretical versus practical knowledge – is one more important than the other?
Both are required.  It is like management and leadership – an organisation needs both.  Either in isolation does not work.  Practice allows optimal performance without understanding; theory allows understanding without optimal performance.  Marrying the two together allows rapid optimisation without the 10000 hours needed to become proficient at any task through practice.  It also allows us to train the next generation more rapidly too.

Q: You have been involved in the planning and running of the FMANZ/AUT Master Classes which are being offered again this year. What would you say to someone thinking of enrolling?
GO FOR IT.  To be truly adept it is necessary to understand both theory and practice.  The first step to solving a problem is in understanding that there is a problem.  Understanding your own deficits in knowledge has huge effects on your ability to perform at a high level. 

Q: As well as the Master Classes, what else does AUT University offer Facilities Managers?
At the moment we have a Master of Construction Management (MCM) programme and a standard MBA also.  From a strategic management viewpoint it is possible to undertake both simultaneously and cross credit certain papers.  In the future we are looking to establish a degree in FM – but that is only likely in 2016 onwards.

Q: How important is it to have a well-planned and constructed education pathway in an industry such as FM?
Critical.  An educational pathway now will create the body of knowledge and shared understanding of key competencies or a fully-fledged profession in the future.  I would ask all FMANZ members do they wish to be considered as a professional.  If so then almost by definition there has to be a clearly defined competency framework with accepted norms of understanding in order for any discipline to become a profession.  The question ultimately is how far you want to go.  I envisage a future in which we see the CPFM – Chartered Professional Facilities Manager – as a widely held and understood competency that we aspire to.

Q: What are AUT University’s strengths in becoming the leading provider of advanced FM education in New Zealand?
We are pragmatic, we work hard and we are looking to make a name for ourselves in the world.  The question in life is always “do you want to make a noise, or do you want to make a difference?”.  The former is easy in the world of social media – anyone with a drum to bang can make a noise.  Making a difference takes more work and a willingness to accept risk – not to mention a desire to challenge the status quo.
Q: And finally, do you see a bright future for Facilities Managers in New Zealand?
No question about it.  FM will have a professional framework created and propagated.  Guaranteed.




New Year Resolutions

Commit to Continuing Professional Development

Kick-start your career with some professional career development, suggests Jack Crutzen, Chair of FMANZ’s Education Committee.

Jack Crutzen
New Year, new focus … the Christmas break is traditionally a time of reflection and renewed focus when many of us choose to set personal and professional goals for the year ahead. Whether it’s getting a better work-life balance, working towards a promotion or upskilling in a particular area, the beginning of a new year is a good time to reflect on, and kick-start, your career.

FM professionals are integral to the successful delivery of strategic and operational objectives across all sectors of the economy and the knowledge, skills and expertise that you gather are essential to the performance of your organisation. That’s why FMANZ is developing a clear pathway to support individuals who are looking to develop their FM expertise. This enables facilities managers to get ahead and achieve a benchmark of excellence in the FM industry.

Continuing Professional Development
Focusing on your Continuing Professional Development (CPD) helps keep you on the front foot, stay informed and reach your potential. CPD is all about you as a professional maintaining and enhancing your knowledge, skills and capabilities to be an effective facilities management professional. You can do this by:

a.  Networking 
Networking helps you gain first-hand industry news and knowledge, improves your visibility in the industry, demonstrates your commitment and interest and increases the likelihood of discovering unadvertised job roles. You already have a network, so think about how those you already know might be able to help you as well as considering what new contacts you may need to get in touch with. With more than 500 members and many sponsors, FMANZ is a great place to connect!
b.  Using Social Media 
Social media facilitates networking and helps you keep up-to-date with industry developments. Mainstream sites such as twitter and facebook are good places to start but also consider discussion boards and forums on the FMANZ website or on other FM association websites (e.g. FMA, BIFM, IFMA).
c.  Reading 
There are tools that allow professionals to record what they read online as part of their compulsory annual hours of CPD. These involve answering a number of questions to test understanding of an article. CPD Trackers highlight the importance of reading as a way of keeping up-to-date. You can find some good examples on the BIFM and IFMA websites.
d.  Create your own luck 
Don’t expect opportunities to drop into your lap. Richard Wiseman’s research into luck has shown that successful people are habitually attuned to seeing possibilities wherever they go, and many consciously make an effort to alter what they do every day on the off-chance that they may encounter something new. Be engaged and creative in your professional life, and doors will open.
e.  Reflective learning 
Ask yourself the question: ‘What did I get out of this?’ This does not necessarily have to refer to activities that were specifically related to CPD, but anything that you do in (or outside of) your working life. By thinking about what you have learnt from past activities, it is possible to apply new ideas and skills to what you will be doing in the future, whilst also identifying areas of your work that you need to spend more time developing. Keep a CPD journal if it helps.
f.  FMANZ Competency Framework
In keeping with the objectives of FMANZ to promote professional Facilities Management practice, a framework has been developed that enables the professional competencies and qualifications of our members to be recognised. This framework also sets out the requirements for continuing professional development.

In addition to informing professional development initiatives, the Competency Framework helps facilities managers understand how to measure their performance and brings a degree of clarity to roles and their functions.

This work is part of the association’s drive towards professionalisation of the New Zealand FM community. A competency is a specific capability required for effective performance that is comprised of knowledge, skills and abilities and is demonstrable on the job.

For more information on the FMANZ Competency Framework click here.


Knock, Knock...

No doubt you’ve been through quite a few already today … chances are you have no idea how many…

Doors! They’re something none of us think about a lot - not even facilities managers - until something goes wrong, that is. But without them, “a building is just a box”, says Terry Dartnall, National Operations Manager for ASSA ABLOY.
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Terry acknowledges that in terms of their asset value, doors are a relatively insignificant item in a facility manager’s portfolio, “but they cause a lot of grief when they break down”.

As New Zealand’s largest door service provider, ASSA ABLOY looks after many of the doors around the country. “Automatic doors, access control doors, carpark doors, roller doors … you name it, we manage it,” says Terry. “And we’ll carry out regular service and maintenance checks to ensure people can get in and - perhaps, more importantly - out of doors when they need to.”

When it comes to doors, ASSA ABLOY believes facility managers need to consider four things: compliance, health and safety, security and total cost of ownership.

There are many types of doors listed on compliance schedules, including automatic doors, access-controlled doors, fire doors and smoke-stop doors. During a compliance check, ASSA ABLOY technicians ensure that both the safety features on the door are operating properly and that people can use the door to evacuate a building in the case of an emergency … in essence, does the door do what it is designed to do? ASSA ABLOY is IQP registered and will issue the annual 12A Report on automatic and access control doors as part of the BWoF process.

Health and Safety
Also linked to Compliance, no-one wants an incident where an injury is caused by a door, whether it be an auto door closing on someone or a simple pedestrian door slamming shut on someone.

As a facility manager, you don’t want issues with building security – at night, a door that doesn’t shut and lock properly will compromise security and if nothing else, will result in a callout fee from your security patrols. 

For automatic doors, ASSA ABLOY has designed a security board specifically for the New Zealand market that interfaces with the security monitoring to indicate whether a fault with the door is an access control issue or a mechanical issue and ensures the correct technician is called in to make repairs.

Total Cost of Ownership
As a service provider, ASSA ABLOY appreciates that facility managers want to be able to budget the cost of ownership of their assets over the next 12 months, two years or five years. That is why they offer their clients regular asset reporting – good news for facility managers who, by nature, “don’t like surprises”. “We help our clients avoid unforeseen expenditure by assisting them with their CAPEX and OPEX budgeting,” explains Terry. “As an example, we might tell them, ‘you’ve got four years left on that roller door and then it will need to be replaced’.”

The Importance of Regular Preventative Maintenance
Effective and pro-active preventative maintenance will in the long term reduce the cost of ownership of your doors as many doors require regular maintenance over and above compliance regulations. Common area doors, such as toilet and stairwell doors, are most prone to problems such as door closer failure. “If that happens, there is a risk of someone being injured if the door slams shut,” says Terry. “Plus you risk damaging the door frame and adjoining wall if a door is continually slamming shut.”

Glass Armourfloat doors are another prime example of the importance of maintenance. “These doors are very strong – you can hit them front-on with a sledgehammer, figuratively speaking, and they won’t break. But give one a good tap on its edge and it will probably shatter,” Terry explains. “So if the door closer is not maintained, you run the risk of the door slamming shut and shattering. Worse still, if you have a double-action door, you run the risk of the door ‘swinging through’ and hitting (from behind) the person who has just walked through.”

And don’t overlook your carpark roller doors or grilles. “The most dangerous type of door in your building and officially there are absolutely no requirements for them to be inspected or maintained!”

Finger on the Pulse
As ‘the global leader in door opening solutions’, and ranked by Forbes as one of the world's 100 most innovative companies, ASSA ABLOY is at the forefront of research and development, particularly in the fast-growing electromechanical security segment.

The company's ‘cradle to grave’ philosophy means being beside you for the total life of your asset, ensuring its continued operation, reliability and safety for the duration of its working life.

Pop along to see the ASSA ABLOY team at the FM Summit 2015 Trade Expo. They’re experts on doors and will happily answer any questions you have.

Alternatively, call Terry on 09 525 0343 or email him ASSA ABLOY has branches in Auckland, Hamilton, Napier, Wellington and Christchurch, with technicians available 24/7. Just phone 0800 803667 to get in touch.
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From Behind Prison Walls

A Day in the Life of ... Evan Nind

Evan Nind is the National Manager - Assets and Facilities for the Department of Corrections, a role he has held for two and a half years.

“I facilitate and successfully manage very strong working relationships with the outsourced national AM and FM provider and internal stakeholders.”

What does your job involve?
It is my responsibility to manage the operations of the National Outsourced Facilities Management contract for the Department of Corrections' national property portfolio.  This covers:
  • Overseeing the delivery of the national strategic asset management framework and the overarching national asset management plan;
  • Management of site specific asset management plans in accordance with the Department's asset management policy;
  • Ensuring that the outsourced national AM and FM provider delivers the requirements of the Department by providing outcomes that achieve the required AM standards.
I oversee the delivery of building maintenance and compliance, planned asset replacement along with other minor capital projects delivered through the national AM and FM provider.
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Above all else I ensure that the Department’s facilities remain operational and all work carried out is completed to the appropriate specification and that asset performance is in line with, or better than, industry expectations. Corrections is a high profile 24/7 operation.

What does ‘Facilities Management’ mean to you/your organisation?
Facilities Management means the users have the freedom to get on with their core business without interruption.  It is staff knowing that when they come to work they will be in facilities that are safe and well-maintained. Facilities are, after all, an enabler.  It is also a lynchpin in all activities that go on within the portfolio, whether that is operations, projects or strategic development - though not necessarily leading, but certainly providing valuable input to ensure we get the best result possible. 

What is a typical day like for you?
The Department has a very dynamic portfolio with its complexity and development. There is a large amount of work going into improving and developing our asset base to ensure it is fit for purpose. My days are spent linking into all these activities through meetings and discussions with the wider property team as well as ensuring the existing facilities are in full operation.  We provide safe, clean facilities for some of the country’s most difficult people so keeping on top of the unexpected is a daily challenge. Whenever possible I like to get out to site and see what is happening. I believe that the most benefit can be gained by talking face to face with the front line staff and seeing for myself the facilities. If you catch problems early you can fix them before they become an issue and I do not believe you can do that from behind a desk.

What are some of the challenges of your job/your organisation from a Facilities Management point of view?
The one thing that I have learned about Facilities Management in a portfolio such as this is you can never expect a day to go to plan. The Department’s prisons are in essence the equivalent of 17 small cities to manage throughout the country. The scale and diversity of the portfolio was far more than I had anticipated coming into the role.  Each has accommodation, industry and training facilities, medical units, water, power reticulation and power generation. Some sites even have potable and wastewater treatment plants all under 24/7 operation. This does not account for the 151 Community Corrections sites dotted around the country, both leased and owned.  So the diversity in complexity, age and use are in themselves a challenge and just for a kicker, the 24/7 operational requirements.  My phone is a constant companion – just ask my wife, as there are many times she would like to stick the phone … in a dark drawer so I can’t hear it.  
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Mt Eden Prison - Old and New
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Inside an old-style prison
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Inside a new-style prison

What’s the most interesting element(s) of your job/your organisation from an FM perspective?
What is the most interesting is also the most challenging, which is a good mix.  The diversity of issues and problem solving is what I most enjoy. We have some very interesting challenges and our facilities are subjected to very high use in a challenging environment. Trying to keep one step ahead is a great way to challenge you and force you to think outside the box.

What are some of the things you like most about your job/about working in Facilities Management?
The problem-solving and seeing things happen. Coming up with solutions to issues, implementing them and seeing them work (or not). I also work with a very strong team who interact very well. Without them and the dynamic we have the job would be very difficult indeed.

What do you think are the most important skills required to carry out your job?
I think the ability to adapt to any given situation and problem-solve and make a decision. The nature of the work means putting things off is not an option … So we have to be able to think and make decisions and always be prepared for the unexpected.  In some situations we need to think creatively for solutions within a relatively short timeframe and there are times when you just have to back yourself to do the right thing. That can be quite scary in this environment.

How big is your team?
I have a strong team supporting me that consists of five staff, each with their own specific roles which oversee the FM and AM for the Department’s portfolio. The five staff members interact very well as a team, and work collaboratively to enable the facilities to run.  But the wider team must include the property group as a whole as to work in FM, Projects and Resource Management silos is a recipe for disaster.

Many Facilities Managers describe themselves as ‘accidental’ Facilities Managers. How did you get into Facilities Management?
I came up through the forces (Navy), first through a trade (Weapons Fitter), then onto project management, project development and finally into facilities management. All these are linked and if I could make a recommendation to project and facilities managers it would be that they walk in each other’s shoes for a while. I honestly think having done one will make you better at the other.

How have your education and / or past experiences helped prepare you for your current role?
The technical understanding of how things work and engineering principals is definitely a benefit, so too were my early days “on the tools” as I have sympathy for the pressures and constraints trades face – things are always much easier on paper.  My past experience in projects has helped me understand the pressures faced by projects, which in turn allows me to understand how I can best assist. I must stress that my time now in FM would also assist me as a project manager as I would have a better understanding of the issues faced when trying to maintain facilities for the long term – I honestly think that facilities managers should do some time as capital works projects managers and vice versa. 

What is your proudest accomplishment in your career to date?
I am proud of everything my team and I do. In the FM space it is walking onto a site and seeing the improvements being made on a day to day basis, especially when it assists the frontline staff to work more safely and more effectively. I am most proud when my team gets unsolicited positive feedback from frontline staff – that is when you know you are making a difference.   

What advice would you give to someone who is starting out in Facilities Management?
Listen – you learn a lot more from listening to people such as the end users than you ever do from talking. And get out there – I don’t believe you can manage a facility from behind a desk.

Where do you hope to go with your current job and your career in general?
I haven’t really thought about it but I enjoy the diversity and national perspective the Department’s portfolio gives. We are a small country so positions/portfolios like this are limited so I consider myself very lucky.  That said,  I think it is important to see how other organisations - national and international - do business;  that is how we learn so can apply the best practice to what we do. I would like to remain in the same field as I believe I still have a lot to learn.

When you’re not at work, what do you enjoy doing?
Spending quality time with the family. I also have a passion for outdoor activities, such as tramping and diving, and don’t spend nearly enough time doing them.

FM Snippets

News from NZ and Around the World

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Anthony Van Meer

Anthony Van Meer has accepted appointment to the FMANZ Board. Anthony is the current Chairperson of the Christchurch Branch and holds a Masters in Design Science (Facilities Management) from Sydney University. A Chartered Professional Engineer with over 28 years’ experience, he is the South Island Property Manager for Opus International Consultants. Find out more about the Board, here.

In Branch news, FMANZ’s Auckland Branch is looking for new committee members. If you’re interested, please forward an expression of interest to Nick Ansley, Branch Chairman, at
World FM Day is to be held this year on Wednesday 10 June, with the theme, Building Resilience for the Future. World FM Day is a Global FM initiative to celebrate the importance of the FM profession. It aims to raise the FM profession profile around the globe, promoting facilities management’s ideals, not only within the profession and industry, but also among governments and the general business community. We will bring you more information about World FM Day as it comes to hand.
Speaking of Global FM, check out their new website which includes people and places featured in past issues of FMANZ e-mag. Take a look here.
Advance Notice of Contract: The Government Property Management Centre of Expertise (PMCoE) is establishing a Common Capability Contract for the provision of Facilities Management Services to government agencies. The solution will support government agencies to purchase Facilities Management Services in a more efficient and effective manner while ensuring quality and value for money. The PMCoE will run an open, competitive procurement process which will result in the selection of suitably capable suppliers that can deliver the services within this category. The tender notice will be published on the Government Electronic Tenders System (GETS). To take advantage of this opportunity please ensure that you are registered on GETS and have subscribed to the UNSPSC codes that PMCoE intends to issue the tender under; these are: 76111500 - General building and office cleaning and maintenance services and 72100000 - Building and facility maintenance and repair services. For any help in regards to GETS, please contact the GETS Help Centre on 0508 438 743 or visit
Do you want to keep your finger on the pulse of future workplace trends and what work skills will be valued in years to come? Then check out the 2015 Workplace Trends Report.  Take home message #1: “Workers of the future will need to be ‘lifelong adaptable learners’.”
Want to create a more harmonious workplace? Workplace Evolutionaries (WE), a community of practice within IFMA, has produced a definitive workplace strategy guide, Applying What Scientists Know about Where and How People Work Best, by Dr. Sally Augustin. Over 50 pages long, this guide gives scientifically backed evidence of best strategies. Order your copy here
To own or not to own, that is the question. Click here to read more about whether or not leasing office furniture and interiors makes good financial sense. 
BIFM has published a guide outlining the key concepts essential for successful supply chain management. The guidance identifies the importance of establishing a mutually beneficial working relationship between supplier and customer and examines ideas such as information flow, mutual tolerance, transparency and trust.   

And if you have a spare however much, you might like to know that see-through swimming pools are on-trend.

As they say, dreams are free!



Building Showcase

Welcome to the World's Most Sustainable Office Building

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The Edge - the world's most sustainable office building
The newest property of Dutch commercial real estate developer and investor, OVG Real Estate, was recently awarded the highest score ever recorded by the Building Research Establishment (BRE), the global assessor of sustainable buildings.
The Edge, located in the financial and economic centre of Amsterdam, achieved a BREEAM new construction certification of ‘Outstanding’. By employing innovative smart technology, the 40,000 square metre Grade ‘A’ office building achieved a score of 98.36 per cent.

OVG worked in close partnership with the building’s principle occupier, global professional services firm Deloitte, and AKD, a notary and lawyer firm, to bring together a collection of pioneering experts to design a building that not only sets a new global benchmark for the built environment, but prioritises the comfort, health and productivity of its tenants.

Commenting on the rating, Coen van Oostrom, founder and CEO of OVG, says, “We brought together a team of experts and challenged them to identify new innovations to make The Edge one of the most efficient commercial properties in the world, built with and for Deloitte, the primary occupier. This collaborative approach was the reason that this building achieved such a high rating.”
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Inside The Edge

Ron Bakker, Founding Partner at London-based PLP Architecture, the firm that designed The Edge, says, "The shape and orientation of the building present the initial step to achieving the exceptional climatic performance of this headquarters. Large floor plates arranged around a north-facing atrium allow daylight to permeate the majority of workspaces while load-bearing structure with smaller openings provides thermal mass and shade to the sunlit faces of the building. The 15-storey atrium space full of light and activity contributes to an inspirational workplace environment that is operationally, aesthetically and environmentally outstanding."

The building is energy neutral thanks to innovations such as 1`an aquifer thermal energy storage unit that generates all energy required for heating and cooling; a heat recovery ventilation system; the collection and re-use of rainwater; and innovative smart technology including Philips’ Ethernet-powered LED connected lighting.

The Edge was the first building to utilise this technology, which enables employees to use an application on their smartphones to regulate the climate and light over their individual workspaces. This innovative technology not only saves businesses money on energy costs, but serves as a means of providing information and data about how the building is running to drive overall efficiency.
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Find out more about The Edge at:

Click here to watch a video about some of the innovative technologies used by The Edge.

To find out more about the Phillips connected lighting system used, click here.

Industry News

Sylvia Park Switches on to Solar Power

And back in New Zealand … the largest solar electricity system in the country was switched on at Sylvia Park in early January.

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Solar panels on the roof of Sylvia Park Shopping Centre

Covering an area of 3,000 sq m (about the size of 12 tennis courts), 1,134 solar panels are set to generate enough electricity to power the equivalent of 59 homes per annum – approximately 477,000kWh/year. Powering lighting and air-conditioning, the system should generate about 16% of the shopping mall's energy needs. Kiwi Property, who owns the centre, expects to save about $80,000 a year from the system, which has an expected lifespan of 25-plus years.

The installation is part of an on-going sustainability initiative being introduced at the country’s largest shopping mall. Late last year Sylvia Park became the first retail outlet in the country to install free electric vehicle chargers for its customers, a move described as a ‘landmark’ by Auckland Council.

“Electric vehicles look to be very close to commercial reality,” says Jason Happy, National Facilities Manager for Kiwi Property. “A large fleet of such vehicles will create a day-time demand for charging stations in public places such a libraries, supermarkets and shopping mall;” a demand, he says, which can work in well with solar.

He adds that solar is economical in carefully selected applications. “The Sylvia Park installation has been carefully developed to maximise value by exploiting economies of scale (the installation is large, essentially on one roof and very regular) and by maximising the value of power generated. The electrical load is such that all the power generated by the solar array will be used within Sylvia Park, even the 2.5 days a year we're shut.”

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Electric vehicle charger

Jason adds that solar works well in commercial applications which have a high summer-time electrical load, for example, from air conditioning, and he is aware of several other large solar installations being planned. “Over time, solar on buildings is likely to become more common.”

Environmental responsibility is one of the key themes in Sylvia Park’s award-winning design. When it opened in 2007, the mall led the way in water conservation with a rainwater harvesting and recycling system.

Rachel Brown, CEO of the Sustainable Business Network, applauds Kiwi Property for the work they’re doing in growing a sustainable model. “They join other leading companies like Hubbards, ecostore, Yealands, and Air NZ in using solar energy. With panel prices dropping and batteries providing smart peak offsets, the business case is better than it used to be,” she says.

“It’s great to see Sylvia Park’s integrated approach to sustainability, including smart transport and water conservation in addition to emissions reduction. They are focusing on issues beyond operations, such as encouraging the use of electric vehicles, and I’d encourage them to keep doing more.”
Click here to watch an interview with Jason Happy about the system, which screened on ONE Network News.


Expert Advice from Meridian 

Shining the Light on Commercial Lighting


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 Summary of lighting considerations
  • How long are the lights on for?
  • What’s the daily and weekly usage pattern and is there an electricity pricing plan out there to match your needs?
  • What is the purpose of the lighting – what’s the task at hand?
  • Could sensors be used in low traffic areas?
  • Does your lighting layout fit the functional layout of your space?
  • How much light do you need? Are you wasting energy providing too much light?
  • Is there natural light that can be better used?
  • Are you going to need an electrician or special equipment for maintenance or to change a bulb?
By making some changes to your current lighting arrangement – whether you’re in a commercial office, factory or café – you could make savings to your electricity bill. But there are other benefits too.
Meridian Energy’s Key Account Manager Corporate, David Syme, says reviewing your lighting should go beyond just analysing lighting efficiencies, and include the task at hand, and the health and wellbeing of staff. “When we visit customers we look at identifying the type of business, the functions of the space and how that is affected by lighting.
“We talk to customers at a very high level about whether they have looked at their lighting in the past and how much of their electricity bill it accounts for. By way of example, the lighting component of total energy spend may be higher in a commercial office than it is on a large industrial site.”
David says: “All companies are impacted by lighting and lighting costs, but one obvious high factor is how long the lights are on. In a commercial office, it may be 10 or 12 hours, but a hotel may leave hallway lights burning around the clock and, at a manufacturing plant, security lighting might run continuously. The duration of the lights burning is a key factor in determining any proposition for savings.”
David notes that variable rate plans are available from energy retailers, but says this is unlikely to have any noticeable impact as it may not be practical to plan lighting to these schedules. “More important is understanding the function of the lighting in any particular setting.”
On that note, he says leaping to simple conclusions doesn’t always provide the best solution; for example, “There is a lot of talk about LEDs, but they may not always be the answer. It comes down to the best lighting solution for the task at hand.”
Further considerations relate to health and safety in the work environment. For example, if for safety reasons you have to call in a registered electrician to replace a light bulb or fluorescent tube, the callout fee alone could be around $65, making it a very expensive lamp exchange.
“If you have to bring in scaffolding and electricians to change lamps, then a longer life LED may well be the best solution.”
A lighting review shouldn’t just focus on removing unnecessary lighting, but on providing illumination where it is required. “Think about putting lights where they are needed, rather than just where they are. Workplace layouts change, but rarely does the lighting arrangement follow those changes. We work to ensure you have lighting to the correct levels in the appropriate places, rather than assuming it is correct just the way it is,” says David.
Poor efficiency isn’t the only shortcoming. “Another hidden problem with fluorescent tubes is that they give off too much light,” says lighting specialist John Bayliss, of Christchurch-based commercial lighting company Solar Bright. “Their 360-degree light output means they light as much of the ceiling as the floor. It’s great for the ceiling, but is it useful lumens?”
The scope of savings
Getting a clearer impression of the scope of savings is a valuable exercise – and that comes down to knowing how much of an electricity bill is accounted for by keeping the lights on. Lighting accounts for up to 40% of the energy used in commercial offices. Thus, more efficient lighting products can bring significant energy savings.
John says, “Actually, the cost of lighting is vastly underestimated. Energy efficient lighting – and it’s not just the light bulb you use or when you turn it on and off – can produce savings of between 50 and 80%. That goes straight to the bottom line and can be a competitive advantage.”
John cites examples where organisations have the potential to achieve savings of up to 59% on energy bills. “One company has a large number of lights running 24/7. It can reduce costs from day one and achieve savings of $8,000 a year on maintenance alone. Overall, its average annual savings will be almost $28,000 and $334,000 over 12 years – and that’s purely thanks to paying attention to technology and design,” he says.
The savings do come at a cost, with a capital investment of some $71,000 required. “However, a return on investment of 370% is expected, with the required equipment calculated to pay for itself in approximately 31 months.”
There’s more to it than money, too. “This company will also reduce its carbon footprint by 39 tonnes a year,” John points out.
Making a difference with placement and task lighting
One of New Zealand’s leading lighting designers (and a winner of the Ellerslie Flower Show 2014 Gold Lighting Award and Supreme Award Lighting), Kevin Cawley, concurs that unnecessary use of light is hitting where it hurts most – ongoing running costs.
Understanding the task to be performed and the light required is critical, Kevin continues. “In an office space, you need the correct amount of ambient light to move around and see, but over the desk, the balance needs to be absolutely perfect and purposeful for the person working there.”
Other factors need to be considered, such as glare from windows and computer screens; low glare fittings can address the issue and help direct light to where it should be. Some activities don’t need a brightly lit room; task-orientated light is focused and may need a low-wattage, ambient light in support, reducing the number of lights and energy required.
There is also room for innovation. “When refitting an architectural office, for example, we gave individual control of the lighting over each workstation to the occupant. The ability to control the light level made a massive difference, considering that individuals’ eyesight varies,” Kevin notes.
Factory environments, which typically have high ceilings, generally require good ambient light.
“It is advisable to consider the lighting needs for each workstation in terms of barriers and task lights. For example, in an electronics facility, we found the colour temperature played a significant role. Warm white didn't go well with the visibility of componentry, so we ended up with a cold light complimentary to the work being done,” says Kevin.
Retail outlets, on the other hand, are not in the business of selling the floor, but rather the goods on display. Here it makes sense to light products to direct the customer’s gaze accordingly. “That’s very much like theatre lighting, where specialists know how to direct the eye like moths to a flame.”
Smart technology for a brighter approach
Technology doesn’t stand still and its application to lighting goes beyond light bulbs. There’s a great free light source which you can bring into your work environment with a little help. Daylight harvesting is a sound strategy for reducing electricity bills, maintenance costs and light pollution while improving wellbeing. It may seem obvious, but Kevin reinforces the point. “Use as much natural light as you can, then have control over artificial lighting. Consider using sensors around the perimeter of the building which detect the amount of light coming in and then control your artificial light levels accordingly to keep light levels constant regardless of the weather or cloud activity.”
Sensors are also more efficient control tools than on-off switches, particularly for spaces that are used irregularly throughout the day.
“About 80% of companies still use on-off switches as the capital costs of fitting sensors can be off-putting. But occupancy sensors – which detect when people enter a room and turn the lights on – may only cost a few hundred dollars. By not using them, you could be wasting a good 30% of your energy,” says Kevin.
LED lighting has come up already in this article because it delivers advantages which are widely recognised (though there are limits to the applications for these lights). The advantages include:
  • Very low carbon emissions: The Climate Group says LED lamps, combined with smart controls, can cut CO2 emissions by 50–70%.

  • Reduced light pollution: LED lights can be directed and controlled to limit light pollution better than fluorescent and incandescent light sources which emit light at 360 degrees.

  • Energy efficiency: LEDs use 90% of the energy supplied to produce light. A report by Energywise and states LED’s are five times more efficient than standard incandescent bulbs and four times more than halogen bulbs.
  • Reduced heat output: Efficiency results from the low amount of energy converted into heat. As a result, LEDs are ideal for locations where heat is a problem, including fridges and poorly ventilated recessed light fittings.
John Bayliss says a standard LED light consumes around 22 watts, compared to a standard 36 watt fluorescent light, resulting in an immediate 40% reduction in running costs.
In summary
As Meridian’s David Syme stated at the outset, it is always advisable to choose the optimal solution for the lighting requirement at hand – and despite their flexibility and performance, LEDs aren’t always the best solution. There are many factors to consider, but the most important is to never settle for inferior or poorly specified lighting.
The experts agree, however, that intensive re-education and rethinking about lighting options is necessary if businesses in New Zealand are to reap the economic, health and productivity rewards of good quality lighting solutions.
If you’re interested in hearing more about the services Meridian provides its customers, please contact David Syme on 021 897 3330.
Disclaimer: The opinions of independent experts expressed in this article are not necessarily shared by Meridian Energy.

Green Issues 

Dropping Down a Shoe Size

JLL’s Regan Simpson looks at why reducing a building’s ecological footprint makes good business sense.

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Regan Simpson
As environmental awareness continues to grow, energy management and sustainability programs are increasingly becoming fundamental to the overall objectives of many corporates. As most people now acknowledge, buildings contribute a very substantial amount (30% worldwide) of greenhouse gas emissions to the environment. By introducing various green standards that look at different aspects of a building’s ecological footprint, the building’s impact can be decreased. This can benefit an organisation’s bottom line as much as it benefits the planet. Among the certified rating schemes that measure a building’s energy performance in New Zealand are:
  • NABERSNZ adapted from NABERS – National Australian Built Environment Rating System
  • Green Star

Impact of building certification schemes on the value of buildings
Energy efficiency is pivotal to an organisation’s bottom line and sustainability is an important factor for improving asset value. A green building uses less energy, water and natural resources, creates less waste, and is healthier for occupants compared to a standard building.

There is increasing recognition that green or high-performance buildings have a positive impact on asset values and employee health and productivity. It is becoming well known that energy and environmental sustainability are influencing real estate decisions on factors such as the location, design and construction, workplace design and building operations.
A building rating process allows different buildings to be benchmarked in terms of their environmental performance. The way a building uses energy, water and causes other environmental impacts can vary greatly from building to building. Rating systems produce a third party-accredited rating of performance for added assurance and also awards excellence, which allows differentiation of products and pushes the market forward.

Does being green affect the bottom line?
IPD, a real estate performance analysis company, has produced the New Zealand Green Property Index, which tracks the investment performance of commercial office buildings that have been awarded a Green Star rating from the New Zealand Green Building Council (NZGBC). The Index currently reports on NZ$1.3 billion of office buildings, reflecting about 25% of office assets by value in the IPD New Zealand database. The Index details total, capital and income returns, pricing and space market diagnostics. It provides a way to adequately measure and benchmark the investment performance of property assets with a Green Star rating.

All Green Star rated office assets delivered an annualised total return of 8.9% to September 2012. This represents a 250 basis points outperformance over non-Green Star office assets, which delivered an annualised total return of 6.4% to September 2012. When controlling for asset quality, ‘A’ grade buildings with a Green Star rating provide higher investment returns. This is consistent with stronger net income, lower capex, higher capital growth and lower capitalisation rates. Lower capitalisation rates for ‘A’ grade Green Star buildings would suggest lower investment risk.
We are seeing similar premiums in asset value in NABERS rated buildings. As NABERSNZ is relatively new to market, information on its impact in New Zealand is fairly limited. However, in Australia’s established NABERS market we are seeing a premium in asset value for 5 star of 9% and a discounted value towards 10% for those assets below 3 star.

Difference between NABERSNZ and Green Star
NABERSNZ is a performance-based rating system of 0 to 6 stars that focuses solely on energy performance and is a process of continuous improvement and monitoring. Green Star is a one-off design-based rating system that takes a more whole-of-building holistic approach with several criteria assessed and it only gives formal ratings between 4 to 6 stars.
Both NABERSNZ and Green Star are administered by the New Zealand Green Building Council. Its aim is to promote whole-of-building design, raise green awareness, and reduce the environmental impact of development.
Green Star targets the top 25% of the market in terms of sustainable design. It leads the front of the market, and over time we would expect technology and ideas to trickle down to the rest of the market, eventually improving the aging stock in the office market.

To be eligible to apply for certification under Green Star, the building must meet certain selection criteria. Office space must make up 80% or more of the building’s total assessable area and it must be visually identifiable from surrounding buildings in order to differentiate those that are Green Star certified and those that are not. The building must achieve an energy use of less than 105 kilowatts per square metre per annum, and meet the New Zealand Building Code base ventilation rates.

Use in NZ
In 2012, the Energy Efficiency and Conservation Authority (EECA) began the process of adapting NABERS for use in New Zealand commercial buildings. As a successful, proven energy rating process, it was the logical choice as the basis for a commercial building energy rating system for NZ. The Energy Management Association of New Zealand (EMANZ) was engaged to work with EECA on the technical adaptation of NABERS to NZ building conditions. Working with Exergy in Australia, EMANZ tested the tool against real life energy use data from different commercial buildings.
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The Green Star certified Meridian Building in Wellington

EECA and the NZGBC consulted with a number of main stakeholders on adapting NABERS for the New Zealand commercial building market. During the NABERSNZ pilot phase, it was tested on a range of small and large commercial buildings and tenancies around NZ and was successfully launched to market in June 2013.
As with Green Star, a NABERSNZ certified rating is carried out by an accredited assessor. The assessment takes into account several criteria over a 12-month period using approved NABERSNZ methodology.

Integrating energy management and property management
JLL has developed an energy monitoring system that can be used as part of the process of energy management with a view to supporting NABERS assessments. The Energy and Sustainability Platform (ESP) is web-based and aggregates, validates and arranges the vast quantities of building data into interactive displays. It is a building sub-metering system which provides reporting and analysis as well as performance indicators, and project tracking.
Operating a building to its highest potential performance means knowing which elements are being efficiently managed, understanding where improvements need to be made, and aligning operational and capital expenditure programs to achieve the best cost-efficiency. ESP gives a holistic perspective of a building’s performance to identify opportunities to improve this, and make fast informed commercial decisions that bring measurable benefits to an organisation’s bottom line.

Regan Simpson is the National Director for Energy and Sustainability Services as well as Property and Asset Management for JLL, a professional services and investment management firm offering specialised real estate services.
The New Zealand Green Building Council has a blog about their office fit-out project. Their brief: design an inspiring, flexible, modern office for the New Zealand Green Building Council in the heart of Auckland's CBD. Their target: a 5 Green Star Office Interior rating. Follow their journey here.

For more on Green Star, click here.
You’ll find some Green Star case studies here.
Click here to find out more about NABERSNZ or watch a video on EECA’s expectations of how NABERSNZ will transform the commercial property market in New Zealand.

Working Smarter 

The Four Stages of Effective Delegation

If you’re the kind of manager who thinks, “But it’s quicker to do it myself!” you need to get to grips with the four stages of delegation, as explained by Robyn Pearce, AKA ‘the Time Queen’. She believes that getting work done through others is the fastest way to increase productivity, but acknowledges that many people struggle with how to do this.

One of the biggest complaints you’ll probably hear when people talk about their staff is: “it’s quicker to do it myself”. And that’s true. However, if we don’t work out how to get past that stage, we’ll be doing ‘it’ until we’re old and wrinkly.

The problem is that very few folk have formal training in delegation and management. Many lurch along, doing their best, often overwhelmed by their own work as well as the needs of their people. They try not to feel resentful at the time it takes to train others.

However, delegation is a skill worth mastering. Good delegators move into a new league. You’re free of the tasks that others at a lower pay rate, lesser skillset, or lesser responsibilities can do as well as you. It is a high-performance leadership style that produces long-term results and far higher profits. Good delegators give their subordinates as much responsibility and authority as they are able to accept but at the same time maintain control. Paradoxically, good delegators increase their own power by sharing it with others.

Communication is key. A Harvard management specialist, after much research, came to the conclusion that all good managers know intuitively – that the ability to communicate clear expectations is a manager’s most important leadership and motivational tool.

A common problem for would-be delegators is they don’t realise delegation is a four-stage train journey, not a one-stop destination. If you don’t step through each phase with the person you’re delegating to, at some point you’ll almost certainly have to backtrack. Master these four steps, learn to be patient in the initial stages and you’ll achieve better results faster.

Yes, you could have done the job faster – at the beginning. But that’s a sure path to limiting your growth and success. Once you’ve trained someone up properly, you’re free to move on to new challenges and opportunities.

The Four Stages of Delegation
  1. Direction – High Direction, Low Support
    Initially a new person needs instruction, not the opportunity to use their initiative. You’ll need to give them heaps of direction, and only a low amount of support in making decisions.
  2. Coaching – High Direction, High Support
    The person you are delegating to will be starting to understand the process. You encourage them to come to you with questions; you give plenty of explanations, continue to instruct, and also support them in learning and applying new skills and knowledge. You set regular review times, and check constantly that they understand. This is the stage that requires the most time on your part, but if you don’t invest time here you’ll never get beyond the ‘it’s faster to do it myself’ stage.
  3. Support – Low Direction, High Support
    Your trainee is getting a good grip on the process. You’re weaning both you and them off lots of ‘telling’. You now support them in making the decisions. Your role is to help where needed, review their actions and oversee results as they ramp up their level of responsibility. If you’ve got someone who keeps asking for help when they really should be able to make the decisions, ask them to come up with two solutions when they come with a query. If they’re forced to do the thinking for themselves, pretty soon you’ll find they don’t come for that extra reassurance and you’re not interrupted unnecessarily.
  4. Delegation – Low Direction, Low Support
    Only now does true delegation happen. Your trainee not only has an excellent understanding of the task, they also have the confidence to get on with the job. They can still come to you for help if they need it, but that’s a rare occurrence. And the big benefit? You’re free to get on with other higher-level activities that will make long-term differences in your business.

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 ‘Hot To Master Time In Only 90 Seconds’ and ongoing time tips at

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

Product Review

Ask Your Team and Learn

Ian Richards, co-founder and Director of INNERVATE, reviews the new cloud-based organisational development system from Ask Your Team, which INNERVATE uses with its clients. 

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Ian Richards
Find the truth and use it wisely
As specialists in enhancing leadership and organisational culture, we know how difficult it is for leaders to stay in touch with what is working and not working across their organisation. Knowing what to look for, who to ask and what to believe are all major challenges, before you even begin to analyse and act on any findings.

It is into this world that Ask Your Team have delivered their new cloud-based system for reviewing and analysing 13 key organisational success factors which are endorsed by Waikato Institute of Business Research. In a marketplace dominated by complicated culture/engagement surveys that have painfully slow access to results, Ask Your Team have delivered a powerful and intuitive tool that provides instant and flexible analysis of your organisation’s performance.

How does it work?
As with most survey-based systems, the process involves asking the whole organisation to score perceived performance anonymously against a series of statements (“assertions”). However, rather than being compared to a theoretical idea of ‘perfect’, the system also asks the leadership team to provide aspirational scores for each assertion, hence allowing your current position to be compared against how you want to be in relation to your priorities.

You can access your results online once 50% of responses are completed and the powerful analysis options enable you to explore and compare a wide variety of sub-group combinations such as roles, departments, age bands, gender, locations and ethnicity with additional options that you can set up yourself.


Results are shown as simple percentage gaps between various sub-groups’ perceptions of current reality, as well as against the leaders’ aspirations. This allows you to see how different parts of your organisation perceive things and also where leaders’ beliefs about present reality are at variance with the workforce.

Survey 2

Once you have identified the specific assertions you want to work on, the system allows unlimited retesting with targeted groups at no additional cost and, as with the initial baseline testing, the results are available to you immediately. In other words, you do not have to re-run the whole survey again with everyone or, indeed, pay for it!

Impact and next steps
In early use of the system with our own clients we have seen significant positive impacts and also identified some additional features we would like to see added to the system – all of which Ask Your Team are working on for release in early 2015. The retesting facility has been particularly powerful in enabling the tracking of targeted interventions and even as a tool to set KPIs for responsible leaders.
Additional features to be added include: the ability to run multiple retests simultaneously with different subgroups and assertions; charting of progress over time from multiple retesting; integration of data input with existing payroll systems for larger organisations; and the building of an online library of example intervention plans for each assertion.

For more information, you can contact INNERVATE ( and they will guide you through the process at no extra cost, or go straight to Ask Your Team (


Opinion Piece

Enabling the M in FM

Paul A. Rogers, global FM practitioner, lecturer, researcher and consultant, argues that articulating the FM value proposition, then delivering that value through a simple, robust framework, is essential to FM success.
Paul Roger
Paul Rogers
Facilities Management is often seen as a confusing and complex mix of people, process and technology bundled together to improve the performance of built facilities. At the same time, organisations are demanding a culture of doing more, for less, faster, from their employees and service suppliers.
Good facilities managers are able to execute in the present. Great facilities managers are able to execute in the present and adapt to the future.

Now, more than ever, facilities managers need to refine, hone and focus their FM value proposition. Savvy facilities managers deeply understand their customers’ businesses, are adept at translating organisational need into flexible facilities processes, owning and implementing those processes and demonstrating the FM value that arises. 
This paper explores the background and challenges facing all facilities managers in today’s world. It identifies and acknowledges some of the common flaws in the profession’s identify and considers typical profession perceptions and performance issues. To address these real FM challenges, a proposed set of guiding principles, enabled through an integrated model and underpinned by relentless customer focus, is offered as a potential solution.
Introduction & Challenge Statement
The FM profession as classically defined[i] is now entering its 4th decade. Despite the longevity of the profession, many authors[ii] continue to lament the identify crises that the profession struggles with. As a global FM practitioner, lecturer, researcher and consultant, my own empirical evidence (and workload) is littered with examples of seemingly clever and often well-intentioned facilities managers missing the corporate target when it comes to demonstrating the value they add.
FM constraints that I witness range from an absence of ‘connect – change – support’ between the business goals and the FM team’s service delivery plans, through to the perennial perception that FM is all about ‘bogs & basins’.
One only has to examine contemporary FM conference titles to see an overwhelming and repetitive theme associated with the on-going (and rather silly) property versus facilities versus asset versus maintenance manager identity, responsibility and value debate! 
The “Barbeque Profession” test is always a good bellwether of the public understanding of ‘just what it is you do’. When asked at a social gathering ‘so what is it you do?’ how fluent are you at answering that question? The figure below is, in my experience not far off reality!

FM Photo Montage 600

Until the FM profession addresses the state of its performance, recognises the barriers to effectiveness and demonstrates the business value possible, we will remain trapped in our insular, often engineering-centric space. Ask just about any CEO today what they believe the biggest challenge they have with their FM team is and they will almost always answer - the gap between what my business and customer wants and needs and the FM team’s ability to translate these business needs, process the requirements and demonstrate the business value results that they could or should deliver.

Finally, perhaps one of the greatest disservice our profession is responsible for, and one that could be fatal if not addressed, is the barriers, confusion and complexity our younger people try to make sense of, around this profession we call FM.

Click here to read the rest of the article, including ‘What organisations really need from FM’
[i] ‘a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, processes and technology’.

Upcoming Events

Dates to Mark in Your Diary

There’s a lot of work going on behind the scenes to organise inspiring events for 2015. Already there are number to mark in your diary, including a National Breakfast Series presented by Alan McMahon, National Director Research and Consultancy for Colliers International; a site visit to the Canterbury Museum on 18 February; an After 5 Event in Wellington debating the merits of Inhouse FM versus Outsourced FM on 19 March; and another After 5 Event in Auckland looking at M2M integrated systems (date TBC). Plus the FMANZ/AUT Master Classes get underway in March, and of course there’s the FM Summit to look forward to on 6-7 May – a must for your diary!

To find out more, click here.

And don’t forget to keep in touch! We’d love to hear from you.

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