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June 2015 issue                                                                                                                 Latest news, events & papers

In This Issue

Letter from Des Brennan, CEO

The Summit, Strategic Plan and Student Research

FM Summit 2015 is now a few weeks behind us and we have received a lot of very positive feedback. This quote from one of our sponsors expresses the general sentiment around the summit - “Your team made us feel very welcome and the level of exposure we received really did exceed our expectations. It was a real pleasure to mix and chat in such a friendly atmosphere.” We will shortly be fully reviewing the summit-survey results, and particularly your suggestions with respect to FM Summit 2016. Just over 95% of attendees were either satisfied or very satisfied, and over 91% were very likely to return next year. I want to thank our speakers, sponsors, exhibitors, suppliers and members who together made our flagship event such a brilliant and memorable one.
Jeremy Corbett at Summit 250
MC Jeremy Corbett - "More FM"
As promised, we are now beginning the planning process to create the second edition of FMANZ’s strategic plan, providing that lighthouse on the hill, guiding our direction. The initial stage of the process will be to survey members about FMANZ, its purpose, the issues confronting facility managers and the industry, and how FMANZ can best contribute to the greater acknowledgement of FM as a profession, its continuing development and advancement. Please take this vital opportunity to contribute to our future direction and the success of your association.
In the coming weeks FMANZ will be initiating a research project to ascertain the size and makeup of the FM industry in New Zealand. We are aware of membership strength in a number of sectors of our industry and weaknesses in others. Reference will be made to several smaller countries in Europe, where significant membership growth is being achieved. Unsurprisingly, we will again partner with Hanze University of Applied Sciences in the Netherlands and AUT University to complete this project. It is hoped that our nominated Hanze graduate-student, Astrid Bruursema, will present the research results at FM Summit 2016.
Des Signature(copy)

Des Brennan
Chief Executive, FMANZ


Snapshots from Villa Maria

The Summit in PicturesFM Summit 15 RGB-882

Under clear blue skies last month, Villa Maria hosted another hugely successful FM Summit. Knowledge and networks were expanded as facilities managers from around the country descended on the south Auckland vineyard for two days of inspirational speakers and a fun-filled gala dinner. Here is a small sample of photos taken.  
To view more photos on the FMANZ website, click here.

tn Villa FMANZ 1 (25 of 72) 300 tn Villa FMANZ 2 (18 of 52) 300
tn Villa FMANZ 1 (43 of 72) 300 tn Villa FMANZ 1 (61 of 72) 300
tn Villa FMANZ 7 (23 of 68)-56 tn Villa FMANZ 3 (12 of 73) 300
Villa FMANZ 2L (22 of 92) 610
tn Villa FMANZ 2L (85 of 92) 300 tn Villa FMANZ 6L (10 of 19) 300
tn Villa FMANZ 3 (58 of 73) 300 Villa FMANZ 3D (69 of 76) 300
Villa FMANZ 3D (43 of 76) 300 Villa FMANZ 3D (60 of 76) 300

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


WTP FM Cost Management Logo 150

Test and Tag logo small 150

Command Logo 150
Schindler 150


Siemens 150

Only Superheroes Need Apply

Original Artwork Goes Under the Hammer

Cartoon 2015 Summit 600

Congratulations to John Braithwaite who, for the second year running, out-bid all contenders to take home this original cartoon by award-winning cartoonist Rod Emmerson. Commissioned for the Summit, Rod built on the Superman theme from last year, capturing perfectly the super-hero abilities needed at times to work in FM. There were murmurs from the floor that next year perhaps Rod might go for a Superwoman theme instead … will John try to make it three in a row?!



The Summit in Brief

Key Messages Captured in One Line


There was a lot of information to take in at the FM Summit so we asked our presenters to sum up their key message in one sentence (or thereabouts!). Here’s what they came up with:
summit summary 200
With every pair of hands comes a free mind – the biggest challenge for the FM industry continues to be the engagement and motivation of our frontline staff.
Peter Ankerstjerne, Head of Group Marketing, ISS World Services

The feasibility of rainwater and greywater systems in commercial buildings is not well understood and very much water tariff dependent. I presented preliminary findings from a number of case study buildings around New Zealand, including how and where water is used in commercial buildings, what water efficiency and conservation opportunities exist, some of the risks, drivers and barriers and also regional influences. I would be interested in hearing how feasibility is defined in your business, and what information would be most useful from this work. Feel free to contact me
Lee Bint, Sustainable Building Scientist, BRANZ

Business Continuity – it’s not rocket science, just the process of identifying the events that could spell the demise of your organisation, and putting some pre-thought into the best way to navigate through each type of event.
Peter Carr, Senior Consultant, FastTrack Solutions

Know your customers, learn to love low inflation, take calculated risk.
Shamubeel Eaquab, Principal Economist NZIER

The target is to move towards a connected city through public transport and to double public transport from 70 million trips to 140 million trips in Auckland by 2022.
Deb Godinet, Group Manager Property and Planning, Auckland Transport

1.  Get to know your customers (it’s very easy to assume that you know what they want).
2.  You should always have an idea of where you want to go (this helps to focus your time and resources into things that will get you there).
3.  Don’t be afraid to go backwards in order to go forwards (sometimes you have to go back to basics and fix things so that you can move forward with a solid foundation).
Jason Haken, Senior Advisor Performance Excellence at Inland Revenue NZ

As the alignment between ISO55001 and Baldrige Organisational Excellence has shown, Asset Management is about more than just assets; it’s about how you can better manage your business.
Ian Jackson, Technical Director Asset Services, Beca

The Health and Safety Reform Bill, expected to be passed later in 2015, will bring significant changes to New Zealand's current health and safety laws, ultimately increasing the burden placed on employers in relation to workplace health and safety, meaning that employers will need to pay diligent attention to their health and safety policies once the Reform Bill is passed into legislation, in order to ensure that the new penalties are avoided.
Jennifer Mills, Partner, Anthony Harper Lawyers

Ask yourself: What's the full scope of my role, how big a scale can we capture and where are we on the quality continuum?
Mike Pohio, former CEO Tainui Holdings

With over 29 million connected devices forecast globally, smart cities, smart homes and smart buildings will change how we work and live.
Scott Pollard, New Zealand Manager Machine-to-Machine, Vodafone

People who make extraordinary things happen are often credited with super powers or special talents when the truth is they are ordinary people who have engrained a particular set of beliefs and behavioural habits.
Ian Richards, Co-founder and Director of Innervate

FM procurement does benefit from green and innovative suppliers; green procurement is NOT more expensive; we can learn from overseas about how to improve our procurement processes and results.
Anne Staal, Researcher at Centre for Urban Built Environment NZ, AUT University

Through my experience in sport, work ethic, quality, attitude, leadership, teamwork and passion are attributes that have been the backbone of any success I have witnessed.
Rob Waddell, Gold medal Olympian and Chef de Mission of the NZ Olympic team
Want to know more? Most of the presentations from the workshop and conference days are available on the FMANZ website. Click here to view.



Service Management: The New Frontier

"With Every Pair of Hands Comes a Free Mind"

Peter A 600

The keynote speaker at the Summit was Peter Ankerstjerne, Head of Group Marketing (VP) at ISS World Services in Denmark. Peter gave the audience plenty to think about during his session on Day 2, in which he presented on Service Management 3.0: The New Frontier in Creating FM Experiences.

Peter sums up his thoughts in a blog he wrote for the ISS website (well worth a read) but a few quotes stood out from his talk. One was, “With every pair of hands comes a free mind.” Another comes from the Ritz-Carlton: “We are ladies and gentlemen serving ladies and gentlemen.”

A third quote came from George Wickham, a Porter at Royal Liverpool Hospital. This is what he said about his role at the hospital, and why he was so reluctant to take any time off. “What is really important at my hospital is that patients and their relatives are always dealt with by polite and caring staff at a time that can be stressful and upsetting. As a porter, I am often the first person that a patient or relative meets, so I always try to be friendly and helpful. Some people want to chat while others prefer silence – that is the skill in my job. I make a difference to their whole experience of the hospital and possibly how well they may recover.”

ISS employs 510,000 people worldwide, many of them frontline staff, so Peter is well placed to talk about those working in the service industry, often on minimum wage. His key message was to value these staff members. They are close to the action and perhaps know your customers – and what’s going on in the business – best. “Every individual employee needs to be respected, appreciated and developed.”

He believes FM “is a people industry, not an asset industry … FM is carried out for people, by people.” The challenge for the engineering culture within FM, which is often commodities driven, is to engage front-line staff; to put the ‘M’ before the ‘F’ in facilities management, as he said.  “A facility manager in 2020 needs to be an engineer, an anthropologist, a psychoanalyst and a visionary.”

Peter pointed out that perception is everything. “Are you just repairing the airconditioning … or creating a healthy work environment?” “Are you just mowing the lawn … or clearing a space for reflection?”

He quoted Stephen R Covey, author of Seven Habits of Highly Effective People, who said, “Always treat your employees exactly as you want them to treat your customers.”

“If we treat our staff as unskilled commodities/ units of labour as opposed to ladies and gentlemen, that’s what we’ll get.”

Click here to see the slides from Peter’s presentation.


Safety in the Workplace

What You Need to Know and Why You Need to Know It

Jennifer Mills 180A popular workshop at the Summit was the ‘Health and Safety Regulation Update’ presented by Jennifer Mills and Ronni Cabraal from Anthony Harper Lawyers. They talked about why the law needs to change, the proposed changes and liability. If you missed out on this workshop, click here for a summary.

Jennifer Mills, speaking at the Summit


CEO Shines Light on the Electricity Industry

The Past, Present and Future

Mark Binns 600

Meridian Energy’s Chief Executive Mark Binns took to the stage at the Summit to give some frank and honest insights into the electricity industry, customer pricing and the innovations exciting Kiwis.

If you missed Mark’s presentation, here are some highlights for you.

Firstly, a little about Meridian
Meridian is the largest listed company in New Zealand, generating 100% of its electricity from wind and water, enough to meet around 30% of the country’s needs.
Meridian owns and operates seven hydro stations and seven wind farms in New Zealand and Australia and it retails electricity to businesses, farms and homes all over New Zealand. Overall it has around 300,000 customers via the Meridian and Powershop brands, including Powershop Australia.
Mark Binns has been the company’s Chief Executive for three and a half years.
The drivers behind your electricity costs
To understand the drivers it's good to know a little about the electricity industry and the multiple players involved in getting electricity to businesses and homes. These include:
  • Electricity generators (five major ones), who generate and sell electricity on the wholesale spot market;
  • Transpower, which runs the national grid;
  • 29 network companies, which run the local distribution networks; and
  • Over 20 retailers which on-sell electricity bought on the spot market to consumers, and provide retail services.

A recent Electricity Authority report shows how the cost of producing and supplying electricity has, in recent years, been increasing at a faster rate than prices. The same report shows that transmission and distribution costs, which make up around 36% of a residential customer bill, account for nearly 90% of the price increases during the period from 2011 to 2014. There has been significant investment in the national grid and in distribution networks over the years and these increases reflect the recovery of these costs.
To give some global perspective, 2013 data from MBIE shows New Zealand’s electricity prices sitting in the bottom half compared with other OECD countries.
Get on the right plan, with the right retailer! 
Businesses should choose a retailer that gives a damn and make sure you’re on the right plan. With over 20 retail brands out there, it really is a competitive market and that’s good news for consumers.
With the increasing availability of smart meters, innovative time-of-use pricing is also becoming more widely available. These ‘smart’ plans are attractive options as they can generate savings for businesses able to shift load to off-peak times.
The spot market may be an attractive option for businesses willing to accept the variability in price. Although the average spot market price sits below the average retail price, businesses have to be prepared to weather the peaks when the system experiences adverse constraints or shortages.
Many retailers offer fixed plans or fixed rates over different periods. But read the small print, and check what you are getting and on what terms. Fixed plans are great for businesses who want certainty over what their costs will be over a given period.
There’s always speculation as to where prices will go but no one really knows what prices are going to do. One major factor is whether the Tiwai Aluminium Smelter will exit New Zealand, and we just don’t know the owner’s intention at this point. The smelter takes approximately 14% of the country’s demand, so if it leaves, some downward pressure on prices is inevitable; however, it really depends on how the supply side adjusts.
Be energy efficient – avoid waste
Being energy efficient starts with choosing a retailer that will work with you to identify cost-saving opportunities. Meridian has account managers that do just that. They can help customers to understand their usage and associated costs and make recommendations on how to reduce spend. If necessary, they’ll bring in specialist energy auditors to undertake a full energy audit.
Energy efficiency is about understanding and managing your business’s energy profile. As a company that only generates from water and wind we know that using less electricity is good for your business and it’s kinder on the planet.
Solar PV – saviour or smoke?
The current cost of solar technology means that utility-scale solar is not yet an economic choice in New Zealand. For example solar in New Zealand has an average capacity factor of about 14%, which means it generates the equivalent of its full capacity for 14% of the time.  With New Zealand’s advantage of being located in the roaring 40s, the capacity factor of wind is around three times that of solar.  This makes wind a more reliable and economical choice in this country.
If the day comes when solar is financially viable here, Meridian will be well-placed to add solar to its renewable portfolio. The company has international experience in solar having built utility-scale facilities in both California and Tonga, where sunshine hours and capacity factors are more favourable.
Over recent years there has been increased uptake in solar PV for home use. Meridian has about two-thirds of the domestic solar market. Customer surveys indicate that there are multiple reasons for why people go solar; sustainability being a major one.
One example of a sustainably driven choice is the Auckland Museum’s recent solar rooftop installation where Meridian partnered with the Museum to install a large solar array on the roof of their facilities in the Auckland Domain.
Batteries to the rescue?
It’s very early days in battery technology. There’s great interest in this area as batteries will enable consumers to store solar energy, go off-grid entirely, avoid peak pricing, provide back-up in an outage and help network companies reduce peak capacity.
For people looking to go off-the-grid completely a solar PV and battery package would, based on Meridian estimates, cost $100K-plus.
In New Zealand, where we have approximately two-thirds of our total generation coming from hydro lakes, the costs of batteries need to fall for their value to increase. Meridian’s view is this is inevitable, but the transition point may not be for some time.
And…electric vehicles
As with the other technologies, it’s evolution not revolution.
As at the end of March this year, it is believed that there are approximately 550 electric vehicles (EVs) and 50 charging stations in New Zealand.
For EVs to develop more universal appeal there needs to be investment in the infrastructure required to keep them on the road.
The uptake of EVs is an important step towards New Zealand transitioning towards a lower carbon future and taking further advantage of our world-class contribution of renewable energy.
Concluding remarks
It’s a matter of being realistic as to the likely uptake rate of new technologies, and taking a considered view on those factors that are going to either accelerate or hinder growth in the New Zealand economy, and not just extrapolating growth based on experience in other economies.
As with economic forecasting, our current view of the future will undoubtedly be wrong. Some technologies will fail − in a relative sense − and some new ones will appear from nowhere. The real trick is to be open to anything, but discerning and disciplined enough to ensure you don’t back the wrong horse.
Mark’s presentation is available here. If you have any questions, contact your Meridian Account Manager. If you’re not a Meridian customer, contact Account Manager Lynne Sutton at
Article contributed by Meridian Energy.


Get Your Green Suppliers Onboard

The Lowdown on Green Procurement

During the FM Summit, Anne Staal discussed the role of suppliers in green procurement and worked with workshop participants on the topic. Here, he reports back on his findings.
(CLICK HERE for the longer version of the article below)

Our workshop began with the notion that we live in turbulent times with lots of changes. Supply chains are vulnerable, customers are ever more demanding. Organisations often focus on cost and have a short-term horizon. New technologies and regulation give us challenges and opportunities. Sustainability will remain on the agenda of top management, and FM professionals can learn from recent overseas experience. (See the power-points for more details).
Anne Staal at Summit 300
Anne Staal

This is what participants fed back during the workshop:
A. What blocks suppliers from optimal performance?
Organisations become more dependent of supply chains and can hugely benefit from good suppliers. However circumstances can also prevent suppliers from optimal performance. In line with US case-study research (Hughes & Weiss, 2007) our workshop attendants found the following four critical barriers:
1 Focus on short-term and easy quantifiable savings
2 Lack of internal alignment
3 Lack of transparency about needs or priorities
4 Lack of respect for suppliers' expertise
B. Green procurement
Organisations can vary in their approach to green procurement. Some do the minimum to conform to regulation; others do more and are able to create good profits. Differing only slightly with Hungarian research (Vorosmarty, 2015) on procurement within SMEs, workshop participants considered the most important aspects to be:
1 Supplier must disclose the environmental attributes of product content
2 A product lifecycle analysis is part of supplier evaluation
3 Cooperation with suppliers to develop environmentally better products
C. How to specify FM services
For critical or strategic FM services there often is a debate on what type of specifications we impose on a service provider. The workshop attendants gave the following ranking in regards to this:
1 OUTCOME: Focus on the economic value for the customer to be generated by the service.
2 OUTPUT: Focus on the functionality or the performance of the service.
3 INPUT: Focus on resources and capabilities of the supplier to produce the service.
4 THROUGHPUT: Focus on supplier processes needed to produce the service.
But then we also recognise that our FM reality can differ. For instance, that we still require regular maintenance intervals, or even worse, quick repairs. Instead we could benefit hugely from predictive-maintenance based on hard data and experience. (But then: where is our data and where are those FM professionals and suppliers that truly work with outcome or output specifications?)
D. Benefit from supplier innovations
Organisations can benefit from supplier innovations. Public procurement research in the UK (Rigby, 2013) on innovative suppliers conclude that the following aspects yield the best results:
1 Innovation requirements in tenders
2 Early-interaction with the procurement department
3 Outcome-based specifications
4 Advanced communication of future needs.
Of course one small workshop, of approximately 20 participants, can never give us a complete picture on the complexity and importance of FM procurement. However it is clear that we can learn from others. This ongoing AUT research will involve other groups of professionals. It is part of my PhD project on innovation & procurement activities of innovative companies within the construction industry. These and more topics will be discussed in the FMANZ Master Class on Procurement & Supplier Management and in an MBA procurement paper at AUT.

Please contact me if you would like more information on my PhD topic:


Ordinary People, Extraordinary Things

What it Takes to Make Things Happen

How do you make things happen? At the FM Summit Ian Richards, Director of Innervate, discussed the five characteristics of people who make extraordinary things happen.
Ian Richards Summit 2015 600
Ian Richards, Director of Innervate

1. They are not afraid to be different. Many people and organisations focus on being just like everyone else but better, quicker or cheaper whereas these people focus on being different at a fundamental level.

2. They don’t fall for the genius myth. Performance in most aspects of life, including business, is unrelated to high intelligence or any natural gift, talent or genius; even if such things existed. Knowing this releases these people from the artificial block of believing they don’t have what it takes.

3. They believe they can make things happen. Psychologists call this ‘self-efficacy’ and it is very high in these people. There are two aspects to this. Firstly, it is the belief that matters not the ability. Secondly, because they focus on ‘making things happen’ (outcome) this allows them to find someone who can do it if they can’t and still credit themselves with ‘making it happen’ which, of course, is true. They didn’t actually do it but they did make it happen. Richard Branson would be a perfect example of this.

4. Controlling their personal brand in terms of the behaviours they exhibit to the world enhances their influence, builds stronger and broader support networks, increases their feelings of being accepted and respected by others and generally helps their days go better. By engraining these behaviours they also come across as genuine, which they are because ‘genuine’ simply means ‘like you’ which, in turn, is merely your engrained behaviours.

5. They are action-focused and focus their actions. They are not busy doing ‘stuff’, or busy doing nothing, or busy avoiding things that need to be done. They identify a goal, clarify the required actions and get on with them, even if these are challenging and/or outside a perceived comfort zone. They are ‘focused doers’.

How do you measure up against these characteristics?



Dutch Interns Coming to NZ

Need Help?

If you’ve got a project sitting in the sidelines waiting for the necessary time and expertise, we might have the answer!
Two students from The Rotterdam University of Applied Sciences in The Netherlands are seeking internships in NZ from September to December this year. Yvette Kooijman and Jacqueline van den Bos have completed three years of a Bachelor of Facility Management and are eager to secure work placements within the New Zealand FM industry.

If possible, Yvette is keen to focus on business services or hospitality during her internship, and Jacqueline would ideally like to find a placement in a bank, a commercial or logistics provider, or with an internet provider, but both are open to other opportunities.  
The students will cover their own travel costs and accommodation but some payment for work is expected.
If you would like further information, please contact the University’s Internships Coordinator, Jan Hoogstad, on or the students directly. You can contact Jacqueline via email at or Yvette at
For a copy of Jacqueline’s CV, click here. Yvette has supplied her CV and a covering letter.


FM Snippets 

News from NZ and Around the World

photo for Master Class postponement 180

Master Classes Postponed
Please note that the Leadership, Strategy & Change Management Master Classes have been postponed from 5 and 19 June until 6 and 27 November. The Professional and Team Leadership Master Classes have also been postponed from 26 and 31 July to 2 and 30 October.  Email to register for these classes.
Welcome Bruce
Bruce Kenning recently joined the FMANZ Board. Bruce is the Group Manager, Facilities Management at Inland Revenue where he manages a range of core and non-core FM services, supporting the 6,500 staff and contractors at 25 sites across the country.  Based in Wellington, Bruce has been a National Evaluator for the New Zealand Business Excellence Foundation, and introduced the Baldrige model for performance excellence into FM. Before joining Inland Revenue in 2011, Bruce had a 32-year career with the NZ Defence Force.  He led the amalgamation of the property organisations of the three services into one organisation, resulting in one of the largest government property portfolios. Bruce has a Bachelor of Science from Victoria University and a Master of Business Studies from Massey University.
Bruce Kenning cropped 180
photo for Goleman in FM Snippets
Go for Gold
FMANZ welcomes Goleman to the sponsorship team as a Gold Sponsor. Established in Christchurch in 1993, Goleman is New Zealand’s leading Exterior Building & Asset Care service provider. They offer a range of services including building maintenance and construction; specialist cleaning; roofing, waterproofing and painting; and geotechnical. You can contact them on 0508 GOLEMAN, or take a look at their website
Grand Designs
Twenty architecture firms from across the Auckland region scooped awards in the 2015 Architecture Awards for projects ranging from small home additions to large infrastructure works; with Britomart, Hobsonville Point and Titirangi standing out as the key areas. Education and new residential projects also featured prominently. The awards were announced at the MOTAT Aviation Hall on 28 May. For a look at the winning entries, click here.
Middle East Update
Keep up to date with FM goings-on in the Middle East via this hot-off-the-press issue of Facility Insight Middle East.
FM Snippets British Salary pic 200

Salary Wise
In the April issue of FMANZ e-mag, we looked at Kiwi and Australian salaries. How do these compare with what colleagues are being paid in Britain? Find out here.
Leading the Way
The Building Owners and Managers Association (BOMA) International recently issued the ‘Top Seven Strategies’ commercial real estate professionals can implement in their buildings to become sustainability leaders in their communities. Find out what they are here.
Wear it Proud
Jack Crutzen spotted a t-shirt he thought was pretty cool!

FM T-shirt 350

FM 4 Gen Y?
Recent US research from Jones Lang LaSalle found that only 1% of millennials (the so-called 'Generation Y', born between the 1980s and the early 2000s) were studying FM. William Betts, Associate at recruitment consultancy Macdonald & Company, takes a look at Generation Y's perception of FM and why the industry can provide a great career for young people. Read William’s analysis here.

Fm Snippets gen Y 280

Earthquake Update
The government has made changes to the earthquake strengthening rules. Find out what these are and how they affect you here.

10 Things Facilities Managers Should Know About BIM
Now there’s a catchy headline! Read more here.

New Law Facing French FMs
A new law recently passed in France mandates that all new buildings built in commercial zones must be partially covered in either plants or solar panels. Read more about the law and the benefits of green roofs, here.
France-Solar-Panels 280
Supersize Me
Speaking of green roofs, Facebook employees who moved into their new building in March have somewhere expansive to wander and come up with the next big idea. On top of the roof (70 feet above the ground) sits nine acres of greenery. Now that’s what we call a rooftop garden!
facebook garden for FM Snippets


World FM Day

Celebrate With Breakfast

World FM Dayanner 600
To celebrate World FM Day, FMANZ members are invited
to bring along a guest to this month's FMANZ National Breakfast.

FMANZ National Breakfast Seminar:
The buildings you look after
could be at risk
(What you need to know about commercial building projects)
Did you know...
  • Not all fire engineers are qualified
  • Some safety systems are being signed off by unregistered people
  • You may not be getting the IQP onsite to do your BWOF; it may be an amateur
  • Without a CCC or a CPU your public building should not be open

    Come along to this stimulating, informative presentation where Rosemary Kilip from BuildingNetworks will lift the lid on the secrets the building industry isn't sharing.

    Topics covered:
  • Who is qualified and who isn’t in the building industry
  • Questions you should be asking your contractors and designers
  • Items you should add into contracts
  • Real life examples of CPUs and CCCs gone wrong and what we can learn from these events.
Pic Rosemary Killip 180 Rosemary specialises in building law training. She shares practical insights and wisdom from 20 years of working alongside building compliance staff, council staff and building inspectors. She was the very first education officer for the Building Industry Authority.

Rosemary brings with her substantial insider knowledge of how councils review and interpret the Building Act rules. She is a highly experienced building industry compliance and training practitioner as well as a small business owner of 15 years.

AOTEA Centre, Limelight room 
Auckland Central
Friday 12 June 
7:00am - 8:30am
The Green Man Bar 
Corner of Victoria and Willeston Street
Wellington Central
Friday 19 June 
7:00am - 8:30am
Your Place Cafe
254 High St, Christchurch Central
Friday 26 June 
7:30am - 9:00am

This event is free to members (individual membership is not transferable).

This June 2015 event is also free to guests of FMANZ members.

Non-members can attend this event for a one-off fee of $40.
You will receive payment details by email in the confirmation of your registration.  

Find out how other countries are celebrating World FM Day here.

A Day in the Life Of...

Stewart Hinks on Fast Food FM

Stewart Hinks is National Facilities Manager, Restaurant Brands NZ Ltd. He has been in the role since 2013, overseeing, managing and implementing functional FM across Starbucks, KFC, Carl’s Jr and Pizza Hut.
What does your job involve and who do you work with?
Involved in my role are the usual FM areas: H&S, hard services, equipment procurement and maintenance, contract management, project works, compliance, creation and financial management of Opex and Capex budgets. Direct reports who make up the team are Facilities Coordinator Ariel Mandemaker and a Facilities Manager Greg Smith who’s dedicated to our largest brand KFC.
Day in the life of photo 2
  Stewart Hinks
The FM team sits within the larger Property Team made up of Development and Leasing. There’s plenty of property-related interaction between all groups which creates a positive energy and collegial environment.

The FM team manages 198 stores nationwide and engages over 250 regular contractors to deliver the various service elements required to meet compliance and maintain brand standards.
What does ‘facilities management’ mean to you/your organisation?
To me personally it’s about striving for continuous improvement in our service delivery and support of the wider business. At the end of the day FM services are an overhead, although an essential one, that needs to demonstrate its value and contribute effectively to the bigger business picture.

It is important to be able to be flexible to meet business needs and changes and be a reliable source of reference for others in relation to the many areas FM encompasses: H&S, budget management, compliance and technical input. We work closely with Brand Retail Operations to ensure that they can get on with the business of running brands efficiently, safely and profitably without equipment downtime or property related issues.

What is a typical day like for you?
The team is based in our Head Office in Penrose, Auckland. Most days start at this location with external meetings, store visits and audits (scheduled after the Auckland rush hour if possible). When in the office it’s important for me to try and structure my day to cover the various elements of the job in terms of FM administration, reactive items and longer term planning and implementation issues. Depending on what’s coming through the door this can be a moving target; I’m sure this is true for most FM Managers. It’s important to cut down on superfluous business noise whenever possible and I do create and maintain structured forums for Brand Operations Managers to ensure that we capture and channel issues in one place and that plans and solutions are recorded and worked through.

Once a month I travel to the regions to audit stores, meet Area Managers and contractors. Some of our best value is time spent in the field on the ground.
What are some of the challenges of your job/your organisation from an FM point of view?
The QSR business is extremely dynamic; we can be buying another brand, selling outlets to franchisees, building new stores and closing others at any one time. This being the case, it’s important for the FM team and our contractors to be able to move quickly and adjust to and cater for new situations. It’s also important to keep abreast of new equipment technologies and wider business requirements in terms of best practice and regulatory changes. It’s important to make correct decisions when investing capital expenditure; poor or hasty decisions will impact the business if you don’t get them right and they’re short of operational requirements in any way. Due diligence is crucial.

On a wider scale, the challenge of maintaining a national portfolio can present many logistical and operational challenges from an FM viewpoint. The team work hard at maintaining a methodical and organised approach with good records and effective communication at all times.
day in the life of photo 3
What’s the most interesting element(s) of your job/your organisation from an FM perspective?
I would say diversity keeps it interesting - four brands with their own characters and requirements catering to different markets. With the range of services the FM team covers and to the depth their managed, as in most FM scenarios, no two days are the same.
What are some of things you like most about working in FM?
Variety – being a small team means that we touch nearly every area of the business. FM is very much a people business - good communication, shared goals and successful joint outcomes give great satisfaction when it all comes together.
What do you think are the most important skills required to carry out your job?
Wider thinking - To be able to step back from the coalface every now and then is essential; having a good FM Annual Plan to work to throughout the year with realistic and tangible goals.

Contract and Financial Management – To fully understand your budgets and have the ability to monitor trends, identify issues and use information to contribute to improved operational strategy.

People skills – FM touches all areas in most businesses and this will mean everything from talking to contractors to presenting to the wider organisation. If you don’t like people this isn’t the business you should be in.
Many Facilities Managers in NZ describe themselves as ‘accidental’ FMs. How did you get into facilities management? 
My background is in commercial HVAC, leading on to building services management, contract management and into FM. I would say that I’ve grown with the FM industry as it’s developed in the past in the UK and now for the last 12 years in NZ. As well as technical qualifications, I have qualifications in NZ Dip Management. This background has served me well in the FM arena but it’s encouraging to now see other recognised areas and skill sets coming into FM recognition in their own right.
How has your education and/or past experiences helped prepare you for your current role?
I think undoubtedly past building services experience has helped me with previous FM roles, although the diversity of FM and its many facets ensures that you are always learning and improving your knowledge base.
What is your proudest accomplishment in your career to date?
An easy one! I was lucky enough to be the ODA Olympic Stadium FM through 2011 to 2012 for the London Olympics. To be part of the team that delivered the 2012 Games was a great experience from the last stages of the ‘Big Build’ through to the Games completion. I was encouraged to see Lawrence Waterman at the NZ Annual H&S Conference recently and that we are looking at some of the learnings from the event and that strategy to contribute to improve H&S in NZ. A lot of good work has been done around the globe and we shouldn’t waste time reinventing the wheel but rather take the successful strategy of others and fit to our own environment.
What advice would you give to someone who is starting out in FM?
Get educated! There are many more qualifications now available for professional recognition as FM has grown into a recognised profession in the wider world. Perhaps I would also say that if you thrive on variety, people and organisational process but can still think on your feet, then you’ve chosen well.
Where do you hope to go with your current job and your career in general
In my current role I’ve made some resource and system improvements that have raised the effectiveness of the team to bring us to a level that we can demonstrate greater value to the wider business. My challenge going forward is to raise the bar further with some of the more strategic FM goals that we have set ourselves.
When you’re not at work, where would we find you?
You would most likely find me at Pakuranga Golf club or out on my Triumph Street Triple.

Building Showcase 

Base Build at the Remarkables

Some building projects are more straightforward than others … but the construction of a new base building at the foot of The Remarkables skifield isn’t one of them! Working 1,600 metres above sea level to construct a 6,019m2 building at a site only accessible by a winding, mostly unsealed mountain road, in both blizzard conditions and searing heat, poses significant challenges. And the construction team needs to have it done in time for the start of the ski season later this month (which currently means round-the-clock construction). See more photos and read more about the project here.
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An artist's impression of the new Remarkables Ski Area base building.
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The new Curvey Basin chair is part of the $45 million staged upgrade of The Remarkables ski area.
To keep up to date with building projects in NZ, sign up for Architecture Now’s free newsletter here.


Q&A With DTZ's Paul Amato

Mergers, Technology and the Value of FM

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One of FMANZ’s long-time sponsors, DTZ provides end to end property services to clients including a full range of real estate, facilities and project management, trade and environmental sustainability services.  We caught up with Paul Amato, recently-appointed Executive General Manger of DTZ in New Zealand, to learn about the significant changes the company has undergone in recent months, along with his insights into the new Health & Safety legislation, the growth of technology in FM, and the value FM adds to organisations.

Paul Amato

How long have you been in the property industry?
Longer than I care to remember!  Actually it’s about 26 years now, starting out in the UK in 1989 on the pathway to becoming a Chartered Building Surveyor, becoming Chartered in 1995, moving to Australia with my wife in 1999 and now New Zealand in January of this year.  I’ve spent about half my career on the service provider side and the other half on the client side.

Tell us about your role at DTZ.
I’m the Executive General Manger of DTZ’s business here in New Zealand where we have a team of over 200 employees across four main offices covering over 620 client sites nationally.  I’ve been with DTZ since 2012, first joining in Sydney as the General Manager of Business Development working across both Australia and New Zealand.  In July last year I stepped in to lead the New Zealand business in an acting capacity and was tasked with finding a permanent replacement.  Happily I found that person and it was me!
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Can you tell us about the exciting recent changes at DTZ?
Yes, it’s been very exciting for us and the culmination of a long term plan.  Essentially, back in 2011 UGL limited, an Australian headquartered engineering and construction business, purchased the global DTZ real estate business and merged it with its existing global property business it had built over about 15 years.  In late 2012 that merged business became DTZ (a UGL Company) until in late 2014 we were acquired from UGL by a TPG Capital led private equity consortium for AU$1.2B and globally became known as DTZ once more.  Since then DTZ acquired the US real estate firm Cassidy Turley with over 4,000 employees across 60 offices in North America. Also announced recently (11th May, 2015), DTZ purchased and will merge globally with Cushman & Wakefield which is expected to close before the end of this year.   At that point we’ll have over 43,000 employees globally across over 60 countries, providing end to end property services to our clients including a full range of real estate, facilities and project management, trade and environmental sustainability services.  DTZ will be the second largest global property services company at that point in time.  However, we have our roots here in New Zealand dating back to the late 1940’s I believe, starting life as Gooder Electrical!

What makes a great service provider do you think?
Extraordinary client service.  Yes you have to be technically proficient of course but at its foundation, we are in a service industry and our clients must be at its centre.  They are the reason we are here and if we can deliver outstanding client service they will continue to be our clients long into the future.

What value do Facilities Managers provide to clients and their businesses?
Well, I’m biased of course but as a profession I actually think it’s still quite undervalued considering the impact it has on so many aspects of our lives, community and environmental wellbeing.  We have the ability to influence so many things such as safety, security, comfort, efficiency (utilisation of property, energy/ utility use etc), operational business efficiency and more.  When done well, all these elements contribute positively to our personal wellbeing as well as the health of our economic prosperity.  I think this is only going to become more important as technology advances and our built environments become more and more complex.  It serves as a good reminder that the capital cost of a building is far less than the assets operational cost over its lifetime, and as such, minimisation of cost in use through effective facilities and asset management is the path of the wise investor or occupier.

With new Health & Safety laws about to come in, what do you think this means to the industry?
The new Health and Safety law is a much needed change within the safety arena. Unfortunately New Zealand currently has a very poor safety record.  It’s important to remember that this relates directly to whether or not someone goes home to their family after work in the same condition that they were at the start of their day, or sadly not at all.

From an industry perspective the new legislation will level the playing field in terms of contractors who take safety seriously and perform well in this space and those who cut corners. Clients, as both corporates and individuals, face personal liability for a failure to perform their duties appropriately and can face hefty fines or imprisonment in doing so.  We can already see the changes in the ruling in safety prosecutions with a number of cases resulting in sentences of home detention.

The great thing for DTZ in New Zealand is that we already have great systems in place that meet the high standard that was set in Australia when they had their reforms a few years ago.  That puts us ahead of the game when it comes to the new legislation required here in New Zealand.  We are in good shape to lead our clients through this change. 

Most importantly we have safety as a core value within every level of our business and we believe in empowering our team, by giving them the right tools to make the right call with every job.  If that means that the job needs to be stopped until it can be done safely, then they have my full support. Our main aim is to provide the team with a safe working environment no matter where the job site is located.

Technology is constantly changing and pervades our society more and more.  What does this mean for the industry and clients in the future?
We live in a time of great technological change at an ever increasing speed.  The pace of innovation in our industry is rapid with the advent of truly mobile wireless technology, the gathering and analysis of large quantities of data in real time and the multiple ways of communicating with individuals or across entire nations or the globe.  What it means for us is that technology and data is going to become a greater player in the property space and will constantly challenge what have been industry norms of practice for many years.  Control of assets, buildings and entire portfolios will become (is becoming) possible from mobile applications, the performance of building systems will be in real time optimising efficiencies and minimising waste.  Maintenance will move from being a prescriptive time dependant regime to being based on the degradation in performance of the asset not bound by predetermined calendar service dates.  Established industry players will be disrupted by innovative technology players and in addition to the continuing trend of industry consolidation at the larger end of town.

What’s the most important factor in your business aside from your clients?
Our people, without question.  We are still very much a people business and whilst technology plays a growing role I still believe we will always be a people business at the heart.  It’s these relationships and the quality and strength of them that are so important.  Working closely as a team makes us greater than the sum of the individual parts and together we can be more successful whilst enjoying what we do and having fun at the same time.

What’s your approach to leadership and bringing out the best in your team?
I believe everyone in our business has a huge contribution to make to the success of our clients and our business at all levels.  Everyone has a voice.  My role is to give the business direction, to enable everyone in our team to contribute their best in whatever capacity they can.  To ensure everyone feels valued, shares in our successes, raises problems openly and without fear and becomes part of the solution whilst growing both personally and professionally. 

You’re from the UK originally and have lived in Sydney for the past 15 years.  How are you finding life in Auckland and what similarities and differences have struck you?
My family and I are really enjoying life here in New Zealand.  When we moved to Australia it was just my wife and I.  Now we have three kids, this move was even busier and I have even less hair now than I had six months ago!  NZ has many more similarities to the UK (not just a touch of the weather!), things like words such as “Duvet” and “Togs” vs the Aussie “Doona” and “Bathers” and lets not even mention “Jandals”, “Thongs” or “Flip-Flops”.  My new favourite thing is being able to buy wine in the supermarket like you can in the UK but not in Australia…why is that I wonder…  Similarities that top my list are the love of sport across all three countries, the “sledging” that goes on with such great rivalries, a common bond of friendship forged across the years and our shared sense of humour.


Working Smarter 

To  Do or Not to Do: Beating Procrastination

Robyn Pearce (aka ‘The Time Queen’) sheds some light on why we procrastinate and what we can do to get it done now.

Why do people procrastinate?
1. From a psychological perspective, some people have a short-term bias - they want instant gratification. For example, knocking out a bunch of emails feels as though you've achieved something. If you couple that with the increased distractions we're surrounded with, you can see that it's easier to take the distraction than to focus on whatever more significant task you're 'getting round to'.


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2. Companies are constantly streamlining and there are fewer resources, but the pace of business and life is faster. People don't just go home tired; they arrive tired. If we think not just of managing our time but also of managing our energy, we can see why tiredness is a big problem.

3. Some people are masters at putting things off, to the point that they're actually positively reinforced. For example - if they regularly put off tasks they don't like and someone else sorts it, or it goes away. (They might have been allowed to get away with this as kids and teenagers, and their poor future employers and colleagues suffer the consequence.)

How prevalent is procrastination?
According to Canadian productivity consultant Ann Gomez, 95% of us will procrastinate to some degree, some of the time. However, only about 20-30% of the adult population are chronic procrastinators.

Interruptions are part of the problem. Many workers, and especially those in noisy open plan offices, live in a constant state of distraction. However, it's not just because of other people; 44% of interruptions are self-imposed. Watch the number of times you're working on something but allow yourself to break pace by diving into your email.

Research shows that, on average, knowledge workers are interrupted every five minutes in the workplace. Email alerts are a major source. The problem is that, by accepting these interruptions (which is our default setting) we never get to the concentrated deep thinking. Then we work late into the evening, or on weekends, to do our real work - stealing time from our personal lives and loved ones.

Another factor is perfectionism. If we're hard-wired to turn out perfect work, no matter what the task, we'll appear to be procrastinating when in reality it's just that we took too long on the prior task.

There are two major categories of procrastinator - arousal and avoider
Arousal procrastinators wait until a deadline is imminent. Their due date is the start date. They're optimistic, love the adrenalin rush, and think they can fit more into the day than they really can. However, this last minute rush doesn't give them time to be reflective. I still have to fight this one myself - I used to be a master of procrastination and still easily can slip into the deadline-driven state, especially when I'm very busy.

The other major category is avoiders. They're driven by a concern about what others think. Generally they'll prefer to let people think they ran out of time, rather than risk being seen as incompetent.

  • Turn off your email alert - hardly anyone needs to know they've just received yet another epistle.
  • Make projects achievable. Almost all projects have multiple steps. Break a big task into small steps and focus on the next actionable step, rather than getting bogged down in complexity. Research shows that small steps increase productivity.
  • Set yourself timelines - deadlines do work!
  • If you're a perfectionist, practice stopping at an earlier point on the tasks of lesser significance. If you notice yourself doing it, hard as it is, go back and undo the 'overkill'. An easy place to start: when you notice you've written too long an email, go back and delete the unnecessary words.
  • If you struggle, seek help. Try giving someone else permission to hold you accountable. You might ask a colleague (or boss) 'Could we meet at .... to review ... project?'
  • Give yourself a reward. Celebrate milestones.
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What to do if you're at the receiving end of a procrastinator's bad habits
Dr James Brown, who for many years was a senior project manager for NASA and worked on the space shuttle programme, shared this simple strategy. He called it 'bird-dogging'.

Before the deadline, call the person from whom you're expecting something. 'I know you'll be working on ..... for next Tuesday. I'm just checking in to see if there's anything extra you need in the way of help or information from me.'

He said that people hardly ever missed his deadlines, and yet he hadn't nagged.

If you're a parent, start NOW
  • If it's your kid you're trying to train, don't do their work for them, no matter how much faster and better you would do the job. Let them feel the consequences of their own actions (or lack of them). Do not run around making life easy for them!
  • Even at age 5 or 6, don't let them walk out the door until they've made their bed, tidied their room, put any belongings littering the rest of the house back in their bedroom, put their dishes in the dishwasher and returned all their food to the fridge or pantry.

Some of you are thinking, 'Is she joking!?'

No, I'm not and I speak from the experience of raising six kids and actively contributing to the lives of seventeen grandchildren. (The oldest, aged eighteen, is living with me at the moment.)

We can conquer procrastination and we're never too young to start being taught good habits.

ROBYN PEARCE 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

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


Book Review

Win a Tome from Toronto

Those of you who attended the Summit will have received a pie chart in your bag showing the (many!) roles and responsibilities of Facilities Managers; an enlarged ‘FM Pie’ was also on display within and outside the Barrel Hall.  We reproduced this chart courtesy of Michel Theriault, the Principal of Strategic Advisor, an FM consulting firm in Toronto, and the 2011 recipient of IFMA’s Distinguished Author award.

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Michel’s book Managing Facilities & Real Estate claims to provide strategic practices for leaders in the Facility, Real Estate and Property Management Profession.  “It’s written for both new and experienced facility professionals, regardless of  level, function or the type of facility managed, who want to leverage existing skills and advance their career with leading business practices, strategy, management and leadership in FM,” Michel says.

Preview the book here.

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BE IN TO WIN! We have one copy of Michel’s book to give away. Just email your name and contact details to Sara at before 30 June to go in the draw.

If you miss out, you can purchase a copy of Managing Facilities & Real Estate from Amazon or direct from Michel’s website.

Also available from his website: The FM Pie as a mouse pad. The perfect gift for an FM colleague!



FMANZ gratefully acknowledges the support of our major sponsors
our Platinum Sponsors

our Diamond Sponsors

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