A Beacon for the Way Forward
FMANZ’s Strategic Plan
Our strategic planning process is progressing exceptionally well and I want to acknowledge your valuable feedback in the recent survey of FMANZ members. (See results here – FMANZ Online Survey Report.) A group of ‘super stakeholders’, including members of our board, branch committees and founders, continue to make a major contribution to this work. I hope to be in a position to outline the results of all this effort in the October edition of FMANZ e-mag – setting our future course.
Collaboration Agreement with EECA
I am delighted to announce that FMANZ has this month signed an Industry Collaboration Agreement with Government’s Energy Efficiency and Conservation Authority (EECA) – the Crown agency that encourages, supports, and promotes energy efficiency, energy conservation, and the use of renewable energy in New Zealand. EECA and FMANZ will:
This agreement will help ensure Facilities Managers can find opportunities to use energy more strategically and ensure optimal energy performance in buildings.
It is hoped that all of FMANZ’s members will contribute to, and benefit from, this important collaboration that will advance over the next three years.
EECA provides information on how business can be more energy efficient through EECA Business http://www.eecabusiness.govt.nz/ and www.nabersnz.govt.nz.
A Piece of History – Back to Rathlin East Lighthouse
In 1306, following his defeat by English forces at Methven in Perthshire, Robert the Bruce took refuge in a cave immediately below where the Rathlin East lighthouse was later built. With renewed heart, after observing the Rathlin spider’s struggle, King Robert returned to Scotland and finally defeated the much larger army of Edward II at the Battle of Bannockburn in 1314 (re-establishing an independent Scottish monarchy).
The Rathlin East Lighthouse is also linked to Guglielmo Marconi. In 1898 Marconi created the first regular commercial wireless link from Rathlin Island, at the request of Lloyds of London. Lloyds needed to know as quickly as possible that the ships insured by them had crossed the notorious North Atlantic Ocean safely.
I am proud to say that the East Rathlin Light continues to guide the way for shipping crossing the North Atlantic. Unfortunately the reign of the lighthouse keeper has ended - technology no longer requires the facility to be manned.
Chief Executive, FMANZ
Should I stay or should I go?
When weighing up whether to stay with an employer or strike out elsewhere, Facilities Managers are increasingly likely to rank their desire to challenge themselves ahead of the size of their pay and bonus packages. Read more here and see the article by Jenny Luo on offers and counter-offers below.
|Wellingtonians, are you up to the challenge?
FMANZ’s Wellington Branch Committee is seeking a new member. If you are able to attend most of the branch functions during the year, attend committee meetings (eight meetings per year held in the late afternoon), work with the committee to organise and manage local events, suggest ideas for branch functions and have industry contacts to organise presentations, the committee would love to hear from you! If you are interested or have any questions, please contact the Branch Chairperson, John Gallagher, on
04 479 0535 or email@example.com
Kiwi President announced
Congratulations to FMANZ Fellow Val Moraes who has been elected President of IFMA’s FM Consultants Council (IFMA FMCC) for the next two years. FMCC's Vision is "to be the resource and voice for Facility Management Consultants worldwide to leverage our collective expertise to benefit IFMA members and the Facility Management profession.” Find out more here.
What FMs look like
The stereotype of a Facilities Manager – male, aged 40 to 60, from a trade or M&E background – no longer rings true, a BIFM survey demonstrates. The FM workforce is evolving, with some recruitment consultancies telling us that new FMs represent something closer to a 50/50 male/female split, while routes into the sector – from service backgrounds such as customer service and hospitality, or directly from university – are helping to dissolve some well-worn stereotypes. Read more here.
FMANZ welcomes student members
FMANZ has introduced student membership! For a reduced membership fee of $25, student members are eligible to attend Breakfast Seminars and other member-only events, and are entitled to participate in FMANZ workshops/classes at member rates. Spread the word!
Speaking of students and the Netherlands, the two Dutch students seeking internships, featured in the June issue of FMANZ e-mag, have both found similar work placements in Auckland. Jacqueline van den Bos’s internship will be spent at Unitec investigating ways to improve the institution’s long term maintenance plan and working on a couple of other projects. Yvette Kooijman will be based at Massey University’s Albany campus where she will work alongside the Custodian Team Leader and the FM Operations Manager to identify how the campus might direct their resources to get better outcomes, particularly with regard to maintenance and additional assistance requests.
|Top NZ interiors
Adaptive reuse, industrial-chic and a more residential feel to the workplace were common themes in this year’s Interior Awards. Ten awards were conferred at the Awards event, which was held at the historic St-Matthew-in-the-City, Auckland, on 17 June. Now in its fourth year, the Interior Awards received a record number of 118 entries from 73 New Zealand design practices. The awards were presented across nine main categories: Retail, Hospitality, Workplace (up to 1000m2), Workplace (over 1000m2), Civic, Installation, Craftsmanship, Emerging Design Professional and Student. Click here to see the winning entries.
Winner: Workplace (over 1000m2) Award — Fisher & Paykel Design Centre by Custance.
5 reasons why wellness matters, courtesy of CoreNet Global:
Eight sustainability megatrends including "workforce transformation" will impact the success of UK real estate over the next 20 years, according to a report by property firm JLL.
|What you might not know about the workplace
Most managers still feel that happy employees are more productive than miserable ones. However it turns out that many of the things that make employees happier don't make them necessarily more productive. Read this interesting article on more demonstrable truths about the workplace.
Board Nominations Close 5 August
What Do You Need to Know?
Day to day, many businesses' obligations and practices are likely to remain the same. However, there are some new terms and potential areas of liability which are important for businesses to consider. One of these is the existence of multiple duty holders under the Bill and how these individuals can operate in practice to discharge their obligations.
Who are the duty holders under the Bill?
Borrowing from the Australian Model Health and Safety regime, the Bill introduces the concept of a "Person Conducting a Business or Undertaking" (PCBU). A PCBU means a person conducting a business or undertaking:
What are the primary duties?
PCBUs will hold a general duty to ensure, so far as reasonably practicable, the health and safety of:
In addition, the Bill places a positive duty on officers of a PCBU (such as company directors or partners) to exercise due diligence to ensure that the PCBU complies with their duty or obligation. Workers will also hold a duty to take reasonable care for their own health and safety.
Multiple duty holders
The duties under the Bill are wide ranging and are likely to capture a range of individuals such as land owners, building owners, landlords and building managers. In some instances, a number of parties will have duties in relation to the same matter. However, all duty holders retain responsibility for the performance of that duty and must discharge the duty to the extent to which they have capacity to influence or control the matter.
How to navigate multiple duty holders in practice
If there are a number of duty holders, this does not mean that one duty holder can simply sit back and let others take on the responsibility. It is also not possible for a duty holder to contract out of their responsibility. For example, a project manager cannot simply tell a contractor that they are in charge of health and safety for their work. Even if there are multiple duty holders and the "main" duty sits with a contractor, as a PCBU, you will still retain a duty and have an obligation to fulfil that duty.
That said, there is no need for "double ups". Therefore, if more than one person has a duty in relation to the same matter, the duty holders should consult with each other, co-operate and co-ordinate activities. As the Bill is currently worded, in co-ordinating activities, any one duty holder will only need to discharge their duty to the extent to which they have "capacity to influence and control" the matter. However, the Select Committee has recommended that the phrase be changed to "ability to influence and control", to limit consideration of the duty holder's influence and control of the actions that they would in practice be able to take. Whatever the wording, this obligation will mean that, in practice, a head contractor will take on a greater role than one of the minor contractors below them.
There will generally be a "primary" duty holder who has the overall responsibility for the business or undertaking. This entity should be taking the lead role in ensuring that health and safety obligations are fully met. To discharge this obligation, the duty holder should be:
With the imposition of these new requirements, we expect to see an increase in contractual provisions dealing with each party's specific duties. We also expect to see an increase in engagement and reporting between contracting parties. A well run business or undertaking should already exhibit this sort of co-operation on health and safety matters. However, if your business is falling short in this regard, now is the time to consider what you can do to be ready once the new legislation kicks in.
Valuable New FM Resource: the Performance Leasing Guide
This practical resource and toolkit supports collaboration between landlords, occupants and building managers to achieve high-performing commercial buildings. The guide includes an overview of model clauses that may be pasted directly into lease agreements, and an outline of the concerns/risks and the mitigation strategies associated with each clause.
We’ve covered issues such as co-operation between tenants and landlords, energy use, water and waste, quality of the indoor environment, and use of rating tools such as Green Star and NABERSNZ.
This guide and clauses are based on the Model Lease Clauses (2013) produced by Sparke Helmore Lawyers for Sydney’s Better Buildings Partnership (a government/industry initiative), and the relevant lease clauses have been adapted for the New Zealand market.
What does the guide contain and how can it be used?
The guide has been designed so tenants and landlords can pick and choose clauses that suit their needs and desires. It presents a range of options, recognising there is no one-size-fits-all approach to leasing. It’s in PDF format, and contains links to Word versions of the model clauses for ease of use. The language used in the clauses may need to be adapted to fit the user’s deed of lease.
Each clause category contains:
Who will be interested in the guide, and what is its relevance to Facilities Managers?
The guide is aimed at anyone involved in the leasing and building management processes. It’s very helpful for Facilities Managers to understand which performance criteria are being monitored, benchmarked and worked on – because Facilities Managers will be involved in ensuring a building meets the targets outlined in the lease, and that relevant information is collected and distributed to each party.
In general, companies are requiring more transparency around how a building performs, so FMs can use this guide to start getting paperwork for reporting ready in advance. Becoming familiar with the guide will aid FMs in their next lease negotiation, and help them add value for both the building owner and tenant during this process.
What kinds of topics does the guide cover?
The guide covers 24 topics within four categories: co-operation and management; consumption, waste and recycling; specifications and standards; and compliances and costs. We look at issues such as co-operation between tenants and landlords, energy use, water and waste, sustainable procurement, the quality of the indoor environment, dispute resolution, the use of rating tools such as Green Star and NABERSNZ, and more.
The guide was adapted from an Australian resource – what has been the impact of that resource in Sydney?
It’s had a demonstrably positive impact; a recent leasing index showed two-thirds of Sydney office leases contained best-practice clauses, and many were drawn directly from model clauses supplied by the Better Building Partnership.
How does the guide fit with global trends?
Globally the trend is towards greater transparency around building performance, and the guide helps this happen. As part of corporate social responsibility, many companies are aiming to increase transparency around operations and supply chains – this guide will assist companies who need to report on matters such as their carbon use, waste sent to landfill and transport emissions.
What are the advantages of well-run, energy-efficient spaces for owners and tenants?
Owners benefit through lower operating costs and increased asset value; research shows a better-performing asset also has better occupancy, which is of great importance. Tenants benefit by working in healthy, welcoming spaces; well-commissioned, well-run buildings have been linked to improved staff productivity and wellbeing.
Why is collaboration between owners and tenants so important?
When a landlord and tenant have an open, collaborative relationship and clear expectations about building performance from the beginning, both parties get value. Acting in good faith, they also:
The guide has clauses related to Green Star (an independent rating system that assesses NZ commercial buildings’ environmental aspects) and NABERSNZ (the industry standard for benchmarking and improving NZ office-building energy performance). Green Star clauses can be used to ensure various Green Star ratings are achieved: a Built rating for a new development, or an Interiors rating for an office fit-out. NABERSNZ clauses can require a specific NABERSNZ rating, or even the sharing of NABERSNZ information between tenants and owners.
|Master Classes Coming Up
Looking to upskill? Take advantage of the upcoming FMANZ/AUT Master Classes running in October and November at AUT in Auckland.
Professional & Team Leadership
This Master Class will be run over two days - 2 & 30 October - and is aimed at anyone wanting to gain an understanding of professional and team management issues in FM.
Cost: FMANZ Members $800 + GST; Non-members $950 + GST.
CLICK HERE TO REGISTER
On successful completion of this Master Class, you will have improved your:
Leadership, Strategy & Change Management
This Master Class will run over two days on 6 & 27 November.
Participants will develop a better understanding of leadership, strategy and change management issues in an FM context.
Cost: FMANZ Members $800 + GST; Non-members $950 + GST.
CLICK HERE TO REGISTER
On successful completion of this Master Class, you will be able to:
Making the Most of Offers and Counter-Offers
You’ve had enough of your job and have decided to look for a new one … but then your manager presents you with an attractive counter-offer. Should you stay or should you go? Jenny Luo, Senior Consultant - Property at Michael Page International, has some advice on key questions to ask yourself before making your decision.
Building a career in the FM industry requires a lot of resilience. It can feel like your stakeholders only ever come to you if something is breaking or has already broken. When was the last time you received a thank you because the HVAC worked perfectly the whole day? It’s inevitable you’ll have one of those days when you feel extremely disengaged – in simple terms: “I’m done with this; I quit, I need a new job”.
In 2015, we have seen offers that increase candidate salaries by $5,000 to $40,000 and counter offers ranging anywhere from $5,000 to $30,000 more than the original offer. A lot of FM job candidates are confused by this lively market and can easily be swayed either way by the dollar value alone. The list of questions below will help you assess an offer or a counter-offer in full, to ensure you’re not just getting swayed by money, and that the offer you accept is the one that continues to progress your FM career. Don’t forget – in a skill-short industry, your experience and exposure are more valuable than you think.
Key questions to ask yourself
What were the reasons you were looking for a change in the first place? Have these underlying problems been solved or at least addressed? The top frustrations we hear every day include no career progression, lack of recognition, limited FM understanding from managers or stakeholders, frustration with processes, boredom with the building portfolio… Is more money going to change any of this? We know that 60% of candidates who accept a counter-offer are back job-hunting within six to 12 months. Your issues will not go away just because you’re being paid more.
Let’s examine these frustrations in a little more detail:
Career progression: A career move needs to make sense in the long term. Will this offer or counter-offer limit you in the future? Do you still have scope to progress or are you now at the top of this salary banding?
Recognition: Are your current employers telling you how valuable you are because they can't be bothered dealing with the hassle of having to train someone new, or are you actually valued? If you are irreplaceable why didn’t they offer you a better package before? Have they given you a fancy new title to appease you?
FM understanding: Does the new business you’re moving to truly understand what you do, how you do it and what you’re capable of doing in the future? Do they intend to further grow the FM function? And if they say they do, how do they intend to do it.
Challenges: Is it “same problems, different building” or does the opportunity actually offer wider skill development?
If you’re taking an offer purely for financial reasons … Congratulations, you’ve achieved your goal. But here’s something else to think about – with the demand we are seeing, if you could get one offer, you could probably get another one quite easily too. What happens if six months down the line another employer offers you even more money? Are you going to move again? There’s a line where job satisfaction becomes more important than salary – it is up to you to decide where that line is.
The New Zealand FM skills market is limited enough as it is; our aim is to keep building and developing the skills that exist in the market, so the industry as a whole can mature. Every career move should sharpen your expertise, further your experience and widen your exposure. The dollar figure should be the icing on the cake. And remember - everybody loves cake but only a few of us can stomach eating icing by the bowlful.
Jenny is happy to offer advice to FMANZ members - phone 09 3548129 or email firstname.lastname@example.org.
August Breakfast Seminar: Seeing is Believing
‘From Disney to the Catholic Diocese of Christchurch: How does FM in NZ compare to the UK and US?’
Don’t miss out on this presentation by Keith Beal, Property and Development Manager for the Catholic Diocese of Christchurch. Keith has over 25 years’ international experience, directing a wide range of high profile capital projects including three major projects for the BBC, seven operational start-ups for Disney and a revised master plan for a UK University.
Keith will look at how FM in NZ compares with FM practice overseas; explore new developments in international FM, as an indicator of where FM in NZ might be heading; discuss the lack of investment in assets and Kiwi attitudes to cost ownership; and address the issues of scalability and market maturity.
Plus: What factors limit New Zealand Facilities Managers from adopting overseas strategies and how do we need to change?
Wellington: 14 August
Auckland: 21 August
Christchurch: 28 August
To find out more or to register, click here.
Speaking of events...
Also really well-received was the series of June Breakfast Seminars which Rosemary Killip from BuildingNetworks presented. Entitled 'What you need to know about commercial building projects', the seminars were held in Auckland, Hamilton, Wellington and Christchurch to celebrate World FM Day. Read the first of a regular column by Rosemary, below.
FMANZ members at the June breakfast seminar in Christchurch
Exploring the FM Market in NZ
FMANZ welcomes Astrid Bruursema to New Zealand. Currently in her fourth year of a Bachelor of Facility Management at the Hanze University of Applied Sciences in Groningen, the Netherlands, Astrid is here until the end of December undertaking her graduation project in collaboration with FMANZ and Auckland University of Technology (AUT).
Jack Crutzen adds: “This piece of research will not only be beneficial in strengthening FMANZ’s strategic development but it will also strengthen the research partnership between AUT and Hanze. I’m sure FMANZ will gain insights into how we can evolve in creating best value for our members and sponsors.”
Astrid is majoring in Hospitality in Business and during her studies she has completed a number of research projects. Her most recent project was about Change Management at the campus of the Hanze University, whose facilities cater for over 20,000 students. “The main problem the campus was dealing with was a lack of knowledge sharing,” explains Astrid. “I wrote a research plan about the most important problems and I formulated fresh ideas to improve the campus.”
This is Astrid’s second visit to New Zealand; between September 2014 and February 2015 she completed her management internship at Nomads, a backpackers’ hostel in the centre of Auckland. “I really enjoyed my stay in Auckland and it was great to work with young people in a dynamic area,” she says. “I had the chance to discover the country as well, which was amazing!
“I am so looking forward to visiting beautiful New Zealand again.”
Astrid’s email is email@example.com
At the Helm of a 365 Day-A-Year Facility
Stuart Hindley is the Facility and Site Manager / HSE Officer for Snowplanet Ltd, New Zealand's only all-year indoor snow resort, situated on Auckland’s North Shore. He has been in this role for just over five years, and heads a small internal team of maintenance staff as well as the HSE committee. He also sits on Snowplanet’s executive management team.
Facility management to me means being able to deliver facilities that can be used to their full potential by any part of the business. The facility should be well maintained and ready for operation with no disruption to the core business. I believe that facility management is also about having the ability to make improvements and change the company’s infrastructure whilst ensuring all operations continue seamlessly.
What is a typical day like for you?
Ha-ha - a typical day, I am not sure there is one within the nature of our business is there? On a daily basis I work very closely with my Maintenance Manager, General Manager, Resort Manager, Ski & Board School Manager, as well as on-going communications with the Marketing and Food & Beverage teams. This involves getting a full up date from the previous night’s operations both during business and after business hours when the maintenance crew are in operation, a review of upcoming operations, events both on and off snow, large group bookings as well as facility and snow slope requirements. After this there is the Health and Safety review from the day before followed by current, previous and future facility projects to review and plan. Then throw into the mix contractor management, energy management, financial management, business development, facility administration and product quality control, and you have a somewhat typical day.
What are some of the challenges of your job/your organisation from an FM point of view?
The unique type of facility that I manage and the amount of different fields that it crosses over means that you constantly have to be up to speed with the status of codes of practice, far more than say a hospitality or office environment. The fact that the business side of our facility is 365 days a year, and the maintenance aspect 24 hours a day means organisation and communication is key, as there is no room for error or downtime of key machinery. Every aspect must be planned and executed to a strict timeline; should the unexpected happen then you need to have the relevant plans in place to get you back online without any interruption to the day to day business operations.
What’s the most interesting element of your job/your organisation from an FM perspective?
I would say the most interesting element of my job is the amount of different people I have to communicate with from all different aspects of life and business. I can go from discussing our core product with a teenage customer or experienced ski racer to sitting down with our GM to discuss future business plans within the space of 10 minutes. It is our unique facility that enables me to do this as I have to listen to everyone’s opinion in order to be able to deliver a product and facility that will meet the requirements of our customers and stakeholders.
What are some of the things you like most about your job/about working in FM?
I personally enjoy being able to look at the faces of the customers that come to enjoy our facility and what it offers. Facility management can be seen as a thankless task, because 95% of what we do is never seen, and understood even less. I take great pride in knowing that my internal team, contractors and myself have done our job to a high degree of competency. This is reflected by many people - both internally and externally - that use the facility with a smile on their face.
What do you think are the most important skills required to carry out your job?
Great communication, calm under pressure, organisation and the ability to adapt to any situation are all key skills. It is also very important to want to continue to learn and better yourself and the knowledge of your environment whether that is retail, real estate, snow or administration, you must want to remain at the forefront of emerging practices.
Many FMs describe themselves as ‘accidental’ Facilities Managers. How did you get into facilities management?
I again would fall into the accidental category. I have a very strong hands-on background from computer engineering through to heavy equipment, marine and road transport technician. I first started getting involved in building systems through backup generators and then moved into operations management. I started working for Snowplanet as the Maintenance Manager and then my role progressed from there by learning about all the different aspects within the business.
What is your proudest accomplishment in your career to date?
I think not ever failing to open the facility for business or closing the doors due to an operational concern makes me proud. Being able to deal with whatever happens whilst constantly making improvements in a unique business that operates 365 days a year and 24 hours a day I feel is a good achievement. I have to point out that my achievements are a reflection of the team that I am very proud to lead.
Pay attention to the little things, listen to all areas of the business, build good working relationships internally and externally, talk to your end users, whether they are staff, customers or tenants, and most importantly be seen and be engaging around your facility. You cannot successfully manage a facility unless you are familiar with it; do not be afraid to get hands-on.
When you’re not at work, what do you enjoy doing?
When I’m not at work I enjoy getting out and about with my wife in our beautiful country where there are no walls to restrict us. I enjoy hunting and fishing, riding my motorbike and also mixed martial arts.
Snowplanet restaurant at Christmas
Educate Yourself With the World's Great Thinkers
Tony Robbins, an expert in leadership psychology, gives us more insight in his talk, ‘Why we do what we do’. Robbins has written some very interesting books on personal leadership and the use of Neuro-Linguistic Programming techniques. I gained a lot of insights from his work and consider several of his books to be must-reads.
Banking on a Prime Position in Christchurch
Green Roofs and Walls - A Passing Fad or Here to Stay?
Richard Furniss, Director of Inscape Ltd, takes a look at green roofs and walls and asks if they’re a passing fad, or sustainable features that are here to stay.
The greening of urban landscapes is gaining increasing momentum. Councils can no longer be relied upon to create public space for tenants and urban dwellers and building owners and Facilities Managers need to provide users with green open space and landscapes. So it pays to understand the many choices available to you and ensure you incorporate some green into your buildings, from pots, to roofs to walls. Building users want it and soon councils and local governments will demand it to help reduce their funding of infrastructure costs.
A few of us from Inscape recently attended the World Green Infrastructure Congress in Sydney and also visited some cities around the world to view different approaches to green architecture.
The major theme behind the congress was green roofs and their impact on urban environments. Many of the participants were policy makers and researchers sharing and discussing trends. Training workshops were held and attended with four Inscape staff qualifying with green roofs and green walls certification.
A major focus of the congress was building support from policy makers and urban planners to make green roofs mandatory for all new buildings.
Please refer Inscape's green roof website for more information.
Two of the principal benefits that local authorities and building owners derive from green roofs are:
Green roofs are on a horizontal plane and so are easy to work on and maintain and enhance public experiences and enjoyment.
Green walls also featured at the congress where they were being presented as a way to contribute aesthetically to urban environments. Please refer to our green wall website for more information.
Two principal benefits of green walls are:
The motivation behind central and local governments in other countries pushing for green roofs and walls is to make cities more appealing to their users and visitors. The goal of creating the most ‘liveable cities’ drives this, as well as economic and social benefits. The Singapore Government has been driving this change with a 50% subsidy for green walls and green roofs for over five years. They have gained 20% more open space over the past 20 years even though their population has grown from 1.7 million in 1960 to 3.5 million in 1995 to 5.5 million in 2014.
There has been a proliferation of systems and concepts for both green walls and green roofs, Germany being the principal catalyst behind the green roof movement and France being the main driver behind the green wall movement. Currently a horizontal surface is easier to maintain and install. It also has greater durability for roof membrane protection and reducing the heat Island effect of thermal mass. This is particularly important in hot climates and high summer.
Look out your office window and imagine how it would be if all the roofs were green. Would this appeal to you and create a softer, happier cityscape?
Currently the big debate in green walls is between synthetic systems and soil based solutions. The verdict is still out, but we favour soil-based solutions as they are both sustainable and ecologically sound.
The earliest system - a patented Felt system that used large quantities of water - is being displaced with lightweight systems that have less intensity on the load bearing walls. Many systems are now using a foam which recirculates water and a nutrient solution; this provides all the plants’ nutritional requirements as well as providing a root support structure. The alternative systems use pockets, trays and soil medium (often called 'engineered mixes' as these contain a variety of lightweight fillers to reduce the weight and improve porosity). A plus for the soil based systems is that they possess the mycorrhiza bacteria that break down the VOC’s – very beneficial; little work has been done on the hydroponic based systems and their benefits. To find out more, click here.
Operating costs need to be considered as different systems have different cost profiles, but our preference is for soil based solutions as these offer the known benefits of soil and we feel will be most enduring long term.
System failures are a reality of design so it is important to consider these elements early in the design phase. Access to water, power supplies and drainage are all essential elements of the design. Maintenance regimes and access are also important.
Green Screens/ Living Facades
There are many types of green screens, and these are often confused with living walls.
The key difference is with a green façade or green is the plants are trained or designed to take the vegetation either up or down a structure; most often up.
This can achieve the same effect for a significantly smaller capital cost and smaller operating cost.
One Central Park
This building is a combination of Office Residential mix in Central Sydney.
The ITE Headquarters and College Central in Ang Mo Kio, Singapore Elmich Singapore
has just completed the largest green wall installation in the world.
The ITE Headquarters and College Central in Ang Mo Kio, Singapore has been transformed into facades of living green vegetation, which cover the internal and external walls of nine campus blocks and the roofs of three campus blocks. Standing at 35m tall and totalling 5,300 m2, the project aimed to fulfil the college’s eco-initiative to create an environment conducive to learning.
The system comprises Vertical Greening Modules (VGM®) containing a geotextile bag filled with EnviroMix® GW (a primarily inorganic lightweight planting media) anchored onto stainless steel pilasters. An automated irrigation system delivers water and nutrients directly to plant roots to ensure healthy plant growth. Elmich VGM® Green Wall system is a highly engineered architectural living wall system utilising UV-stabilised plastic modules and stainless steel support brackets and pilasters that enable easy mounting and dismounting of VGMs during installation and maintenance. The system is certified to withstand wind uplift from various directions at 110km/h with no noticeable damage. Extremely versatile, the VGM modules were also easily adapted to accommodate the demanding design requirements of the project.
Green roofs come in three standard variations, these all depend on media depth.
They are defined as Intensive, Semi Intensive and Extensive; the Intensive green roof systems being from 50cm depth and greater. These are normally done as a new build due to weight loading and engineering design requirements. Lighter weight systems can be employed for retrofits which have lower weight loadings.
Inscape has been maintaining these Auckland sites for over 10 years and has replanted and repaired most of the sites over this time. To find out more about Inscape sites, click here.
To find out more about green roofs and walls, contact Richard Furniss, Director – Inscape Ltd, firstname.lastname@example.org, +64 21 2240064 or go to www.inscape.net.nz
Major shop fits-outs and new builds require building consents. In public buildings it is imperative that this building work is signed off with a Code Compliance Certificate (CCC). Without a CCC a temporary certificate for public use can be used - however it is only temporary.
Who cares and what does it matter if there are outstanding consents?
Facilities Managers in the Making
These students all have work experience as engineers, architects and the like, and want to obtain a Masters degree in either Construction Management or in Engineering Project Management. This is the second year this paper has being offered. Last year 30 students attended; this year 41 students have so far enrolled.
The first two days introduced students to the principles of Asset and Facilities Management (as taught in one of the FMANZ Master Classes). Additionally students will have to conduct research and FMANZ board members will be invited to give feedback on students’ poster presentations in September. The best posters will also be presented at one of the FMANZ breakfast sessions in Auckland.
Most of the chosen research topics have industry relevance. For example, one team will conduct research on green innovations in the built environment. Another team will try and compare best FM-practices over three New Zealand industries, and another will investigate benefits of early FM involvement in the design phase of commercial properties.
The second day saw the first of a series of three guest lectures from industry practitioners. In the first guest lecture, Jack Crutzen from PRISMA Facilities Management focussed on the competencies a modern Facilities Manager needs and what it takes to pursue a career in FM. As the majority of the students have a technical background he also discussed differences between FM and Asset Management. Jack also talked about some of the future trends and developments the students may face and how they can shape their career path by focussing on the “why” and less on the “what” or “how”. This is in line with Simon Sinek’s Golden Circle. As potential future leaders in the field of FM and AM, the AUT students received in-depth insights into some of the career opportunities and challenges they can expect.
The students very much enjoyed the interaction with Jack and acquired some useful industry insights on top of the theoretical knowledge they had gained.
As an FMANZ board member responsible for Education, Jack also told them about FMANZ's new student membership. Several students showed interest and plan to join up.
The Development of FM Professionals in NZ
|Erwin Losekoot from the School of Hospitality & Tourism at AUT flew to Scotland in June to present a research paper he co-wrote with FMANZ’s Jack Crutzen (PRISMA Facilities Management) and Anne Staal from AUT. Titled ‘FM Kiwi-style: The development of FM professionals in New Zealand’, Erwin presented the paper at the EuroFM Research Conference in Glasgow.
Here, he shares a summary of the research.
For a copy of the complete research paper, click here. To see Erwin's Powerpoint presentation, click here.
As a company that takes sustainability seriously, it is perhaps no surprise that Meridian chose a modern 5-Star Green Star-rated building for its new Auckland office. Since the end of March, the team has been filling up the space on Level 3 of the Quad 5 building in the Auckland Airport business hub, The Precinct. Previously, Auckland staff members worked out of a modest office on Carbine Road.
The new building has exposed thermal mass to help even out temperature fluctuations during summer and winter. Concrete precast panels with a high recycled content and light-coloured roofing material reflect heat, and also reduce heat gain within the building. As well as being more environmentally friendly, Meridian says it's a much more presentable office to host customer meetings, and is well located for visitors flying into and out of the airport. Meridian Key Account Manager Lynne Sutton says, “Having a new Auckland office enables us to grow our presence here in residential and business markets.”
The new Auckland office also provides an alternative base for essential retail operations in the event of an emergency situation in either Christchurch or Wellington.
If you would like to talk to someone at Meridian, call your account manager. If you’re not a customer or don’t have an account manager, please contact Lynne Sutton at email@example.com.
Robyn Pearce (aka ‘The Time Queen’) on the power of the mind.
A client on one of my Sydney courses shared with the group how he'd changed the culture of his company from one of 'we've got SO much to do that we have to work long hours' to 'we manage our load effectively and profitably within reasonable hours.'
He was the owner of a very busy printing business and until about two years earlier had constantly left work about 8pm, due to the work load. His staff of 10 also worked really long hours.
Just before his first baby was due, he had an epiphany. It struck him that if he was ever to see his coming child he needed to change his ways. He was also a keen sailor but at the time frustrated with how seldom he got out on the water. Instead, his boat was growing weed and barnacles as it languished in the marina.
Hard on the heels of this introspection came the awareness that if the work hours were having a negative impact on him, his staff might also be having problems.
With some anxiety about a possible loss of income he decided he had to put a stop to the long hours.
'From now on we all leave the premises by 6pm, me included,' he announced one day.
The result was startling. Not only did people get their work done by 6pm but the profitability of the firm increased. What they all realised was that, when they had less hours in which to get the work done, they were focused and worked more efficiently. Also, because everyone had more free time they came into work rested and fresh.
The power of our words
There's also a further element to this scenario - the power of the words out of our mouth. Previously he'd said, 'We have to work late. There's so much work that long hours is the only way to keep on top of it.' The new phrase became, 'We do our work within an 8-9 hour work day, efficiently and profitably. We leave work by 6pm at the latest, knowing that we've done our best.'
How often do you hear people say things like: 'I'm flat out with all the work on', 'I've hardly time to think', 'I have to work long hours to keep up' or 'There are never enough hours in the day'?
At first listening, it sounds positive. After all, if we're really busy we're probably making money and we all want to know our income is secure. For many, an abundance of work equals income. But what is the long-term result of this kind of conversation?
Our language is powerful. When we tell ourselves and everyone around us that we don't have enough time or we're too busy or too tired or exhausted (any variation will do!), that message becomes part of a loop between our speech and our subconscious. The trusty subconscious says, 'You want tired, or too much to do, or hardly time to think? OK, I'll organise that for you. Coming right up.'
James Allen in his classic little essay, As a man thinketh, written in 1902 and still available in bookshops today, has devoted his whole essay to the topic. Here's just one quote: 'The outer world of circumstance shapes itself to the inner world of thought, and both pleasant and unpleasant external conditions are factors, which make for the ultimate good of the individual.'
Here's to enjoying work and watching our words!
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