FM Summit in Retrospect
It is hard to realise that our FM Summit is over for another year - not so surprising as this complex event takes close to 10 months of preparation. This involves planning and finalising our content and speakers, promoting the Summit, overseeing logistics, and securing sponsors and exhibitors. Finally it is about delivering a great experience for all of those involved – particularly the Association’s members and sponsors. We have had an overwhelmingly positive response to FM Summit 2016. Thanks for your support. Congratulations to our inaugural FM award winners - Greg Wilder (Jones Lang LaSalle), winner of the Brian Happy Award for Facilities Manager of the Year, and Gareth Ramson (ISS Facility Services), winner of the Young Achiever of the Year Award.
The Association’s Constitution, although unlikely to be top of mind, is nevertheless the foundation document for the Association’s governance. FMANZ is an Incorporated Society. There are thought to be some 23,000 of these in New Zealand - spanning a very wide range of interests and purposes. The sector is often referred to as ‘not-for-profit,’ and sits alongside the ‘private’ and ‘public’ sectors.
The Incorporated Societies Act 1908 has clearly been in place for a very long time, and has been subject to few amendments. Among other things the current Act lacks guidance about the obligations of those running societies, and about how disputes within societies should be dealt with. Following extensive review, there is now an Exposure Draft of the Incorporated Societies Bill.
FMANZ has undertaken a full review of its Constitution in the light of these changes. The Board has recently approved alterations to the Association’s Constitution and this can be seen here. Please provide any feedback by email to Sascha Brooks by emailing email@example.com. The new Constitution will be presented formally on August 18 at the Association’s AGM for approval by members.
Australia and New Zealand – Getting Closer
We were fortunate to host Nicholas Burt, Chief Executive of the Facility Management Association of Australia (FMA), at FM Summit 2016. During this time there were very positive discussions as to how FMANZ and FMA can achieve greater collaboration. We will be exploring several possibilities in the coming months and these should benefit both organisations – which fortunately have closely aligned strategic plans. In the meantime, FMANZ will continue to support and promote the FMA’s Diploma of Facilities Management. This valuable qualification, as many of you will know, has now been significantly improved and made more affordable – more information here.
A Sad Farewell
Many of you will have met Anne Stall over the past two years. Anne has been attached to AUT where he has been lecturing, while completing his PhD. He is soon to return to Hanze University of Applied Sciences in the Netherlands, where he is a Senior Lecturer.
In New Zealand Anne has been instrumental in establishing the AUT/FMANZ series of Master Classes while also contributing to developing FM education at AUT. Anne has been a delight to work with and made a major contribution to FM education.
Haere râ. May you return here once more.
Chief Executive, FMANZ
Two Days of Networking & Knowledge-Building
Congratulations to John Braithwaite and the team at Services Resources who took away this year's Rod Emmerson cartoon - that makes a collection of three for their wall - a veritable gallery! The framed original was auctioned off by MC Jaquie Brown at the Gala Dinner, with money raised going to the FMANZ Foundation.
Smiles All Round!
BACK TO TOP
Greg Wilder from Jones Lang LaSalle - the Brian Happy Facilities Manager of the Year 2016
Gareth Ramson from ISS Facility Services - FMANZ Young Achiever of the Year
Finally, congratulations to Stella Green and Peter Lord who were awarded FMANZ Fellowship Awards at the Gala Dinner, in recognition of their depth and longevity of service to the Association.
Stella Green - FMANZ Fellow
Peter Lord receiving his FMANZ Fellowship Award
Mark Thursday 18 August in your diary. The FMANZ AGM will be held that evening in Auckland and livestreamed around the country, with simultaneous gatherings in main centres. Venues and start time to be advised. We will send details of Board vacancies out to members via email in the next few weeks.
The Association's new Constitution will be adopted during the AGM. To read the recently-revised Constitution, click here. Please email any feedback to Sascha at firstname.lastname@example.org by 18 July.
FMANZ Short and Long From Agreements have been prepared for use for contracts requiring planned preventative maintenance service. The conditions and the forms have been prepared to accommodate a wide range of services and buildings. The conditions of contract are intended to be amended in a manner to suit the parties' particular requirements, by use of the special conditions. Unlike many contracts Facilities Manages have to deal with, where you have to read more than 20 pages of small print to know what the contract is about, the FMANZ Agreements have most of the key information you need to know in the first eight pages. All the legal clauses are in the back section of the contract, for use if there are business relationship problems.
These agreements can be downloaded from the FMANZ website or by clicking here.
Situations Vacant: There are a number of jobs advertised on our website. Take a look here.
National Breakfast Seminars
Don't miss the upcoming National Breakfast Seminars, presented by David White, Director of the Government Property Group (formerly PMCoE).
Public Property - Challenges and Opportunities for FM in Government
When? Wellington - Friday 10 June; Auckland - Friday 17 June (livestreamed); Christchurch - Friday 24 June; Waikato/BOP - Friday 1 July. For more information and to register, click here.
David will outline the scope and scale of FM within government, and the operating frameworks, upcoming work streams, and challenges for FM in the government context. How can we create an appreciation of the importance of the workplace as more than a cost to be minimised? How do we sell the effectiveness story - that ‘place’ can impact on productivity, employee wellbeing, employee retention and culture? And – crucially - how can we measure this impact?
FMANZ-AUT Master Classes
The Leadership, Strategy & Change Management AUT-FMANZ Master Class is being held in Wellington over two Fridays - 10 June & 1 July. Click here for more information or to register.
This will be followed by the Procurement & Supplier Management Master Class in Auckland on 29 July & 19 August.
|Astrid Bruursema from Hanze University of Applied Sciences in The Netherlands spent six months in New Zealand last year undertaking a graduate research project to answer the question, 'What is the best way for FMANZ to expand the FM segments and the number of members in New Zealand?' For those of you who didn't get to hear Astrid present her findings at the FM Summit, see below for a summary. Please email Sara at email@example.com if you would like a copy of Astrid's research report.|
Councils Add Social Value to Deals
English councils are now more likely than ever to consider social value in commissioning, according to research published this week. Procuring For Good, published by Social Enterprise UK, reveals that one in three councils in England “routinely consider social value in their procurement and commissioning,” and one quarter of councils have a social value policy. Read more here.
How to Evaluate Life Cycle Costs in FM
One of the most important tasks of facilities managers is to identify the best and most cost-effective solutions to specific problems. Want to know how to use life-cycle cost analysis to identify the best solution covering all of your pain points? Read this report by ISS.
The Health Benefits of Green Buildings
Read about the ground-breaking study, conducted at Syracuse Center of Excellence in collaboration with Harvard University, Upstate Medical University, and Syracuse University, that simulated indoor environmental quality conditions in Green and Conventional buildings to evaluate the impact on the cognitive functions and performance of office workers.
Challenges and Opportunities in FM
Read about a recent Canon survey, “Achieving Service Excellence: Facilities Management Challenges and Opportunities in 2016,” designed to help FM professionals better clarify opportunities as well as give executives a chance to share their most urgent priorities and uncover what approaches might help drive excellence in delivering facilities support services. You can download the report here.
True Value of the WorkplaceA new project that seeks to ensure business leaders fully understand the contribution of the workplace to organisational performance has been launched at BIFM’s annual ThinkFM conference. Find out more here.
Presenteeism Can Aid RecoveryThe workplace can have a beneficial effect on rehabilitation and recovery, even for workers with serious health conditions, according to a new report. Presenteeism: A Review of Current Thinking, published by the Institute for Employment Studies (IES), challenges the idea that workers must be 100 per cent fit before going back to work and argues that the workplace can have a beneficial effect on rehabilitation and recovery. Read more here.
LED Report Casts Light on Effects
Human reaction to light sources should be a primary factor in deciding to deploy them, not just efficiency or cost, according to a report about people’s responses to LED lighting.
Orange Revolution: How the Dutch Do FMAs we're well aware, the Netherlands is having no trouble luring an influx of young people into facilities management with innovations such as activity-based working and a service-led focus boosting its profile. Discover what it is that sets the Dutch art of FM apart in this interesting article.
Zeroing in on Energy Efficiency
Biophilic Design in the Workplace
Workplace environments impact how we feel, perform and interact with others. That is why focusing on spaces that support the well-being, creativity and productivity of employees has become a global imperative. People’s connection to nature – biophilia – is an emerging field that can help organisations meet that challenge. Find out more about biophilic design here.
|Smart Buildings Trending Now
Strategic discussions and sessions at the recent 2016 Building Energy Summit indicated important trends in energy management and smart buildings, noteworthy as facilities managers determine where to focus limited time and resources. Learn more here.
The International Facility Management Association (IFMA) is set to collaborate with the Royal Institute of Chartered Surveyors (RICS) in a move to further support facilities managers globally. Citing fragmented existing support for the global FM community, IFMA says that an IFMA-RICS collaboration will provide tools to help “harness the power of strategic FM services”. Read more here.
There is a dizzying number of acronyms in the FM industry - how many do you know?
Test yourself with these five (scroll down to see the answers):
Cleaning - an Essential Component of Good FM
City Cleaning Services is a loyal and long-time sponsor of FMANZ. We caught up with Mike Mulholland, General Manager HR & Compliance, for a Q&A on some of the issues in the cleaning industry that FM professionals should be aware of, particularly around employment relations and health and safety. With a law background and extensive experience in the HR/HSE space, Mike is responsible for ensuring compliance with occupational health & safety, environmental, equal employment opportunity, industrial relations, and other legislative requirements or corporate policies and procedures.
You worked for Danish-led ISS before moving to City Cleaning Services. Do you think cleaning and the soft services generally are regarded differently overseas, particularly in Europe?
My observation is that cleaning and FM generally are perceived differently in Europe. In Europe Facilities Management is a specific field of tertiary study with university qualifications available in FM. Within those qualifications are compulsory units in soft services. This reflects the realisation that the soft services are an integral part of the overall FM offering and that as such they need to be delivered and managed in a professional manner. New Zealand has grown up differently with cleaning a stand-alone service and FM only recently establishing itself as a profession in its own right. No tertiary institution currently offers an FM qualification in New Zealand, much less any soft services units, though we believe this may soon be addressed. When you consider that most FM people in New Zealand have come into the industry through either the property management or trades services route it is no surprise that in New Zealand cleaning has been late to gain recognition as part of FM.
Can you give us a snapshot of the cleaning industry in NZ?
In September 2015 the BSCNZ with Careerforce ITO commissioned a comprehensive survey with Perceptive Research. On last count there are 40,476 cleaners employed in New Zealand. In 2008 the number was at 30,000. 26% of cleaners are employed in Auckland, followed by Canterbury at 15%. Women dominate the industry however growth is male dominated. Over 80% of cleaners work in the private sector. The perception is that the industry is dominated by large international contracting companies but the combined employee totals of those companies plus those of the major New Zealand companies such as City Cleaning still falls a long way short of the 40,476 total. Many cleaners are directly employed in schools, hospitality and public sector organisations such as DHBs, or self-employed. As in other parts of the world, cleaning draws fairly heavily on transitory and migrant workforces.
What are some of the issues, changes and challenges facing the cleaning industry?
I have a HR focus so my view on what the issues could be skewed, but it’s inescapable that the cleaning industry is highly people-intensive and logical that the burning issues will relate to the recruitment, safety, training, remuneration, management and retention of people.
Is the new legislation around minimum wage and zero hour contracts part of these challenges?
No. That’s one area that isn’t a problem! It’s a misconception that cleaning is a minimum wage industry. BSCNZ members are signatories to a multi-employer collective agreement with the E Tu Union (previously SWFU). This document provides a minimum wage rate that maintains a reasonable margin on the adult minimum wage. Actual paid rates are market driven and based on geography and skills requirements. Contrast this with retail, FMCG and fast foods who are the real minimum wage payers, and incidentally where the concern about zero hour contracts came from.
BSCNZ members do not and did not operate zero hour contracts. It is acceptable and common to have employment agreements that feature variable hours but the defining feature of a zero hour contract, that is now unlawful, was that the person was obliged to be available to work without compensation if work was then not offered.
The really interesting thing about the whole zero hour issue was the reaction from government agencies who were extremely concerned to think that unconscionable employment practices could be taking place within their contracts. The sensitivity of our corporate and public sector clients to reputational damage should not be underestimated. If you consider a client such as MBIE which encompasses Worksafe NZ, The Labour Inspectorate, Immigration NZ and the Mediation Service you have huge scope for embarrassment. There are significant reputational risks in terms of safety, employment practices, immigration, and industrial relations that need to be effectively managed by the cleaning contractor, and FM should assure itself that their provider is across this.
You have particular specialist knowledge of Part 6A of the Employment Relations Act – can you tell us what Part 6A is about and how it affects FM professionals?
Part 6A would justify its own article but stay with me as I attempt an overview! This is more commonly known as the Transfer of Undertakings for vulnerable employees. In a nutshell, Part 6A of the Act gives certain defined categories of employees (including cleaning staff) the right to transfer their employment from their current employer to a new employer when there is a ‘restructuring’ as defined in the Act. Broadly this includes a contracting out scenario (in-house cleaners transfer to a contractor), a subsequent contracting scenario (cleaners employed by a contractor transfer to the new contractor) and a contracting in scenario (contracted cleaners transfer their employment back to the client).
The right to transfer is on the employee’s existing terms and conditions of employment and applies whether or not the incoming employer wants the staff. Leave balances transfer to the incoming employer and are paid across on behalf of the staff by the outgoing employer.
Employers who employ 19 or fewer staff can claim an exemption from Part 6A however this is very tricky. Firstly most franchised cleaning businesses are captured by an ‘associated persons’ rule and are not regarded as employing 19 or fewer staff. Secondly, an employer who genuinely employs 19 or fewer staff is required to satisfy stringent procedural requirements at the time of tendering and again at the time of contract award. If they have not met these requirements the exemption fails and they must comply with Part 6A.
If, following the transfer of staff to the new employer, the staff are surplus, the new employer must follow a full restructuring process. Staff surplus must be dealt with under the provisions of the employees’ transferred employment agreement, which may include redundancy payment payable by the new employer, and if the employee’s agreement is silent on redundancy then the staff are entitled to go to the Employment Relations Authority to have redundancy entitlements determined.
In practice Part 6A now works pretty well as a result of the practical approach originally taken by BSCNZ members. The original legislation was unworkable, however in the spirit of enlightened self-interest the BSCNZ developed its own working protocols to give effect to the intent of the legislation and achieve cooperation between businesses who are at the end of the day, competitors. We presented these protocols as recommendations to the Transport and Industrial Relations Select Committee when Part 6A was reviewed and most of our recommendations were incorporated as amendments.
While Part 6A can seem onerous it is about protecting vulnerable staff who would not otherwise enjoy any kind of job security. The obvious criticism is that it protects non performing staff and if they had performed they might not have lost the contract. The answer to this is that the performance of the cleaners is more a reflection on the performance of the company employing, training, supervising and supporting them.
In summary, here are a few things for FM to think about in relation to Part 6A:
What about the new Health & Safety legislation as it relates to the cleaning industry and FM – anything specific our members need to be aware of?
There are a few things.
Obviously the importance of contractor management to you and your clients will not have gone unnoticed. Cleaning businesses who have achieved the ACC WSMP Tertiary standard will be well positioned, but the new Act has a focus on risk management rather than hazard management and contractors should be across the relationship between hazards and risk, and have this reflected in their policies and procedures.
One of the concepts that needs to be embraced is the requirement for PCBUs who share H&S duties to consult with each other in relation to those duties. A cleaning business operating in a client’s premises, the client who operates the premises and the FM representing them have shared responsibility to manage risk in relation to the workplace. I foresee a greater level of consultation in the development of contract H&S management plans where clients will be involved to a much greater extent.
Here are a few issues we have already addressed:
The first batch of regulations made pursuant to the new Act contain a requirement to ensure means of communication for staff working remotely or alone and this will certainly have implications for the industry
A primary focus for you, Mike, at City Cleaning Services has been the co-development and implementation of HSE and L&D initiatives. Can you tell us a bit about that.
Many of the issues that the cleaning industry struggles with are interrelated. Migrant workforces with English as a second language, poor levels of literacy, health and safety initiatives, training, high staff turnover. With the decline in Pacific migration and the corresponding increase in migrants from Asia, India, Africa, and the Middle East, employment dynamics in the cleaning industry are changing. Whereas the previous migrant groups tended to be long term participants in the industry, current migrant groups have different levels of expectation and rapidly move on once they improve their language skills, gain New Zealand work experience and either gain New Zealand qualifications or have their overseas qualifications recognised. Our challenge if we are to retain these people is to provide a career path through to management that will meet both their needs and ours.
Our other challenge was to grow managers from within who embodied our culture rather than recycling managers from other competitors in the industry who may or may not be ready to embrace new ideas. Our starting point was two distinct programmes which we developed in conjunction with our training provider using TEC literacy funding. One is a 20 week workplace literacy programme purely designed to improve written and verbal communication skills. A second 20 week programme is built around workplace communication and first line management skills. This is aimed at existing supervisors and potential workplace leaders. In both cases City Cleaning procedures and forms were integrated as learning materials. While the direct benefits of the courses were predictable we had not realised the extent to which we would gain engagement from the staff who participate, and this is the cherry on the top. Training and development is always a long game, but we have already employed our first salaried manager from within the programme.
In anticipation of the new health and safety legislation we put 40 managers and supervisors through the National Certificate in OH&S at levels 3 and 4. Many of the supervisors who did the level 3 course were staff who had been developed through the earlier literacy programmes.
You’re a member of the Building Services Contractors of New Zealand's (BSCNZ) National Council. What work is the organisation involved with and why is it important?
The BSCNZ is the only trade organisation representing the cleaning sector and it operates a code of conduct to ensure that the highest possible standards of cleaning are maintained. I serve as a member of the Auckland Committee and as a member of the National Management Council. My main contribution is as a member of the HR and Industrial Relations subcommittee. The BSCNZ is active politically and I am involved in the development and delivery of submissions to Government on industry matters, such as Part 6A.
BSCNZ is also a signatory to the Principles For a Sustainable Property Services Industry, drawn up in conjunction with the property council and the SFWU (ETU). BSCNZ is committed to upholding health and safety regulations and ensures the protocols that members follow are best practice, giving customers certainty around the level of cleanliness and hygiene and the security of their premises. BSCNZ members benefit from a Multi-Employer Collective Agreement (MECA) with the unions and settled industrial relations. BSCNZ members are fair employers and they honor their contractual arrangements to the best of their abilities and adhere to the standards required by their clients. Overall, the BSCNZ members collectively work together to raise the importance and the profile of this very important industry. Campaigns like Thank Your Cleaner Day™, the CleanNZ trade show and the BSCNZ CleanSweep™ awards are some of the ways we celebrate our industry together. The Hon. Michael Woodhouse presented the CleenSweep awards this year and this is a clear indication of the confidence the Government has in the BSCNZ.
The Importance of Menschkeit
What does your job with JLL involve?
My primary assignment is as sole onsite facilities manager for Eden Business Park, a large $70M A-grade commercial business park made up of five commercial buildings and a large development lot. It occupies 1.6 ha with a lettable area of 19,069sqm and 775 resident parking spaces. In addition I also handle a large offsite warehouse complete with onsite rail siding.
What does ‘facilities management’ mean to you/your organisation?
JLL is one of the fastest growing Property and Asset Management service providers in the world. It prides itself on the most comprehensive supply chain in the industry, offering its clients a one-stop-shop boutique service providing for every eventuality across the life cycle of a real estate asset.
Facilities management is valued as integral to client loyalty and asset retention. In this way my property manager and I contribute meaningfully to the bigger picture. We work with the owner to streamline the asset to its maximum potential, in profitability, sustainability, aesthetics, technology and ultimately customer experience.
What is a typical day like for you?
Top of the list of duties would be client service. I am essentially the “go-to guy” for all the assets’ landlord-run services. I am kind of the hub of a wheel with the respective tenants’ IFMs. In some cases these IFM duties are handled directly by CFOs, office managers and directors. I think this speaks volumes for the plight of FMANZ and the need for FM advocacy and awareness - but I digress.
My other stakeholders and duties include:
What do you think is the most important skill required to carry out your job?
A Not So Accidental FM'er
Meet ISS's Gareth Ramson, FMANZ's Young Achiever of the Year and Facility Manager for the British High Commission in Wellington.
When I think of my role as a Facility Manager the term ‘Jack of all trades’ comes to mind. Some days I could be working with a contractor on a solution to a building leak and other days I may be refining security assignment instructions, procurement to pest control, staff training to lease negotiations. I could even be relaxing with the client building a relationship.
At a country level I look after the following:
My ultimate goal is to ensure that whomever I work for, wherever I go, I am looked upon as someone approachable and knowledgeable. Someone who will spend the time to help colleagues without question.
What does ‘facilities management’ mean to you/your organisation?
Managing the non-core business functions for a client to allow them to focus on their business without interruption, knowing that they have a safe and functional working environment for their employees and visitors.
We know that for our customers, managing cleaning or maintenance of their facilities is not their expertise, so we take over any functions we can to enable them to effectively run their business. Leveraging off ISS supply chain and knowledge of the industry also generates cost savings for the client; a win-win solution for all involved.
What is a typical day like for you?
I usually start my day with a catch-up with my co-ordinator in the morning, throw around some ideas with operations and discuss things to do for the day/week. Wednesdays I start the day with a toolbox talk with my staff.
I will visit at least two sites a week and visit Auckland sites every two months. Often I can be found onsite signing off permits with contractors or quoting works. There is always an overarching task on the go to work on any spare minute. Something like legionella testing across the portfolio, seismic reviews, project works, incoming officers, property churn, building shutdown cleans etc.
Evenings usually consist of at least one call to Hong Kong to either talk with ISS RFM or client for funding approvals or general business.
What are some of the challenges of your job/your organisation from a facilities management point of view?
Five Things You Need to Know About the New Act
Jennifer Mills, Partner, and Aimee Mackey, from Anthony Harper summarise five key changes in the new Health and Safety at Work Act you should be aware of.
The Health and Safety at Work Act 2015 (the Act) came into force on 4 April 2016 and has significantly altered the landscape of health and safety in employment law. The new regime hosts a compendium of duties which have increased the accountability of employers, as well as various other individuals and entities, to ensure workplace health and safety. In this way, it appears that the regime has addressed the deficiencies which were present in the former health and safety legislation, as illustrated by the Pike River tragedy. Outlined below are five key changes of which those in governance positions across all industries should be well advised.
1 – Duty imposed on persons conducting a business or undertaking
The Act imposes duties on persons conducting a business or undertaking (PCBU) to ensure the health and safety of workers who work for the PCBU. The notion of a PCBU is broad, and embraces employers, principals and other persons in control of a place of work.
Each PCBU will be required to ensure, so far as is reasonably practicable, the health and safety of workers who are employed or engaged by the PCBU and workers whose activities in carrying out work are influenced or directed by the PCBU.
The duty also extends to any other person who comes into the vicinity of a workplace controlled or managed by the PCBU (excluding those at a workplace for an unlawful purpose). This will include, for example, shoppers in a shopping mall, or students at a school. PCBUs should therefore be incentivised to make reasonable efforts to ensure that their workplaces are safe for any person who may come into contact with it.
2 – Multiple duty holders
Given the way the Act is drafted, there will be instances in which there are multiple PCBUs operating in the same space. This is not a 'get out of jail free card'. Rather, duty holders will be required to work together to discharge their duties to the extent that they have the ability to influence or control the risk. This will require them to consult, co-operate and co-ordinate activities.
3 – Due diligence obligations on an "officer"
The legislation introduces the concept of an "officer" of the PCBU, which includes a director, partner, or a person occupying a position that allows the person to exercise significant influence of the management of the business (for example, a chief executive). An officer has an overarching duty to exercise due diligence to ensure that the PCBU complies with its duties under the Act.
The due diligence obligations required of an officer include, for example, to "acquire and keep up-to-date knowledge of work health and safety matters". This highlights the proactive nature of an officer's obligations. Therefore, it will be no excuse for an officer to argue that they had no knowledge of a particular health and safety issue.
4 –Duty of a PCBU to ensure worker participation
Another key point to note about the new legislation is the duty of the PCBU to engage with workers. This requires the PCBU to have practices in place which provide reasonable opportunities for workers to participate in improving work health and safety on an ongoing basis.
Furthermore, the Act introduces the concept of health and safety representatives and committees, the purpose of which is to enable an efficient channel of communication between the workers and the PCBU. However, a PCBU is not required to elect a health and safety representative, nor establish a committee, where the work of a PCBU is carried out by fewer than 20 workers and is not within the scope of any high-risk sector or industry prescribed by the regulations.
It should also be noted that the multi-directional nature of the duties under the Act mean that workers themselves (as well as others at a workplace) have the obligation to take reasonable care for their own safety, and to ensure that their acts or omissions do not adversely affect the health and safety of others.
5 – Increased liability regime
In contemplation of the weaknesses in the old regime, the Act provides added incentive for both companies and individuals to comply with their health and safety obligations. A new tiered liability regime increases the maximum penalty levels to $3 million for companies and $600,000 for individuals, if they have engaged in conduct which was reckless as to the risk death or serious injury or illness to an individual, which has then exposed an individual to that risk.
Whilst the Act will undoubtedly increase compliance costs for employers, it is clear that employers, workers and even members of the general public will benefit from this stringent new regime. Namely, it is at least likely that New Zealand will see less workplace injuries, safer workplaces and a more productive workforce.
Input Needed For Study
A call for survey participants from Anne Staal:
Participants will get a copy of the survey result, and go in a draw to win a book about improving business models - Business Model Generation. The survey is anonymous, but if you’re interested, you are invited to join a roundtable discussion at AUT in Auckland on 24 June. During this discussion, we will talk about procurement and innovation practices of SMEs. Respondents are suggesting that SMEs do manage their innovative suppliers differently from other suppliers. Sharing best-practice is good for the industry. (See my PhD blog for updates).
Thank to those who have already completed the survey. Please contact me if you have any questions or remarks.
Back to Hanze University
My work at AUT is coming to an end; in mid-July I will return to Hanze University in the Netherlands. I have very much enjoyed working closely with FMANZ members and have very much enjoyed the interaction during our FMANZ – AUT master classes. AUT will continue to support these classes. Therefore, in future you will have the opportunity to do some good networking and group learning while also enjoying some of the infamous freshly baked cookies!
Hanze University, AUT and FMANZ will continue to collaborate in exchanging Facilities Management practices and growing the profession. So you may expect some good applied research and hands-on knowledge from us. Please follow my PhD blog or LinkedIn profile for updates.
Anne Staal, LinkedIn: aagstaal, Hanze email: firstname.lastname@example.org.
A Dutch Perspective
With all the talk about the new AUT degree starting next year (more will be revealed in the August e-mag), we thought it would be interesting to chat to Anouk de Wolff, a Dutch FM student currently in NZ, to learn a bit about what she's studying. Anouk is in her third year of the International Facility Management (IFM) Bachelor’s Degree at the Hanze University of Applied Sciences in Groningen. This is a four-year program which requires students to have two internships abroad. (Some of you may have met Anouk at the FM Summit.)
Also, with keeping the company’s ambitions, mission and vision in mind, we needed to come up with advice for a company to meet their needs for corporate housing. In the block “Developing New Services” we looked at entrepreneurship and how to start your own company with your own product or service, which made us take a good look at marketing. As you can see, in the Netherlands FM is more focussed on the soft side of FM. FM is a broad profession and there are so many aspects we need to consider while completing our assignments.
What brings you to NZ?
For my third year Management internship, which I needed to do abroad, I looked at different English-speaking countries. As I am very perfectionistic, I wanted to improve my English in such a way that you are not able to detect an accent when I am speaking. I got an offer from a marketing agency in Auckland, and here I am, as an intern Account Executive focussed on experimental marketing. I am responsible for managing campaigns, road shows, malls and office visits. I am in charge of the schedules for these events, the bookings, and the coordination with clients and reps.
What are your impressions of FM in NZ?
What really stands out to me is that in New Zealand, a facility manager is seen as someone who knows how the air conditioning works. In the Netherlands FM is more focussed on the soft side, hospitality, HRM etc. I think in the Netherlands, facility managers are more seen as a key factor in a company. Facility managers are more involved in processes.
I attended the European Facility Management Congress twice, and what really stood out to me was that it was mainly focussed on he building, which I found quite similar to how NZ sees FM. I believe there is still a lot of ground to cover for FM in New Zealand, and I think New Zealand is well on its way. Especially when looking at the interest it shows in foreign people involved in FM. New Zealand is really curious and I think that’s a really big part in discovering the world that is FM.
How is FM regarded as a career in the Netherlands?
FM in the Netherlands is seen as a really innovative profession. There are a lot of new students wanting to study (International) Facility Management every year. Facility Management is fun and young. A lot of new FM students or FM graduates have a new insight on FM and I believe this is highly valued in the Netherlands. This way FM stays young and vibrant.
What attracted you to a career in FM?
I decided FM was the career for me when I was 17 years old and still in high school. FM attracted me because I like to organise stuff, and to me FM is more or less organising all processes and aspects of an organisation so it runs smoothly. I like to think of the aspects no one thinks about, which I believe is FM. Without FM a company cannot grow, or even survive in my opinion.
What are your aspirations for the future?
My aspirations for the future are actually still pretty undetermined. I still have one year to go before I graduate. So for now my focus is on finding an internship organisation to do my graduation research and thesis at. I might even decide to do masters after I graduate. But after that, I would love to be a facility manager for a large company in a big vibrant city. My perfect job would allow me to inspire my co-workers, would allow me to implement my ideas but would also allow me to spend some time on hospitality and event management. When I think about it like this, I think a job as a facility manager in a conference and concert hall would suit my skillset really well.
Check Out These Energy Savings!
It was an interesting challenge to encourage a group of franchises to try energy efficiency. After a Whanganui PAK’nSAVE won the Small to Medium Business EECA Award in 2012, cooperative Foodstuffs NZ approached EECA to help the whole group adopt the innovations which their adventurous Whanganui franchisee had pioneered.
These savings were all achieved through permanent changes, reducing overheads for individual stores over the long term. Some stores have reduced fixed cost energy use by 15-20%.
EECA BUSINESS general manager Greg Visser sees the project as a real breakthrough in the industry. “The supermarket sector is, of necessity, a significant consumer of energy. But there has not traditionally been a focus on energy efficiency. Foodstuffs are definitely leading the way, especially in the new stores, where EECA is funding a design review.”
Foodstuffs Sustainability Manager, Mike Sammons, says there is now a strong focus on energy efficiency in the design of their new buildings. “We’ve got natural lighting through roof lights, dimmable LED lighting, lids on freezers and we reclaim heat from refrigeration for heating water. This is part of a bigger sustainability programme within the group, which also covers greenhouse gas emission reduction, waste reduction and moving to more sustainable packaging.
"We have turned a very important corner in the last couple of years. Between 2010 and 2013 we witnessed energy consumption increasing on average in stores by 1-2% per annum in stores but analysis of our 2014 consumption clearly indicates that we have now reversed that trend."
The project hasn't been without its challenges. “Many conservation measures can be perceived to put a barrier between the customer and the product – lids on freezers, doors between different areas.," says Mike. "Retailers are understandably cautious about doing anything that has that effect, particularly when energy costs are a small proportion of overall store costs.
“However, sustainability is an increasingly important element of our brand, and barriers can be overcome through good design, so we wanted to pursue the challenge.”
With the help of grants from EECA, Foodstuffs has installed sub-metering at 60 sites across the country, and engaged consultants Ecosystems Ltd to monitor, advise and report on energy use changes.
Shannon van Waveren from Ecosystems says that as stores built a history of their energy use and anomalies, they began targeted changes to reduce energy consumption.
“We had to build a relationship with each store owner, and identify individual solutions depending on the age of their building and equipment, and the way they ran their business.
“Then as their business needs permitted, we made changes to their plant and working patterns. A lot of these changes are so simple – increasing shutdown of systems overnight, re-tuning HVAC and refrigeration systems, improved lighting controls.”
Foodstuffs and EECA are looking at ways to formalise an ongoing partnership, rolling out energy efficiencies to all stores in the group and providing strategic leadership.
Winners of the EECA Awards were announced in Auckland on 18 May. Find out who the winners were here, along with finalist profiles and judges' comments.
The project sits within the refurbished shell of the 1920’s John Lysaght Steel Company building.
Image: Allen Nicholson
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