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November 2013

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November 2013 Newsletter

In this issue

FM Education

Later this month you may be asked your opinion on Facilities Management education in New Zealand. Surveys and interviews are underway to assess current and future educational opportunities.

Herma(copy)This much-needed analysis of FM education in New Zealand is spear-headed by research student Herma Schutte from the Netherlands, with support from FMANZ, Auckland University of Technology and Hanze University of Applied Sciences at Groningen in the northern Netherlands. The study is Herma’s graduation project for her Bachelor of Business Administration, majoring in International Facilities Management – and she is determined to graduate top of her class. Already, she is part of a select group - of the 40 students who enrolled in International Facilities Management, only 11 remain.

Herma Schutte... seeking answers to the future of FM education in New Zealand

Herma is working closely with her supervisor at Hanze University, Ab Reitsma, as well as Dr John Tookey, Professor in Construction Management at the AUT School of Engineering, and Jack Crutzen, FMANZ board member and passionate advocate for FM education.

Facility managers often fly below the radar, their skills unacknowledged until a crisis erupts. Jack Crutzen strongly believes that education, from undergraduate level through to on going professional development, will push the FM profession into the spotlight and help facilities managers take their rightful place in the management team.

“We’re generalists managing specialists, Jacks of all trades, and it’s usually only when something goes wrong that the rest of the management team understand what a facilities manager does. It’s important that we think two steps ahead – not simply react,” says Jack.

“We must be able to communicate our value to the CEO, and when the shit hits the fan be able to take a lead. A solid educational platform will help us do that.”

Core competencies already exist in the Professional Competencies Framework adopted by FMANZ. Now, Jack is hoping that the results of Herma’s study will offer the next step to putting those competencies into practice, on a variety of levels, from breakfast meetings, workshops and master classes, to undergraduate and postgraduate studies.

All FMANZ members will be invited to participate in an online survey this month, using a 1-9 Likert scale to rank responses. Herma will also interview individuals, both FM professionals and non FM practitioners. On the academic side, she is already interviewing educators at AUT, Massey University and UNITEC, as well as students enrolled in relevant programmes.

Once she starts analysing the data obtained she will seek to identify the educational gaps where needs are not being met, assess funding possibilities and continuing education and undergraduate/graduate education initiatives. At this stage FMANZ is not envisaging a full university degree in FM, but perhaps an FM component as part of a relevant Masters degree.

In early January Herma will present the results of her project to her Hanze University assessors, and FMANZ will then have access to well researched data on which to base its educational building blocks. It is likely that Herma’s research results will be presented at the FMANZ Summit in May 2014.

Herma’s determination shines through. Her quietly spoken perfect English is just one of the signs of her iron will to succeed. The International FM course at Hanze University is taught in English, and she admits that four years ago when she enrolled she could barely understand the lectures or communicate with her classmates. For the first two years she had to re-do every presentation and her marks were not good, simply because of her language difficulties. But by the end of the second year she was achieving top grades. Her latest goal is to become Hanze University’s first International Facilities Management student to win the Graduate of the Year Award.

“I’m aiming for a 9 grade,” says Herma, “most people get a 6.”

Her four years of study have included various stints overseas –an internship in the United Kingdom, event management studies in Macau, but it is with her research project in New Zealand that she is hoping to make her mark.

“I would really like to leave my signature on the FM market in New Zealand,” she says. “I don’t just want to leave a piece of research behind. I want to also show how it can be implemented to maximum effect.”

So what attracted this bright young person to facilities management? Herma’s family are all in the medical profession, but she decided that she wanted a career with more variety and when she heard about FM she quickly decided that the diversity of the role would always keep her interested in her work.

She likens FM to a stage play. While the audience is admiring the actors on stage, backstage the facilities managers are making sure everything happens as it should, and if there’s a problem, they fix it. No one sees them, usually no one acknowledges them, but to Herma the discipline (and adrenalin) needed to ensure that everything runs smoothly while juggling many balls in the air provides great stimulation and professional satisfaction.

If you would like to contact Herma Schutte about her project, you can e-mail her at



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val moraes 2(copy)A trip to the international FM conference, IFMA World Workplace in Philadelphia, USA, last month left FMANZ co-founder Val Moraes with something of a heavy heart. Mixing and mingling with 6000 delegates from 43 countries it became obvious that the FM profession in New Zealand must lift its game if it is not to slide into a backwater, and the key is education, and professional development says Val.

His attendance at World Workplace was also an opportunity to attend the Global FM board meeting and  IFMA’s first World FM Congress. This offered an excellent opportunity to meet many people from the larger FM fraternity worldwide - from Japan, the Netherlands, Euro FM, Global FM, Macau, Nigeria, Australia, United Kingdom and the USA - and to identify what is happening outside New Zealand.

Val Moraes...revitalise FM.

 “The whole FM world is going at a tremendous pace, while we remain at a standstill out here,” observes Val. “These mature associations have excellent educational and professional development programmes in place and are promoting FM as a career of choice. Unfortunately, in New Zealand we haven’t maintained the momentum we gained a couple of years ago.

“ IFMA has invested millions of dollars in the last 2 years to revamp their Credentials Training and Development Programme and are in the process of launching this worldwide.”

Val, a co-founder and former chairman of the Facilities Management Association of New Zealand, says that the organisation was formed in 2009 to help FMs, but much more remains to be done to ensure access to academic FM qualifications and on going professional development.

“Once that solid base is established it will be easier to promote FM as a career path and to establish our place within the management hierarchy,” he said.

“Most of us are accidental FMs,” notes Val, who started out as a marine engineer, “and without FM qualifications it can be difficult for others to value exactly what it is we contribute to an organisation.”

Val is someone who walks the talk. Long before FMANZ existed he took his FM education into his own hands. In 1995 he gained his MBA with a special project on energy management in high rise buildings. He also holds a Certificate in Project Management and a Graduate Certificate in Building Management from Victoria University and in 2001 he became the first New Zealander to gain the coveted Certified Facilities Manager (CFM) certification from IFMA (International Facility Management Association) in the United States. He has also completed the NZ Institute of Directors company directors course and is an Accredited Professional for Green Star rating of buildings in New Zealand.

During his time in Philadelphia Val also attended the 3 day CFM Train The Trainer Course which was held prior to IFMA World Workplace.

While Val has trodden his own path of self-development, he recognises that it is not easy for a facilities manager to do this alone. FMs need strong support in education and professional development from FMANZ.

“I appreciate that in New Zealand we don’t have the money or the numbers that FM organisations overseas do, therefore our Board has to have a clear vision and be creative. Linking with courses overseas, mentoring, promoting FM to government agencies could all be considered.

“Our challenge as a professional body is to come up with innovative ideas to meet these objectives. If we don’t we will decline and our value will go unrecognised.”

FM in New Zealand must start flying above the radar, says Val. “We don’t want to be promoting FM at school careers days in five years and still being met with a blank look and being asked, ‘Facilities Management? What’s that?’ Our Mission should be to make FM a career by choice in New Zealand.”


 Global FM

Val Moraes (back row second from left) pictured in Philadelphia with the IFMA FM Consultants Council group. Val is Immediate Past Chair FMANZ, Vice President IFMA FMCC, and Global Liaison for IFMA FMCC in the South Asia region including Australia, New Zealand, Philippines, Singapore.



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Letter from Des Brennan, CEO


Des v2(copy)Information, professional development and networking top the list of the most important functions of any professional association, according to a recent Australasian report – 2013 State of the Sector Study for Professional Associations. So, it is reassuring to know that FMANZ is broadly heading in the right direction, with its focus on professional development, education, networking and advocacy.
Online information also rated highly in the study. While members saw a need for conferences, seminars and networking events, online information was seen to overcome some of the difficulties of geographically and disparate membership groups. Online information was considered to offer professional development in a format, at a time and at a price favorable to members.

Des Brennan - CEO FMANZ

The study also looked at how organizations attract members – almost half (45%) of the respondents first heard about their professional association at university or some other educational institution.
These findings are particularly relevant to FMANZ in light of the current project by Herma Schutte to research and analyse the educational needs of FM in New Zealand, and also the observations from FMANZ co-founder Val Moraes about how FM education in this country is lagging behind the rest of the world. (See separate articles in the newsletter).
Clarifying purpose, making it meaningful and engaging people in the cause is critical to achieving strategic goals. Purpose is our beacon and we must constantly journey in its direction if we are to nurture and grow FMANZ into an organisation which becomes indispensable to members’ needs. The more we “get it right” the more the profession of FM will grow in stature in this country. We must keep working on the standard of our delivery, the best use of resources – and keep our eyes on the beacon on the hill.
FMANZ’s tour of the innovative ASB building in Auckland’s Wynyard Quarter on October 24 - presented by Rod Aitken, head of property strategic projects – was surely a beacon on the hill for many of us. Successful businesses are about people, and attention to their working environment will lift spirit and grow loyalty.
Wish to Present a Conference Paper? 
I am delighted to confirm that our Board has approved a budget for FMANZ’s Summit 2014, and that work is advancing rapidly in finalising structure and content. Members who may wish to present a paper or a workshop should forward a synopsis to me without delay.
Summit 2014 will be held at Villa Maria Estate vineyard (very close to Auckland airport) on May 13 and 14. This is a delightful venue, serene and relaxed, despite its urban location. Please put Summit 2014 in your diary now. We will be in touch soon with sponsors and FM service providers to present opportunities for involvement with Summit 2014.
New-look Website Soon
Our website redesign with Zeald is also moving forward strongly and this work will be completed in December. As you will see in this edition of FMANZ’s newsletter, we are continuing to enhance content. We are also looking to better promote employment opportunities via our website and newsletter.
An outline of our proposed event programme for 2014 will shortly be published on our website. Feedback about what you want is very welcome and the calendar is far from set in stone.
Paid Your Sub Yet? 
Finally, I appeal to members who are in arrears with their subscriptions to assist by becoming current so that they can continue to enjoy the benefits of membership. On a more positive note we are planning to offer members the opportunity to invite a guest to designated events in order to encourage membership growth.

Des Signature(copy)



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New ASB head office


FMANZ members take a look inside....ASB Building(copy)

Is it a giant sculpture? No. It’s the new ASB North Wharf headquarters at Auckland’s Wynyard Quarter where hi-tech companies, head offices and restaurants are breathing new life into the old working wharves and “tank farm” storage silo area between the CBD and the Harbour Bridge. The ASB building is based on three basic principles: Activity-Based Working (ABW), maximum sustainability and cost savings.  Last month a group of FMANZ members toured the building for a first hand look at these innovations.

ASB North Wharf

The seven-level open plan headquarters is actually two buildings joined by a glazed multi-level walkway over a central public lane. The interior, with its huge central atrium, bridges and stairs offers a 3D view of simultaneous activities on a variety of levels. Designed from the inside out, the fit out is based on a village concept with themed “neighbourhoods” and a range of communal spaces and work settings.

Designed by architects BVN (Sydney) and Jasmax (Auckland), the 20,000 sq m building is owned by Kiwi Income Property Trust. The ASB has taken an 18-year lease for about 18,000 sq m.

Cost Savings
Let’s start with cost savings. Rod Aitken, the project director and head of property strategic projects, told the FMANZ group that activity-based working required only 80% of an open plan campus built environment. Operating costs are also expected to benefit from centralised procurement and zero churn.

The aim is to reduce operating costs by 25% per person.

Activity-Based Working
Activity-Based Working (ABW), pioneered by consultants Veldhoen + Company of the Netherlands, is the key to the design and internal fit out. Veldhoen’s Sydney office is responsible for the workplace strategy of this building, with the goal of cutting costs and boosting productivity.

The 1250 staff work in a flexible manner. They sit wherever they wish within their “neighbourhood” or home base, depending on what they are doing that day. These neighbourhoods each support around 100 staff and are defined by colour.

There are no offices and no owned desks. Desk height is adjustable (no need for footstools), with built-in plugs (no wires) and desks range in various heights, right up to stand-up tables. Or, staff may choose to work in an “ear” chair, a private chair with high sides which in groups of four can be used for small meetings. Meeting rooms have state-of-the-art videoconferencing, reducing the need for travel to branch meetings.

And if you really want to get away from it all, there’s the aqua pod – a circular aqua coloured space with plush carpet wrapping itself around floors, walls and ceiling. The effect is womb-like, almost like being inside a very modern Hobbit house.

ASB Ear Chair(copy)ASB Aquapod(copy)

The “ear” chairs. Wings at head height provide privacy. The Aqua Pod... cocooned by carpet on floor, walls and ceiling, this space concentrates the mind during a meeting.

ABW cuts across the team-style, silo working areas of more traditional layouts. Instead of working in  teams, ABW workers tend to gravitate to working as a company, collectively across all divisions. Even the executive team at ASB doesn’t have allocated seating.

There is Wi-Fi throughout the building and thin client server-based data retrieval. Staff have iPads and laptops, and some desktop computers are also available for specialist applications. A team of three IT fix-it boffins roam the seven floors ready to help anyone with a technical problem.

ASB Ramps(copy)

Ramps and stairs connect the open spaces of the seven floors.

And, of course, this is a near paperless office. Before the move to Wynyard Quarter staff were told that each department would be permitted only 900mm of shelf space per person for paper, to be stored in a central filing system. Quite a challenge to reduce years of accumulated paper to that dimension, but they managed.

As well as central storage systems, there are also central lockers where staff can store personal belongings.

The Deck, a café with a variety of seating combinations, is the social hub of the building. On the rooftop, with views over the harbour and back toward the city, a large barbecue area invites further social mingling. But it’s not just the social areas that can create cross-fertilisation of ideas. This no-walls building encourages the “bump factor”- people finding themselves unexpectedly talking to someone who can help their project. It also makes for fewer e-mails. Why e-mail when you can see the person a few feet away?

This is a smart building, with integrated technology controlling the services within the building. It has already been awarded five Green Stars from the Zealand Green Building Council for excellence in sustainability. Lighting, access, security, communication, climate control and connectivity all link together to optimise the work environment, while also reducing ecological impacts.

The target is 50% less energy use per person.

A reflector tongue on top of the building attracts sunlight and deflects it down a shaft to light the inner spaces. This provides a natural light source not dissimilar to a solar light tube.

The environmental control system, provided by Aquaheat, is a bespoke solution using the principle of displacement ventilation operated in synergy with natural ventilation to minimise energy consumption by maximising free cooling available from Auckland’s mild climate . When a green light is on, windows can be opened manually for natural ventilation to serve the perimeter spaces while the central plant ensures internal spaces are comfortable and fresh. A red light indicates that all windows should be closed and an optimum building environment is then entirely managed by the building management system and central plant. The building utilises passive features such as exposed thermal mass and stack effect to extract heat from the building and exhaust it through internal atria. Louvres in a chimney-like structure on top open depending on wind direction, dragging heat load from the building.

Rain water is harvested, with 50% of restroom water now coming from a rainwater source.

A complex recycling system ensures maximum recycling, and this will be audited periodically.

Centralised procurement is already a big success story with the office’s 200 printers now reduced to only 32, but serving 20% more staff.

With no ceilings in this building, cleaning has its own particular challenge. Although all the exposed ducts are finished to a high standard they are more difficult to clean than an integrated surface.

This Time Next Year?
This new building is a bold, brave move on the part of ASB, and at the end of the tour many of the FMANZ guests said they would be interested to know in another 12 months how well the building is performing against projected savings. What do the staff think about it 12 months on? Is there anything that ASB would have done differently? Is it performing beyond expectations?

We hope we will be invited back.



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Auckland Art Gallery Named World Building of the Year


Art Gallery Exterior(copy)Auckland Art Gallery has been awarded World Building of the Year at the World Architecture Festival in Singapore, for its restoration and expansion, completed in late 2011. Stand-out features include new gallery spaces, multilevel glass atriums and a unique kauri canopy, all of which work in with the original building and surrounding environment of Albert Park. 
While the award-winning development has seen a few new energy-saving initiatives built in, such as the installation of 30 pulse meters to track energy consumption and sensor taps in the bathrooms, the building has unique limits as to what can be done to save power.


Auckland Art Gallery exterior… sophisticated blend of old and new 

Grant Patterson, Property Manager for Regional Facilities Auckland, says working with the Auckland Art Gallery buildingArt Gallery Grant and building - low res(copy) involves a balancing act between energy efficiency and the requirements for the protection of artwork.
“While most facilities can optimize their building control systems to save on energy consumption, the fragile nature of artworks in the Gallery means that we need to find innovative ways to make energy savings, while preserving strict art conservation conditions, said Grant.
Since its reopening in September 2011, the Gallery has been through a period of settling in, and undergone several changes to guarantee environmental control expectations and meet the savings targets set by the overall funding body – Auckland Council. This work is being undertaken as part of the Auckland Art Gallery Energy Consumption review.

Grant Patterson,
Property Manager for Regional Facilities Auckland

... artworks take priority over cost savings.

There are multiple stakeholders involved in the project, including Gallery Conservators, Auckland Council's Sustainability Team and Utility Providers.  To get the best result for the gallery, the team has consulted with industry specialists, including the Energy Efficiency and Conservation Authority (EECA), EECA registered organisations, Heating Ventilation and Air Conditioning and Building Management Systems suppliers.  The team has also worked with similar institutions across Australasia.  Grant says the Auckland Museum had gone through a similar process and, given that it is part of the wider Regional Facilities Auckland group, they were able to share a lot of useful information from colleagues at the museum.

“The approach of the Energy Consumption Review is to make incremental changes with the consent and close supervision of art conservation staff. We carefully monitor the affects of any changes to ensure environmental conditions remain well controlled and that energy consumption is optimized” said Grant.
At present the team is working through a set of recommendations, and has already reprogrammed the Building Management System.  Other planned initiatives include trialling LED lights, installing ultra sonic humidifiers to use mist rather than steam to humidify the building (these are 80% more energy efficient) and installing energy-saving sensors and timers in non-gallery spaces, as well as new water and gas meters to better track energy consumption. Grant says they expect to make savings of at least $120k per annum as a result of the project.



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New Zealand FM Summit 2014
13 & 14 May 2014

Five top speakers, nine exciting workshops and a gala dinner. Enjoy the educational and networking opportunities amid the tranquil vineyard surroundings of Villa Maria Estate. Just a stone’s throw from the airport and 30 minutes from downtown Auckland.

We’re busy working on an interesting and full programme. We want to make this Summit the best yet. Full details of the conference and workshop sessions will be distributed shortly. In the meantime make sure you keep these dates free.

Villa Maria Vista(copy)Villa Maria Estate



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Global FM Awards for Excellence

BEST OF THE BEST: Top three projects win Global FM awards
Winners of the Global FM Awards for Excellence in FM 2013 are:

Platinum Award of Excellence in FM: Ken Fletcher, facilities division, Lawrence Berkeley National Laboratory, USA, “Meeting Facility Sustainability at Lawrence Berkeley National Laboratory”.

Lawrence Berkeley National Laboratory (LBNL) is a research centre for environmental studies, nanoscience, quantitative biology, physics and nuclear energy, with 107 buildings across 203 acres. LBNL has been recognised by the US Department of Energy for developing a best practice integrated facilities management solution.

Gold Award of Excellence in FM: Mauricio Canto Savassa, Jones Lang LaSalle, Brazil, “Water REUSE Project. Effluent treatment of the World Trade Centre of Sao Paulo, Brazil”.

The World Trade Centre in Sao Paulo is the largest multi-use complex in Latin America, with a total area of more than 170,000 sq metres. Jones Lang LaSalle partnered with General Water to develop a water recycling system. This huge complex is the only condominium in Sao Paulo to succeed in managing its own water use and sewage from production, use, catchment and treatment through to reuse and discharge to the public water system.

Silver Award of Excellence in FM: Nicolas Cugier and Thierry Berthomieu, France, Thales Group, “COPERNIC”.

Thales has a long history of FM externalisation for its 115 sites worldwide. There were various, but no robust Service Level Agreements in place, no standardised commercial approach,  40% of FM costs were variable, potential benefits from Thales’ leverage was not applied and there was a very limited application of FM best practices with service providers.

To tackle this situation, the group implemented an 18-month project to improve the consistency of the FM strategy within the company. The project was divided into three phases. The first step was to develop 18 robust and understandable Service Level Agreements. The second phase included a benchmark of the FM providers in the market, and thirdly, an internal system was established to facilitate the management of contracts.

Nicolas Cug
ier is also the French Workplace Environment Manager of the Year 2012.


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Legal Update


When a company signs a contract it does so through its directors or authorised signatories. For this reason it is easy to confuse the personal individual liability of directors/signatories with the separate liability of companies. This distinction is important if you are considering taking action to recover any payment for goods and/or services contracted for with a company.
A recent case in the High Court showed how easy it is to make this mistake.[1] A real estate agency could not recover its commission because it sued the director personally, not the company itself. The fees could have been recovered if the real estate agent had understood the differences between a company’s corporate liability and its directors’ personal liabilities. While the case concerned real estate agents, the lessons learned are applicable to any contract entered into with a company.  
Who signs contracts for a company? 
Companies and directors/signatories have separate legal personalities: a contract with a company is not a contract with its director or its authorised signatory.
A company cannot act for itself, so it uses directors and authorised signatories to sign contracts on its behalf. By virtue of holding the office of director, that director generally has authority to sign contracts for the company. Where a contract is made with a company, the director who signs the document does not enter the contract themself and therefore does not personally take on the company’s obligations.
A company can also authorise others to sign contracts on behalf of the company as Authorised Signatory. These authorised signatories are usually employees, managers etc. This authority can be presumed as a matter of law where these people hold themselves out as representing the company in the context of signing the contract. Authorised signatories do not take personal liability for the company’s contractual obligations, unless they are fraudulent.
Accordingly, the default position is that a director/signatory does not incur personal liability for the company’s obligations. If any disputes arise out of the agreement, the only avenue available is against the company, not against the directors/signatories personally.
What happens if the company goes into liquidation between signing the contract and completing its contractual obligations? 
Legal separation between the company and its directors/signatories remains when the company goes into liquidation.
If a company is placed into liquidation before it completes its contractual obligations, a party to that contract generally becomes an unsecured creditor of the company. In most cases you can only claim against the liquidators. This area of law is complex and you should seek specialist legal advice should the situation arise.
What can you do to protect yourself?
All registered companies are listed on a register kept by the Registrar of Companies. You can do a free online check of company details, including a list of directors, addresses and shareholders on the Companies Office website: http://www.business.govt.nz/companies.
Use the details from the website to ensure the following details are in your contract documents:

  • your contract states the full and correct name of the company, exactly as it shows on the register, (including its registered Company Number) e.g. “XYZ Limited (Company No. 12345)”;
  • the directors’ full and proper names are also stated if they are signing on behalf of the company, e.g. “Mary Jane Jones, Director”;
  • if the people you are dealing with say they are directors, check that they are indeed listed as directors of the company on the Companies Office website; and
  • if the people you are dealing with are not directors, ensure they sign as an authorised signatory of the company, e.g. “Mary Jane Jones, Authorised Signatory for and on behalf of XYZ Limited”.
You should always ask the people you are dealing with if the company has authorised them to sign your contract.

[1] Gounden v Lovegrove Realty Ltd [2012] NZHC 2010


This brief article is not legal advice to be relied upon. Readers are advised to obtain their own specific legal advice from an appropriately qualified professional.

FMANZ gratefully acknowledges Minter Ellison Rudd Watts who provided this update.

Minter Logo from July 2015


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Green building doesn’t need to cost more than conventional construction – and where there is a cost premium, energy and other savings typically more than compensate within a reasonable payback period.

These findings are part of a comprehensive report, The Business Case for Green Building, published recently by the World Green Building Council. And a 2013 study by two Auckland researchers, Michael Rehm, Auckland University School of Business and Economics and Rochelle Ade from Ade Consultants Ltd, reports similar findings.
Jane Henley(copy)
Speaking in Auckland recently, chief executive of the World Green Building Council, Jane Henley said that sustainable building no longer had to prove its economic worth, because the business case more than stacks up in terms of generating higher sales prices, higher occupancy and better returns for owners. In fact, in markets where green building is more mainstream there is evidence of emerging “brown discounts” for non-green buildings, she said.

The Business Case report synthesises the findings of more than 100 international peer reviewed studies and reports on green building. Findings include:

The cost premium for the majority of certified green buildings is 0%-4% - markedly different to the perceived cost premium of up to 29%

Jane Henley, CEO World Green Building Council

  • Design and construction costs of green building, are trending downward as the industry matures
  • Lower long-term operating costs, including water, energy and maintenance
  • Marked improvements in staff productivity, health and wellbeing, which all impact positively on business bottom lines. Studies show productivity gains of up to 11% through better ventilation, up to 23% through better lighting and up to 18% through views and access to the outdoors.

In some cities, green is now becoming the status quo observed Jane Henley, who before joining WGBC was chief executive of the NZ Green Building Council.

The New Zealand study, Construction Costs Comparison between Green and Conventional Office Buildings, published in Building Research and Information, compared the construction costs of 17 Green Star office buildings with the cost of conventional buildings. Seven of the Green Star buildings cost less than a conventional build and overall there was no difference in capital cost.



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They said it couldn’t be done, but Tony Malkin, visionary owner of the Empire State Building, was determined to revive the commercial life of this 2.7 million sq ft New York landmark through an energy efficient refit. And it has been so successful it is now seen as a model for building refits throughout the United States.

EmPFor the second year the 102-storey Art Deco building has exceeded its “guaranteed energy savings”. In 2011 the efficiency guarantee was exceeded by 5%, saving $US2.4 million, and last year it exceeded the guarantee by 4%. Once the build-out of high performance space for new tenants is completed about $US4.4 million is expected to be saved each year – a 38% cut in energy consumption.

Malkin, whose Empire State Building Co manages the building for investors, says the retrofit has attracted a number of new tenants and the Empire State has become a commercial real estate model for reducing costs, maximising return on investment, increasing real estate value and protecting the environment.

The retrofit will cost $US550 million. According to SustainableBusiness.com, Johnson Controls has guaranteed the energy savings through a $US20 million performance contract. The retrofit is paid through the energy saved over the life of the contract. If the savings aren’t realised, Johnson Controls pays the difference.

Empire State Building...retrofit is attracting new tenants and keeping commercial values high.  

The upgrade focussed on eight areas:

  • Refurbishing all 6,514 windows
  • Installing insulation behind all radiators
  • Chiller plant refit
  • New building management systems controls
  • New revenue-grade meters for the entire building
  • Web-based tenant energy management system
  • All lighting upgraded to LED
  • The 68 elevators now 30% more efficient and can send excess energy back to the building’s grid.

The retrofit started in 2009 under the Clinton Climate Initiative Cities programme and the C40 Cities Climate Leadership Group. They assembled a group of organisations to develop the programme, including the Empire State Building, Johnson Controls, Jones Lang LaSalle and Rocky Mountain Institute.


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Book Review 


by Ian C. Barker, Whittles Publishing, UK

Reviewed by Jack Crutzen, National Property Manager, KiwiRail

In A Practical Guide to Facilities Management, author Ian C. Barker, estates and facilities manager at Blackburn College, Lancashire, UK, provides an overview of FM theories and their practical application in the workplace. Drawing on his own extensive day-to-day FM experiences, the author takes a practical rather than academic approach to the multiple challenges and constantly moving requirements facing facilities managers.
Thematic graphics present helpful tips, key action points, tips to avoid common pitfalls and key elements of theory. Time saving hints, and sustainability are also covered. An aide memoire summarises each chapter to help assimilation of the key parameters. 
Appendix 1 provides a practical translation of strategic objectives and operational targets and could be of benefit when writing an FM business plan.  
Table of Contents: Getting started; The basics; Staff; Policies, procedures, risk and liability; Outsourcing/insourcing; In-house teams; Maintenance; Environmental management; Waste; The fleet; Appendices [(Strategic objectives (education), Strategy for heating and ventilation, Opening hours, Health & safety rules for contractors, Sustainability policy, Bomb threats, Emergency procedures, Preliminary particulars, Helpdesk strategy, Operational and maintenance (O & M) manuals, O & M layout, Service level agreements, Cleaning specification, Grounds maintenance specification, Health & safety questionnaire, Self-assessment reports (SAR)]
This book recognises that FM is becoming increasingly vital in its dual role of enabling the core business of a company to function effectively and influencing the profitability of most organisations. Managers now need to be innovators and do more with less.
Unfortunately, while the book is an easy read and provides a quick overview of some FM related topics, it is not as practical as the title implies. It lacks depth and is too generic to qualify as a comprehensive FM handbook.  The book would benefit from more practical checklists, tools and examples of “how to”. It also lacks reference to current strategic relevant themes such as asset management, life cycle costing, competencies of the facilities manager, workspace management and innovative technology in the workplace. Nonetheless it has relevance for students and junior facilities managers.
For those who are keen to get a more comprehensive introduction in Facilities Management I suggest:
1.  The Facility Management Handbook, third edition, David G.Cotts, 2010
2.  Managing Facilities & Real Estate, enhance service, improve efficiency & reduce costs, Michel Theriault, 2010

All books are available from amazon.com and bookdepository.com



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“Facilities managers shouldn’t have to worry about building recoating. That’s my job.”

Wattyl’s go-to man for facility managers, Mark Holthusen, has a Wattyl - Mark(copy)sixth sense for problems.  Most of us look at a building and see that it needs a wash and a coat of paint. Mark looks at a building and sees chalking, efflorescence, rust and more...  and he knows just where to look to find evidence of hidden decay waiting to destroy an expensive new paint job.

“We’re in the business of giving buildings a longer life,” says Mark. “When considering recoating a building most people think first of colour not protection. Of course, you want the best colour, but it is the correct coating for the specific job which will give value for money by extending the life of the building, and that’s what owners want.”

Mark Holthusen, Business Development Manager, Wattyl

Wattyl already has a close relationship with the more than 500 facility managers through the company’s longtime premium platinum sponsorship of FMANZ. Mark is business development manager, and one of his main focuses will be on supporting the FMANZ members.

“Facilities managers shouldn’t have to worry about building recoating,” says Mark. “That’s my job.”

How does it work? Mark assesses a building, documents the obvious and the not-so-obvious problems, outlines exactly how to correct them, specifies the coatings and compiles all this information – plus photographs – into a Building Report for the facilities manager. Everything is there, making it very easy for the facilities manager to discuss the refurbishment with the owner. Owners may have been unaware of many potential problems, particularly the roof, and the photographs in the report are usually all that is needed to convince an owner to take protective action. Sometimes it may even be structural work that is needed before painting can begin. These reports can be particularly helpful in body corp situations where a number of owners may need to agree on an upgrade. Mark will even attend meetings if needed, to explain some of the more complex situations.

In addition to the Building Report, Wattyl can supply colour consultants and quotes from approved contractors, all at no cost provided Wattyl products are specified. Mark observes that coating buildings should not be a one-size fits all approach. “The contractor who paints the interior walls will probably not be the same contractor who applies the protective coating. These are two different specialisations.”

Mark and his team can check all their jobs every step of the way. In a past life Mark was a qualified painter and decorator himself, so it’s not easy to slip a shoddy job past his careful scrutiny. Edges not rounded off, to prevent early paint damage? Mark will spot it.

“If painters don’t follow the paint system guide, the specifications, I’ll know!”

Wattyl Corrosion Zones(copy)New Zealand’s atmospheric conditions create a harsh environment for our buildings, and often this is not fully appreciated.

“Sun attacks colour, but the number one enemy is water,” says Mark. “Our major cities and many smaller towns fall within officially designated Corrosion Zones, where coatings must be robust enough to protect buildings against extreme sea spray.”

Water can cause rust, de-lamination and efflorescence. Efflorescence can result when water penetrates masonry. The water gravitates to the warmer side, leaving behind a build-up of white salts. This is typically seen in older buildings. The telltale sign is bubbling paint – scrape it away and you will probably find efflorescence.

Water is the big problem, but chemical pollution is another, particularly for buildings near motorways and airports. “Aviation fuel residue eats roofs,” he says.

The answer? Wash your building at least once a year. After a building has been re-coated it must be maintained to extend the longevity of the protection, and regular washing is a large part of that protection programme.



NZ Corrosion Zones (NZS 304.1). Is your building in Zone 1 – the dark green danger area?

Fortunately, the Wattyl brand enjoys the technological advances of the extensive research and development programme of parent company Valspar Corporation, a global leader in the paint and coatings industry with sales of $3.9 billion and more than 10,000 employees. 

For more than 200 years United States-based Valspar’s innovative paints and coatings have enhanced iconic buildings and the world’s best known brands - from Lindbergh’s Spirit of St Louis plane to the red of the Coca-Cola can. Earlier this year Valspar won the contract to supply concrete reinforcing steel coatings for the Hongkong-Zhuhai-Macau bridge in China. When completed in 2016, this bridge will span almost 50km and is expected to be the world’s longest sea-crossing structure.

Since 1915 Wattyl has manufactured technologically advanced products specifically for Australian and New Zealand conditions under the Wattyl, Taubmans and Granosite brands.

Like a good marriage, both building and coating must be compatible, and the Wattyl Building Reports, plus the latest Valspar technology are the ingredients for a long and happy union.

Taylors College


Taylors College, Symonds St, Auckland. A recent challenge for Wattyl: Black sand was bleeding from the render on top of the substrate. Solution: Wash, specify special primer to soak into and bind with the sand, then 2 coats of “Gano Impact” Ganosite Highbuild. Wattyl inspected and signed off on each stage of this project.






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Clean NZ, the annual exhibition and educational forum for those interested in the cleaning industry, will be held at the Ellerslie Event Centre, Auckland, May 29-30, 2014.

The latest in cleaning equipment and property support services, Clean NZ is a showcase for suppliers and distributors, building service contractors, carpet and restoration technicians and in-house cleaning and hygiene practitioners.

The full programme is still to be announced, but details of Clean NZ can be found at www.cleannzexpo.co.nz


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More than 40 facilities managers enjoyed an early breakfast and some networking last month at The Connect Business Estate in Penrose, Auckland, before participating in a workshop on Practical Asset Management.

David Long (SPM Assets) and Terry Shannon (Spire Consulting) explained:
  • How to plan and structure a building survey
  • How to determine the appropriate level of asset detail
  • How to systematically assess the condition of building fabric and finishes
  • How to determine other relevant information.
Then it was time for the practical part, with smaller groups assessing the empty building against the above criteria. The question and answer time was also useful.

The breakfast workshop was kindly sponsored by DTZ.

Asset 2







Networking before the workshop starts.
  Nick Ansley (DTZ) left, Terry Shannon (Spire Consulting) and David Long (SPM Assets).


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Upcoming Events

Nathan Club Britomart
51 Galway Street
Takutai Square, CBD

Friday 8 November 2013
7.00am - 8.30am
Wellington Breakfast Event
What can we learn from WREMO's response to recent emergencies in the Wellington region?
The Green Man
Cnr Victoria & Willeston St.

Friday 15 November 2013
7.00am - 8.30am

Calendar of Events 2013

28 November

6 December

12 December
Auckland Christmas Party

Christchurch Christmas Party

Wellington Christmas Party



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Employment Opportunities


Target your job adverts straight to the market!

if you are looking for a new recruit then place an advertisement on the FMANZ website Jobs page.
Employers and recruiters may advertise positions for a cost of $200 (+ GST) for a period of 30 days.

(A reminder to our Platinum and Diamond Sponsors - you can place your job adverts with us for free)!


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CEO – Des Brennan – Mobile: 021 937 987; email: dbrennan@xtra.co.nz

Branch Contacts
- Nick Ansley (Chair) – 027 455 8424; email:
Wellington - Stephanie Forrest (Chair) - 027 563 6604; email: steph.forrest@vuw.ac.nz
Christchurch - Viv Hardie (Chair) - 03 941 8773; email: viv.hardie@ccc.govt.nz

Members' News
If any members have any industry or personal news that they would like published in future newsletters, please contact info@fmanz.org.

FMANZ gratefully acknowledges the support of Sponsors:-

Our Platinum Sponsors
CityCare TagWattyl CMYK
Our Diamond Sponsors

 City Cleaning Logo Black Rev                  DTZ Logo

                     Ideal Logo CMYK                Rentokil Initial RGB Logo(copy)                    

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