Author Archives: SLCS

Sustainable Food Services for Office Facility

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The office cafeteria service is a must-have amenity for workplaces with over fifty full-time employees. The overall workplace experience is significantly influenced by cafeteria services, encompassing various elements such as food menus, preparation, delivery, logistical support, and many nuanced customer expectations. A cafeteria serves as a crucial employee-centric amenity that reflects an organisation’s management priorities, emphasising cultural inclusivity, health, and the promotion of diversity within the workplace. Incorporating sustainability throughout the process presents a challenge for the Cafeteria Facility Manager. The Manager’s responsibilities include ensuring acceptability, reasonable satisfaction, health, and hygiene for employees while maintaining cost efficiency in service delivery.
For a service model that includes hot-plating, delivery, and serving or delivery of bulk hot cook-serve of bulk food followed by plating and serving, the Cafeteria Manager must plan out minute detailing of logistics support.
 Space
 Food
 Water
 Energy
 Waste
 Cost

 

Space –
• Food storage
• Freezer areas for perishable items
• Parking and cleaning areas for food items and trolleys
• Food preparation (on-site or off-site cooking)
• Cooking or Reheating equipment
• Plating areas
• Dishwashing and potwashing
• Staff dining
• Adjoining amenities for staff

Food-
To ensure food safety, it is imperative to conduct inspections through authorised third-party entities and achieve full compliance with guidelines and standards set by food safety local governmental authorities. The selection of menu items should meticulously consider factors such as maximum patron capacity, health, safety, hygiene, seasonal availability, and the significance of sourcing ingredients locally. It is advisable to avoid stockpiling perishable goods and refrain from purchasing items with a high carbon footprint due to long-distance transport.

Water-
Water efficiency is essential for the sustainable practices implemented within cafeteria services. Establishing a baseline and comparing improvements against industry benchmarks are crucial for incremental enhancements.

Energy-
A commercial-grade kitchen can account for up to 40% of the total energy consumption in a typical commercial building. Cooking and hot-plating equipment necessitate high-energy devices. However, significant energy waste can be avoided by carefully selecting cooking equipment and optimising food preservation and serving processes.

Waste-
Efficient waste management in large food service operations relies on three primary strategies: waste reduction, repurposing, and recycling. To develop effective control measures, it is crucial to monitor and establish a baseline for the reduction of food and non-food item waste, as well as for items that are repurposed, recycled, or sent to landfills.

Cost-
Subsidising food services for employees is a widely adopted practice that emphasises employee-centric benefits. The subsidy percentage may range from 0% to 100%, depending on the organisation’s policies regarding employee benefits. Cost efficiency is crucial for creating a sustainable arrangement that benefits management and the employee community. It is vital to track and analyse costs throughout all stages, from procurement to delivery, to establish benchmarks and compare them with industry standards within the local region.

Office Indoor Environment Control

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Introduction

The annual ambient (outdoor) Air Quality Index in Delhi NCR has consistently been around 200 over the past 10 years, excluding the pandemic year 2020. This is four times higher than the acceptable limit of 50. The elevated Air Quality Index (AQI) adversely affects individuals suffering from respiratory and cardiovascular health issues. It is widely acknowledged that indoor air quality in office environments significantly influences occupants’ indoor environmental comfort, health, and performance. The design of the building must consider the business’s operational requirements, the needs of visitors and full-time employees, the levels of predominant contaminants in the surrounding outdoor air, and the occupants’ expected acceptability of indoor environmental quality.
Why IAQ is important for Office employees
Office employees dedicate approximately 60 hours per week to their occupational duties in a conventional office setting. In certain circumstances, employees receive additional amenities such as food services, recreational facilities, and sports options within the office premises. Given the considerable amount of time spent in a constructed environment, the quality of the indoor environment presents a greater risk to human health than that of the outdoor environment.

  1. Source of Indoor Air Quality contamination
    Familiar sources of contamination are –
    • Building location
    • Building Design and Construction
    • HVAC system design, operation and maintenance
    • Building renovation or restack work
  2. Indoor Environment Quality Management –

2.1 Measurements, monitoring, and assessment of IAQ

o Particle sizes ranging from 0.3 to 10.0 micrometres
o Temperature, Humidity, CO2, CO
o Indoor illumination, Daylighting factor
o Noise, Odor

2.2 Control Measures

  •  Source Controls
      • Identification and containment of sources of water and air ingress
      • Careful choice of construction materials, low VOC emissions indoor furnishings (cabinetry, furniture)
  • Engineering control measures
      • Effective filtration system for Fresh Air Treatment system
      • Demand-based outdoor air control
      • Treatment mechanism of outdoor air systems in the building
      • Air duct cleaning
      • Maintain positive air pressure in occupied office space
        Manual Air Balancing
         Variable Fan Speed Controls
         Differential Pressure-based Controls
         Offsetting airflow
        Energy efficiency and ventilation controls
        o Create customised solutions for efficient ventilation systems.
        o Application of outdoor Air Economisers (Heat Wheels), Energy Recovery Ventilation system
  • Indoor Plantation
    • Spider plant, Golden Pothos (Money Plant), Snake plant, Aloe vera, Rubber plant, etc
    • Preferably one plant / 100 sqft office space.
  • Cleaning Regime
    • Green cleaning regimen and hygiene
  • Pest Control Regime
      • Chemical-free pest control practice.
  • Indoor furniture, janitorial chemicals and appliances storage room 
      • Ventilation-controlled room for storage  
  • Environmental Protection Measures – Office Renovation Works
      • Essential protective measures to tackle dust and noise pollution effectively!
      • Incorporate environmental factors into the procurement decision-making process to ensure sustainable practices.
      • Close coordination and collaboration with the building management team.

3.0 Occupants’ Experience Survey

AQI and associated Health Impact

(Source: PIB; Government of India Ministry of Environment, Forest and Climate Change.)

FACILITY SERVICES PEOPLE, PERFORMANCE, AND PROFIT

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Facility Management Services – People, Performance and Profit

People

 Let’s not turn our Operations Manager into a Scapegoat!

Personnel on-site are pivotal to the success of a Facility Management Operation. Consequently, the estimation related to the Project or Operation Pre-Start phase is of the utmost importance for precisely aligning with and satisfying client needs and expectations. In the case of a typical Facilities Management Short Contract or Subcontract, personnel onboarding represents the most significant portion of the operations budget allocation.

Through the commencement of the bidding procedure, the principal contractor and its subcontractors are required to partake in crucial phases of:

  • Preliminary information gathering.
  • Comprehension of objectives and goals set out by the client business.
  • Conducting a preliminary needs assessment and comprehensive risk analysis.
  • Meeting in person with key stakeholders and decision-makers assessing stated and unstated expectations from service team members.
  • Gauge a fair understanding of critical financial and non-financial influencing factors for successful contract management.

Recruiting and integrating personnel of appropriate skill sets presents a considerable challenge due to the accompanying cultural adjustments, scarcity of talent in local areas, and financial constraints. Considering the operations needs and factors influencing operations workflow, it is incumbent upon the Principal Contractor and Subcontractor to follow through:

  • Careful mapping of roles and responsibilities of each personnel onboarded on-site.
  • Develop a skillset matrix to serve the Facility and explore gaps and needs for upskilling.
  • Establish and engage in-house and outsourced specialised upskilling agencies.
  • Establish adequate measures for workplace experience for each member on the job.
  • Foster a culture of multi-tasking and ownership of assigned service portfolios.

Performance

Facility service operators’ performance is primarily divided into hard and soft services. Within these categories, the alignment and any perceived or measurable gaps with the client organisation’s needs and expectations influence the service provider’s effectiveness.

Soft Service Performance –

The management of soft services performance largely relies on the efficiency of functional processes. This results in tangible and intangible benefits for end customers and fosters positive perceptions. The ground service delivery team must be aware of the cultural dynamics of the customer’s workplace, including ergonomics, etiquette, and overall effectiveness. Performance metrics in operations soft skills must include a minimum of the following attributes.

  • Communication skill
  • Job-fit professional appearance
  • Awareness of local cultures and adaptability in multi-cultural, diverse age and gender group teams.
  • Conscious ethical conduct
  • Mutual respect and inclusive teamwork culture

Hard Service Performance –

Performance management tools for hard services fundamentally depend on trade-specific knowledge and experience, complemented by efficient measurement, monitoring, and traceability instruments utilised within facility services. The performance management metrics must lead to the development of cognitive skills of the blue-collar team members. Value addition objectives-based Performance metrics must foster initiatives and transformative efforts towards sustainability.

 

Key Performance Indicators –

 

The Key Performance Indicators (KPIs) formulated for site-specific operations must encompass a diverse array of service portfolios across the Strategic, Tactical, and Operational domains. These KPIs should advocate for sustainability within the parameters defined by customer-centric business objectives. Broadly, the KPIS can be categorised into ‘Leading’ and ‘Lagging’ indicators, which evaluate, plan, and prioritise service improvement initiatives. Digitised monitoring, tracking, and recording of critical activities significantly enhance the credibility of the Performance Management framework.

“Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.” – W. Edwards Deming

Profits

The profitability of Facility Services is contingent upon its personnel, processes, and partnerships. The innovative solutions generated by the team can contribute to advancements that align with a sustainability framework. The initial stage of effectively articulating and conveying objectives and goals aligned with business and sustainability principles lies within the purview of the senior management team. Aspects of operational culture that warrant consideration by Facility Managers include the following:

  • Conducting workshops and training programs to enhance skills and address service-level needs and expectations.
  • Fair understanding of Financial metrics contributing to sustainable cost efficiency.
  • Fostering a work culture that prioritises innovative solutions aligned with sustainability principles.
  • Ensuring a convivial workplace experience for occupants and the service team members.
  • Implementing a reward and recognition program aimed at motivating team members.

A culture focused on ongoing process improvement greatly enhances both customer experience and business profitability. Simple processes, easily adjustable by semi-skilled and unskilled workers, can achieve the desired results. Process management tools must effectively tackle issues related to Hard and Soft Services. Additionally, it is essential to develop performance metrics to monitor and control sustainability parameters properly.

Collaborative efforts with facility stakeholders can facilitate the implementation of a Gain-Share model. Designed through a partnership between the client and service provider, this model can accelerate energy and water efficiency. Sustainability initiatives, such as green transitions and third-party accreditation, require a united effort from all stakeholders.

Impact of PEOPLE, PERFORMANCE, and PROFIT

  • PEOPLE

  • PERFORMANCE

  • PROFIT

Building Energy Performance Key Drivers – Case Study

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ASSESSING POST-OCCUPANCY ENERGY PERFORMANCE AND GAPS WITH DESIGN STAGE ESTIMATION

A post-occupancy energy performance assessment of a newly constructed corporate office building has indicated a heightened energy use intensity along with considerable discrepancies from the estimations made during the design phase. The Energy Performance Indices recorded during the building’s beneficial occupancy and post-occupancy stages were 20 to 40% above the industry benchmark. A comprehensive study was undertaken to ascertain the root causes and delineate a series of remedial measures to ensure a 45% reduction in energy expenditures. The energy efficiency improvement project has been planned over five years, with due consideration to the prioritisation of business needs and incremental capital investments.

Significant energy use intensity was observed in amenities such as the kitchen and cafeteria, swimming pools, spas, sports centres, VIP guest rooms, car parking, theatres and conference halls.

The following reasons have been identified as contributing factors:

  1. The operations and maintenance team focused minimally, if at all, on the energy performance of the building’s systems and subsystems.
  2. The energy metering and monitoring system required enhancement to facilitate regular energy profiling.
  3. The occupancy of the facility was strategically planned on a departmental basis and implemented in a staggered approach. Cross-functional teams were distinctly separated, leading to the partial occupation of operational floors.
  4. The centralised building HVAC and lighting systems were inadequately designed and equipped for demand-based modularity.
  5. Significant deficiencies were noted in the installation and commissioning program.

Causes of Energy Performance Gaps Compared with Design Stage Estimates

Remediation actions include:

 

Challenges and Solutions for Treatment and Reuse of Wastewater – Residential Group Housing

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“Many of the wars this century were about oil, but those of the next century will be over water.”

– Ismail Serageldin, Vice President, World Bank-1995.

Wastewater treatment and reuse are critical in conserving water resources and promoting sustainable practices. The process involves a complex set of challenges for both the design and construction team and the facility management team over the system’s lifespan. Treating wastewater requires addressing technical hurdles while reusing it, which brings forth significant challenges related to public acceptance, compliance with local and national regulations, and potential health implications. Facility managers are tasked with carefully evaluating the associated risks, navigating regulatory requirements, addressing health considerations, and assessing the advantages of implementing a wastewater treatment and reuse program.

Government Policy, Regulatory Guidelines for Wastewater Treatment and Reuse-

  • The Haryana State Government released the Reuse of Treated Wastewater Policy 2019 to achieve 50% reuse of Treated Wastewater (TWW) by 2025 and 80% reuse of TWW by 2030.
  • Achieve 100 percent treatment of collected sewage per Central Pollution Control Board/ State Pollution Control Board norms.
  • Every municipality must utilize at least 25% of the treated wastewater within the time range established by the local body’s policy.
    • To reuse 50% Treated Wastewater (TWW) by 2025
    • To reuse 80% TWW by 2030
  • Safe Reuse of Treated Water (SRTW)
    • The government’s commitment to environmental sustainability and achievement of SDG 6.3 is to improve water quality through increased recycling and safe reuse.
  • ISO Guidelines for treated wastewater use for irrigation projects (Part-1, 2, 3 & 4), i.e., ISO16075-1, ISO16075-2, ISO16075-3 & ISO16075-4.

Guiding Principles and Engineering – Toilet Flushing

  • Active participation from all stakeholders is crucial to guarantee the universal acceptance of treated wastewater reuse.
  • Reusing treated wastewater for toilet flushing is acceptable only after physical filtration through activated carbon and ultra-filtration membranes.
  • It shall not be made mandatory in layouts and confined condominiums.
  • A risk management program must be in place to ensure the safe reuse of treated wastewater and protect the health of end-users.
  • The fundamental costs, sustainability, and public acceptance principles must guide the reusing of treated wastewater.

In major metropolitan cities like Delhi, Mumbai, Bangalore, and Chennai, treated grey water is used for toilet flushing in some prominent condominiums and high-rise apartment complexes. Care should be taken to ensure that Ultrafiltration membranes are used in the treatment process to safeguard against chances of waterborne diseases.

The STPs based on Sequencing Batch Reactor (SBR) and Moving Bed Biofilm Reactor (MBBR) are the predominant technologies in the State of Haryana, India.

Challenges of Wastewater Management

  • Capacity Gap – Gap between generated sewage and installed Sewage Treatment Plant capacity. High cost of installation, operation, and maintenance of advanced technology for treating wastewater.
  • Dependence on older versions of technologies for wastewater treatment. High cost of installation, operation, and maintenance of advanced technology for treating wastewater.
  • The negligent monitoring and maintenance regime causes a decline in the quality of treated wastewater, severely limiting its potential for reuse in horticulture and other non-potable water applications.
  • Potential pathogenic health risks from untreated or inadequately treated wastewater in households. Lack of expertise in health and environmental risk assessment and mitigation.
  • Negative public perception of reusing treated wastewater.

 

Scope 3 Emissions Management-Commercial Facilities

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Assessing Scope 3 Emissions for Buildings- Challenges and Solutions

51% of India’s top 100 listed companies disclosed their Scope 3 data for FY23 despite it being a voluntary disclosure in the BRSR: PwC India Report

The measurement and reporting of carbon emissions have been widely embraced across various business sectors. Reporting on carbon emissions, establishing baselines, achieving emission reductions, and benchmarking have become integral to contemporary responsible business policies and practices. The preservation of the environment is widely acknowledged as fundamental to the principles of sustainability at individual, societal, and regional levels.

The UNEP reports that the building and construction sector contributes approximately 37% of global carbon emissions. According to an IEA report in 2023, in 2022, building sector emissions represent around a third of total energy system emissions, including building operations (26%) and embodied emissions (7%) associated with producing materials used for their construction. Out of the total global emissions, 8% accounts for direct emissions from buildings, while 18% stems from indirect emissions linked to the production of electricity and heat used in buildings.

The facility manager is responsible for assessing and improving the skills of facility team members, who are integral to the effective execution of building services operating procedures and practices in alignment with the sustainability principles endorsed by business owners and property stakeholders. Moreover, the facility service team has access to the field metering regime, which enables them to derive insightful analytical observations essential to the sustainability program.

  1. Why is accounting for Scope 3 emissions necessary?

According to the CDP Technical Report (June 2024), Scope 3 emissions make up over 93% of total emissions in the Real Estate sector. However, reporting Scope 3 carbon emissions presents a formidable challenge for facility owners and service providers.

2. Recognise the Challenges –

3. Corporate Management of GHG emissions

4. Standards to refer to

5. Facility Management Carbon Management in Value Chain of Building Infrastructures (Ref. EN 15978)

6. Solutions to look for

Facility Management plays a crucial role in proactively managing environmental impact. This includes establishing clear boundaries, setting key performance indicators, selecting appropriate calculation methodologies, and conducting insightful historical and future projections analysis.

 

Office Furniture Sustainability: Challenges and Solutions for Facility Managers

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Some interesting facts about the Office Furniture Industry

  • According to the World Furniture Outlook by CSIL, the global furniture market was worth around US$420 billion in 2010 alone. China (37%) dominates the market.
  • According to Statista
    • The global furniture market revenue is expected to increase from 2024 to 2029 by $156.6 billion, or 20.47%, reaching a peak of $921.6 billion in 2029.
    • The annual growth rate (CAGR) from 2024 to 2029 is expected to be 9.01%
    • The global office furniture market was valued at approximately 54.24 billion U.S. dollars in 2021. The worldwide office furniture market was forecast to be worth around 85 billion U.S. dollars in 2026

Furniture management presents a series of challenges for Facility Managers responsible for overseeing large and small commercial office operations. As these offices expand or undergo layout modifications, the refurbishment and appropriate disposal of old, deteriorating furniture emerge as critical facets of the sustainability program. It is not uncommon for the Facility team to store old furniture in discreet locations such as corner rooms or basements to uphold an aesthetically pleasing environment for both visitors and occupants.

This write-up concerns challenges and framing criteria aligned to foster the sustainability initiative throughout the furniture’s lifespan: New Procurement, Use phase, Refurbishments, and End-of-Life.

Challenges

Challenges commonly encountered by the Facility Management team in the adoption of sustainable practices for office furniture management include the following:

  1. Knowledge Gap in Facility stakeholders – 75% of Office Furniture is sourced from unorganised small players in the local market.
  2. The facility Owner and stakeholders’ top management lacks the willingness and initiative to adopt sustainability practices.
  3. Inadequate or absence of government policy framework focusing on specific green requirements of Office Furniture.
  4. Inadequate knowledge and local ecosystem supporting regulations and certification programs promoting sustainability of the Furniture industry.
  5. The absence of locally certified refurbishment and end-of-life service providers compounds the cost imperatives for procuring green-certified furniture products.

Advancing Forward

  1. Setting comprehensive sustainable criteria for Furniture management

2. Awareness of standards for compliance by manufacturers and suppliers of Office Furniture

3. Business Impact Assessment of Green Furniture

  • It is imperative to recognise that a substantial segment of carbon emissions associated with furniture emanates from the manufacturing phase. As reported in the ‘Benchmarking carbon footprints of furniture products’ by FIRA International, the average CO2 equivalent emissions are 72 kgCO2e for a task chair and 45 kgCO2e for a 1600mm x 1200mm workstation.
  • Refurbishing and reusing old furniture extends its useful lifespan, saving 35% on new furniture costs.
  • Awareness of Environmental impact fosters
  • Increase awareness among buyers of the potential for furniture refurbishment services.
  • Provide incentives for using recycled wood fibres by including an award criterion.
  • Promote the circular economy by negotiating a take-back deal with manufacturers and suppliers for recycling, refurbishing, repurposing, and reusing old furniture.
  • Signal the market to encourage producers to elevate the use of recycled plastic.
  • Stimulate innovation in furniture companies regarding the design for disassembly and partial replacement of components.
  • Cultivate skills development in furniture repair and renovation and responsible End-of-Life (EoL) disposal, facilitated by either the tendering companies or third parties.
  • Decrease the volume of furniture waste sent to landfills by facilitating easier product separation.

4. Green Seals

Green labelling gives purchasers and consumers a robust view of the product’s sustainable attributes.

Environmental sustainability is of utmost importance globally and affects all conscientious individuals. Understanding the ecological repercussions of everyday items and implementing substantial and long-lasting sustainable practices has become increasingly crucial in modern times.

Digital Transformation Potentials in the Integrated Facility Management Industry

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The adoption of digital transformation has become increasingly prevalent in various aspects of modern life. As the Facility services have matured over the past few decades, technology has permeated the entire value chain of Facility Management services. The digital landscape has witnessed substantial technological advancements, influencing the perception and expectations of service levels within the realm of Facility Management. This is exemplified by the application of digital technology in the following areas:

– Utilization of IoTs in utilities systems and sub-systems

– Implementation of software applications for workflow management and analytics, as well as procurement and stock management

– Integration of Artificial Intelligence and Machine Learning for predictive maintenance, forecasting, and reporting

– Utilization of Augmented Reality for interior design, space planning and management

The strategic selection and application of technology in functional areas necessitate thorough analysis based on the following premises:

– Ensuring functional fit-for-use

– Assessing ease of availability and implementation

– Aligned with the organization’s strategic rationale

– Enhancement of safety measures

– Mitigation of risks or avoidance altogether

– Overall efficiency improvement and carbon emissions reduction

– Realization of economic gains

– Comprehensive gains assessment

Despite the deployment of best-fit technology, the failure of adoption and standardisation can be attributed to a prevalent aversion towards utilizing the facility, stemming from conservative cultural norms, limited awareness, and other cultural intricacies. Moreover, the rapid evolution and advancements in technology render the integrated workplace management ecosystem susceptible to the obsolescence of current technological solutions.

The profound impact of digital technology on Facility Management services lies in its transformative potential, which can be fully realized by carefully harmonizing its beneficial outcomes with the values of society and culture and aligning with long-term business objectives.

Sustainability Approach for the Airports Facility Management Services

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Airlines and airports globally have wholeheartedly embraced a mission for carbon neutrality and sustainability in every aspect of their airside and landside operations. Local environmental, cultural, and political boundaries have firmly set the framework for sustainability programs. The Facility Management team, responsible for the logistics and upkeep of airport infrastructure, possesses an exceptional opportunity to lead the transformative journey towards sustainability. The facility services within its scope can undoubtedly bring about a positive transformative effect on the PLANET (environment), PEOPLE (service people, customers) and PROFIT (economic) sustainability.

International Civil Aviation Organization (ICAO):

“The three pillars of sustainable development are especially relevant to the aviation sector that, by offering a safe and efficient means of mass transportation, is universally recognised as an essential component of the global economy and universal social progress.”

  • Globally, there are currently 576 accredited airports at Level 1 Mapping, Level 2 Reduction, Level 3 Optimisation, Level 3+ Neutrality, Level 4 Transformation, Level 4+ Transition and Level 5.
  • 85 Airports in the Asia-Pacific and Middle East have achieved accreditation through the Airport Carbon Accreditation program at Level 1 Mapping, Level 2 Reduction, Level 3 Optimisation, Level 3+ Neutrality, Level 4 Transformation, and Level 4+
  • In India, there are currently 30 accredited airports at Level 2 Reduction and Level and Level 4+

Here are a few Key facts about Indian Aviation Industry –

  • India’s aviation sector has witnessed significant expansion, with 545 routes operationalised under the Ude Desh ka Aam Nagrik (UDAN), aimed at improving air connectivity to underserved regions.
  • Alongside route expansion, 21 Greenfield Airports have been identified for development in the country, out of which 12 have been operationalised, reflecting the government’s commitment to enhancing air travel infrastructure.
  • With 158 operational Airports and the construction of 84 airports over the last decade, India’s aviation network is rapidly evolving.
  • Over 770,483 aviation movements occurred in the April to June 2024 quarter, representing an 8.1% increase compared to the same quarter in 2023. (source: Airport Authority India)
  • Over 99.539 million people travelled by air from April to June 2024, representing a 7.1% increase compared to the same quarter in 2023.
  • The recorded air freight was 906,397.4 tonnes in the April to June 2024 quarter, an approximately 14% increase compared to the same quarter in 2023.

Read more at https://www.aai.aero/en/business-opportunities/aai-traffic-news

Initiatives and facilitation of the Sustainability Program by Airport Facility Services

The Facility Service team effectively manages and controls the critical pillars of environmental sustainability, including energy, water, and waste management. People-centric policies and governance models significantly impact the workplace experience for in-house and outsourced service team members, as well as the experience of customers. Additionally, the carefully chosen application of technology, risk management program, and lean management strategy, with a laser focus on stakeholders’ interests, are poised to yield profitability.

The Airport Authority of India (AAI) has implemented a policy to transform into a greener, cleaner, and healthier environment in line with India-specific sustainability program contributing to Nationally Determined Contributions (NDC) targets. AAI targets to reduce Scope I and II emissions by 5% per passenger per year and to reduce direct emissions by 75% by 2030 (over the 2015 baseline) at its airports. The transformative roadmap towards carbon neutrality and net-zero emissions outlines key operational performance and quality indicators for the Facility Service team to collaborate, coordinate, and make substantial contributions.

Key Drivers for Facility Management Service Business

Typical service portfolios managed by in-house or outsourced Facility Management team

Sustainability initiatives and support services

The evolution of service levels in facility management reflects the changing demands of end users, with Gen Zers placing more emphasis on environmental protection. The Facility Service team must prioritize the development of sustainable service frameworks to meet these needs and actively seek opportunities to improve and protect the environment, thereby contributing to wider sustainability efforts.

 

Swimming Pool Safety Risk Assessment

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Gurgaon kid drowns in residential swimming pool; death unmasks grave safety gaps

Read more at NEWS

The provision of a swimming pool is a prevalent amenity in residential premises, wellness and sports centres, recreational resorts, and corporate facilities. Swimming pool-related fatal and non-fatal accidents are not uncommon in all these facilities. Children in the 1 to 14 years age group have a significant share of fatal accidents. More than 1/3rd of fatal accidents are attributable to drowning, and children involved are in 2/3rd and above of drowning accidents.

Competent management of usage behaviour and technical services necessitates professionals with specialised operations and maintenance skills. From the facility manager’s perspective, a swimming pool constitutes a crucial amenity service regardless of scale. It is imperative for the Facility Management team to conduct periodic safety risk assessments of the swimming pool and maintain effective communication with patrons.

The following potential risks should be considered:

The facility management team should carefully evaluate potential hazards and associated risks to enhance safety measures. The facility Manager must proactively seek and implement robust safety measures for water amenities. Collaborating with internal and external third-party experts for thorough safety risk assessments will enable the establishment of effective risk mitigation measures, creating a safer environment for all.