Category Archives: Customer Satisfaction

Energy efficient comfort air conditioning

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Legacy buildings with a total built-up area exceeding 15,000 square meters pose significant challenges to the Facility Management team in accomplishing transformative energy efficiency objectives. An evaluation of the existing energy performance of building services, coupled with a comprehensive, value-added transformative action plan regarding operational procedures and capital investment in retrofit engineering projects, is crucial for enhancing energy efficiency. This article centres on the HVAC system, which accounts for approximately 45-55% of the total energy consumption in a typical fully air-conditioned commercial building operating 24/7, 365 days a year.

The energy components of an HVAC system in a commercial building are

  • Ventilation system (~30-35%)
  • Cooling Plant (~25-30%)
  • Heating (~15-20%)
  • Pumps (~10-15%)
  • Cooling Towers (~5 – 10%)

(Reference:: www.energy.gov.au; hvac-factsheet-basics-energy-efficiency)

What is Thermal Comfort?

Thermal comfort is defined as that condition of mind which expresses satisfaction with the thermal environment.

Acceptable Thermal Environment – a thermal environment that a substantial majority (more than 80%) of the occupants find thermally acceptable.

– American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE – 55,2020)

Balancing comfort and energy efficiency in air-conditioning requires careful consideration. Building design and commissioning using the adaptive method establishes acceptable indoor temperature ranges based on function and climate. Standards like ASHRAE 55-2020, ISO 7730–2005, and EN 15251–2007 incorporate adaptive models, which consider behavioural and technical adjustments, acclimatisation, and psychological acceptance.

Six influencing factors of comfort air-conditioning in an open-plan office

  • Personal attributes- Metabolic rate (Physical activities), Clothing insulation (Dress code)
  • Environmental attributes – Average room temperature, Average air speed, Average radiant temperature, and Humidity

How Facility Management can facilitate comfort air-conditioning for maximum occupants in a large office space (> 15,000 m2).

General approach

On-site physical measurements and target setting

ITEMEQUIPMENTPERFORMANCE INDICATORBASELINETARGET
1WHOLE BUILDINGGSF —— sqft /ton
2WHOLE BUILDING ENERGY PERFORMANCE INDEX (EPI)——– kWh/m2/Year
3WHOLE BUILDING HVAC SYSTEM ENERGY PERFORMANCE INDEX (EPI)——– kWh/m2/Year
4CHILLER— kW/ton (—/kWR)
5COOLING TOWER—kW/ton (—kW/kWR)
6CHILLED-WATER PUMP—-kW/ton (—-kW/kWR)
7CONDENSER WATER PUMP—-kW/ton (—-kW/kWR)
8AIR HANDLING UNIT—-kW/ton (—-kW/ton)

Energy Conservation Measures (ECM)

Decision-making regarding Energy Conservation Measures is contingent upon business management choices based on-

  • Driving factors – Business objectives, Regulatory guidelines, Climatic impact, Functional needs, Building architecture, construction and senior Management’s operational priorities.
  • Technical feasibility and risk assessment of proposed ‘Energy Conservation’ measures.
  • Prioritisation based on business impact
  • Occupants’ acceptance of behavioural change management within the facility.
  • Forecast energy savings and carbon emission abatement.
  • Cost-impact analysis
  • Branding and reputation

INDICATIVE ENERGY CONSERVATION MEASURES (ECM)

THERMAL ENVIRONMENT ENERGY CONSERVATION MEASURESENERGY EFFICIENCY IMPACTIMPLEMENTATION-EASE / COMPLEXITYCOST IMPACT OF ECM IMPLEMENTATION
PERSONAL ATTRIBUTES
ClothingDevelop and communicate a season-appropriate dress code for building occupants.ModerateEasy to implement–
AwarenessConduct workshops to develop awareness of energy conservation and general acceptance of adaptive thermal comfort management..Every 1 0C increase in room temperature can result in a 2 to 3% reduction in HVAC system energy consumption.Easy to implement–
SurveyConduct a thermal comfort survey, analyse and share feedback, and create a collaborative approach to improving sustainable indoor environmental quality.ModerateEasy to implement–
ENVIRONMENTAL ATTRIBUTES
Reduce radiant heat gainsApply thermal insulation to walls and roofs to reduce heat transfer.

Apply high solar reflective index (SRI) paint on the rooftop and exterior walls to reduce solar heat gain.

SignificantModerateModerate
Indoor LightingEnergy-efficient LED lighting will reduce radiant room temperature.ModerateModerateModerate
Glass windows, façade, doorsTemporary shading – use of blinds or curtains to prevent indoor sun glare.ModerateEasy to implementLow
Dynamic glazing, including chromogenic glazingSignificantComplexHigh
Smart Energy and HVAC System MeteringCalibrate sensors periodically and replace faulty sensors.

Introduce a smart energy management system for continuous monitoring and control.

SignificantSignificantModerate
Room Temperature and humidity improvement.Roof top gardening, indoor potted plantersModerateEasy to implementLow
Smart thermostats to optimise temperature and ventilation rate settings based on occupancy.SignificantModerateModerate
Improve whole building air tightness.Sealing air duct leaks and maintaining clean filters of air handling units can yield up to 10% energy savings for HVAC systems.SignificantModerateLow
Exterior joints, cracks, and holes in the building envelope should be caulked, gasketed, weather stripped, or otherwise sealed to minimise air leakages.SignificantModerateLow
Conduct air leakage tests as per ISO 9972:2015 or ASTM E779, E1827, or E3158 to determine root causes. If leakages exceed 25% of the building commissioning test value, perform an infrared imaging along with a visual inspection and smoke test.SignificantSignificantModerate
Improve the performance efficiency of Cooling Towers, Condensers, and Chiller Plant.Evaluate and assess the performance effectiveness of the primary heat exchange equipment – cooling tower, condensers, and chiller plant. Examine the root causes of a heightened approach temperature in relation to the information provided in the commissioning test report.SignificantEasy to implementLow
Variable Air Volume systemExplore the opportunity for retrofitting VAV systems where occupancy variation is significant throughout the day or week. (Sports amenities, cafeteria, conference and meeting room, etc.)SignificantModerateModerate
Introduce Smart PumpsReplace multiple time-repaired pump motors with new smart pump sets.SignificantModerateModerate
Improve Fan efficiencyReplace the entire fan assembly with a high-efficiency fan assembly.SignificantComplexHigh
Replace conventional V-belts with energy-efficient flat belts or cogged, raw-edged V-belts with AHU fan units.ModerateModerateModerate
Electronically Commutated Motors (ECMS) can provide significant energy savings and controllability in series-fan-powered Air Terminal Units (ATUS), which are used in constant volume air distribution systems.SignificantModerateModerate
Effective Ventilation SystemAnalyse and explore the opportunity for integration of the ‘Demand Controlled Ventilation’ (DCV) system in the HVAC system.SignificantModerateModerate
Explore opportunities for Energy Recovery Ventilation (ERV) systems in hot and humid, as well as temperate, climatic zones.SignificantModerateHigh
Opportunities for retrofitting Free Cooling – Air or Water Economisers.SignificantModerateModerate
HVAC system equipment optimisationProgrammable thermostats and smart Controllers for predictive scheduling of equipment run hours based on cooling demand.SignificantComplexHigh
Investigate the possibility of installing variable speed drives on centrifugal chillers and implementing intelligent optimisation (Central Plant Optimiser) for chillers, cooling towers, and air handling units.SignificantComplexHigh
Low Delta T syndromeAddress the underlying causes of Low Delta T syndrome in the HVAC system.SignificantModerateLow

Challenges in the Implementation of Energy Conservation Measures

  • Management buy-in
    • Lack of awareness about the environmental, reputational, market, and financial benefits of ECMs.
    • Lack of coordination among multiple stakeholders in multi-tenant properties, including various investors, facility maintenance teams, and local government authorities.
    • Cultural resistance to changes in office etiquette can have a direct or indirect impact on energy management discipline.
    • Inadequate regulatory measures for energy conservation.
    • The absence of, or inadequate awareness of, financial or non-financial incentives from governmental authorities fails to drive initiatives for ECMs.
  • Insufficient budget allocation.
    • The estimated initial soft costs, which cover the energy audit process and the engagement of a team of experts for analytical cost-benefit and environmental impact analysis, are not allocated.
    • A high-cost investment-grade audit procedure does not guarantee savings from energy-saving measures due to the long payback period, typically ranging from 3 to 5 years or more, and the unpredictable dynamics of business operations within the property.
  • Difficulties in project planning.
    • An inadequate energy management system is in place to monitor and track operating systems.
    • Insufficient and poor-quality information and historical data from the site.
  • An unskilled in-house team.
  • Insufficient knowledge and skill set to conduct on-site testing procedures for Chiller Plant equipment, cooling towers, fans, blowers, and the air-tightness of air ducts and rooms.

Conclusion

In today’s workspaces, feeling comfortable with the temperature is a key part of enjoying your workplace experience. When discomfort lingers, it can significantly impact productivity. That’s why energy-efficient air conditioning is so important; it adds significant value that the facilities management team can bring to any building. With thoughtful planning and innovative measures, even older buildings can see a remarkable transformation.

Optimising Service Efficiency: A Deep Dive into Facility Performance

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Facility performance plays a crucial role in ensuring the success of both business and residential operations. To provide efficient service, facility performance must align with intelligent design and construction, effectively meeting the objectives of its intended use throughout its operational lifespan. Furthermore, constructive customer feedback, backed by a continuous improvement program, helps to achieve business objectives and prolong the facility’s useful life.

  1. Why is the assessment of facility performance necessary?

Evaluating facility performance, whether focusing on a single phase or multiple phases from design to post-occupancy, plays a crucial role in controlling design development, construction, asset management, and capital investment projects throughout their operational life. Assessing gaps in the infrastructure, asset management relative to functional needs, business requirements, and user perceptions- both internal and external- can create a foundation for necessary adjustments in financial and non-financial aspects.

A balanced scorecard approach incorporating four domains can provide a structured framework for planning corrective actions and ongoing improvement initiatives.

BALANCE SCORECARD FOUR-DOMAIN APPROACH

  • POSITIVE CUSTOMER EXPERIENCE
  • PROCEDURES
  • PROFICIENCY
  • PROFIT
  1. What are the key objectives for evaluating the performance of a facility or a group of similar facilities?

The objectives of the ‘Facility Performance Evaluation’ are established in alignment with the business goals of stakeholders. In a broader context, the key parameters are determined in consultation with the property owners and tenants of the facility, with the aim of maximising benefits derived from facility survey observations and analytics. This approach facilitates informed decision-making regarding capital-intensive projects to enhance operational efficiency, expand, or modify building infrastructure and improve market branding and competitiveness. The four-domain balanced scorecard approach quantifies performance quality.

A systematic process can be developed to establish goals that align with organisational objectives, formulate Key Performance Indicators (KPIS), and benchmark performance against historical data and industry standards across all four domains of the scorecard evaluation. Assessing the scorecard across each domain establishes the framework for performance enhancement. Integrating risk assessment with opportunities for innovative solutions will prioritise the improvement program and delineate the organisational culture.

  1. What are facility managers’ common challenges in conducting a comprehensive assessment?

A Facility Manager faces numerous challenges during the thorough performance assessment of a facility, which can be summarised as follows:

  • Information Gathering. In most instances, the facility preserves historical and contemporary information in disparate repositories, managed by stakeholders who do not necessarily share similar business objectives.
  • Data verification. Authenticity and verification of relevant data points without validation, supported by a sound technological system.
  • Analysis and correlation. The analysis and correlation of available information and data points with the functional requirements established during the pre-design and design development stages, the transformation of property usage over an extended period, the management of perceptions, and the cost inputs.
  • Absence of an appropriate skill set. Inadequately skilled in-house personnel are unable to perform the facility performance assessment.
  • Upper management lacks interest in allocating funds and initiating the assessment program.
  1. Who are the stakeholders who will perform the facility performance evaluation?

A comprehensive Facility Performance Evaluation program will necessitate the professional contributions of subject matter experts, alongside a holistic analysis conducted by the Facility Manager. Consequently, it is essential to engage Architects, Structural Consultants, Mechanical, Electrical, and Utilities Engineers, Environmental professionals, Fire and Life Safety experts, as well as Customer Relationship, Finance and Procurement specialists, thereby establishing a core audit team. The composition of this team will be influenced by the size of the property, its complexity, and its business importance. An in-house team may be trained to execute this process regularly following an initial professional assessment. Work method statements tailored to meet the property’s specific requirements can be revised and utilised for subsequent activities.

  1. Which model of Facility Performance Evaluation should the Facility Manager opt for?

Facility performance modelling is specifically designed to address compliance deviations from building codes and ensure regulatory compliance, while also developing solutions that pertain to fire and life safety, occupancy requirements, future demolition and modification plans, end-user satisfaction, operational procedures, and the professional development of operating staff. The evaluation model is contingent upon the property’s layout, use-specific criticality, the condition of the building’s fabric, and the quality of the interior environment. Commencing with coordination meetings involving stakeholders and conducting walk-around assessments, the Facility Performance Evaluation (FPE) model may encompass, but not be limited to, commissioning or functionality acceptance tests, operational condition assessments of building components and equipment, as well as an evaluative checklist to solicit customer feedback.

The selection may encompass a singular approach or a combination of the four-domain framework of the balanced scorecard, with the objective of enhancing the facility functionality and serviceability, facility management and service quality, addressing or minimising deviations from design and regulatory requirements, implementing investment-grade improvements, and developing the knowledge base of service providers.

A typical facility performance evaluation (FPE) model can include common service elements and individual need topics, and more, as indicated below.

  • Location, Access, and Wayfinding
  • Fire and Life Safety
  • Legal and Regulatory compliance
  • Protection of individual property
  • Building fabric condition- structural and architectural
  • Aligning building aesthetics with brand image
  • Change and churn management
  • Water, Energy, and Waste Management
  • Interior Environment Quality
  • Building systems and sub-systems – HVAC, Electrical, Plumbing
  • Operations Digitalisation and specialised communication and surveillance systems
  • Space Management
  • Ergonomics
  • Cleanliness
  • Transportation Management
  • Special Amenities- Wellness management
  • Sustainability
  • Business continuity
  • Occupants’ satisfaction

The ASTM (2000) standard delineates the evaluation of customer requirements pertaining to facility functionality and quality, while also facilitating comparisons with building design and service levels. Performance levels are explicitly defined to address the needs and expectations of facility occupants. The suitability of a facility for a group of occupants or disparate groups of occupants is categorised based on an assessment of serviceability, condition, and residual service life.

Categories A to D are as follows:

A = OK at present.

B = Thresholds and/or 10% to 30% of topics miss significantly.

C = Serious problems, but not immediate.

D = Immediate action needed, e.g. for health or safety.

  1. What are the derived benefits of conducting an effective and sustainable performance evaluation?

The outcomes of the Facility Performance Evaluation (FPE) can yield numerous potential benefits, categorised into short-term, medium-term, and long-term impacts. Facility-specific tailored FPE aims to enhance initiatives within the continual improvement program. An effective and sustainable evaluation program can support

  • Identifying gaps in compliance with property and life safety codes and relevant legal and regulatory requirements.
  • Conduct a gap assessment of the functionality and purpose of the infrastructure design with its current status, identifying opportunities for innovative solutions.
  • Establish needs for process improvement and develop processes aligned with sustainability principles.
  • Establish documentation of procedures.
  • Enhance customer satisfaction
  • Support decisions based on information and analytics regarding capital investments in infrastructural projects.
  • Identify the needs for competency improvement among service personnel.
  • Analyse cost performance in comparison to the industry and its historical benchmarks.
  • Improve the market competitiveness of service providers.
  • Enhance the reliability and durability of the property.

Navigating The Challenges Of Transitioning Building Services Operations

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The critical phase of transitioning building services from commissioning to operations often needs to be addressed by both Project Owners and Facilities project management consultants. Overlooking these issues can lead to unrealized objectives for the owner and, consequently, result in customer dissatisfaction.

Identifying Key Challenges and Risks

  1. Compliance with Statutory and Regulatory Requirements:

Ensuring adherence to all legal standards and regulations for the property is a paramount concern that demands meticulous attention.

  1. Project Documentation and Training:

Thorough documentation and comprehensive training for the Facility Maintenance team are crucial to ensuring the smooth operation of building services.

  1. Functional and Performance Tests:

Rigorous testing of building systems and sub-systems is essential to guarantee their functionality and performance.

  1. Change Order Estimation and Validation:

Accurately estimating and validating change orders is critical in preventing cost overruns and ensuring financial transparency.

  1. The Commissioning, Operations, and Maintenance Service Framework:

Developing a robust framework for commissioning, operations, and maintenance services is essential for long-term sustainability.

Facility Project Management Consultant

Addressing Challenges Effectively

Each of these challenges necessitates a detailed risk assessment, cost impact analysis, and the implementation of an efficient mitigation program. The primary objective of risk and cost assessment is to align with the owners’ and other stakeholders’ business goals. Factors such as geographic location, end-use intent, and cultural alignment significantly contribute to the success of Facility Management programs.

It is common practice to conduct acceptance tests for systems, which include integrated tests of fire and life safety systems, emergency power sourcing, building surveillance and access controls, ventilation systems, and vertical transport systems. The operation technical team should witness these tests to understand the design intent and expected outcomes.

The Transition Program

Defining and agreeing upon a comprehensive transition program among all stakeholders and the Transition Management of the Integrated Facility Service Tendering Team is imperative. This program should encompass the construction close-out and handing-over process, addressing potential risks and challenges at each step. Estimating operating costs for the initial 5-year period and the subsequent 20-year life cycle of the property enhances the strategic framework of Facility Project Management services.

Enablers for Success

Key enablers for a successful transition program include:

  1. Effective Communication Platform and Inclusive Culture: Fostering open communication and an inclusive culture facilitates smoother transitions.
  2. Understanding Project Owners’ Business Objectives: Clearly articulating and understanding the end-use business objectives of Project Owners is crucial for alignment.
  3. Collaborative Problem-Solving: Encouraging collective deliberation and finding solutions for cost, quality, and timeline deviations.
  4. Digitized Transition Management: Utilizing digital tools for efficient transition management enhances effectiveness.
  5. Strategic Framework for Facility Management: Defining, developing, and deliberating on the strategic framework of Facility Management ensures long-term success.
  6. Geographically Aligned Integrated Facility Management Service Tender: Running an Integrated Facility Service Tendering program focusing on geographic location, end-use intent, and business goals contributes to selecting the most suitable service providers.

Stakeholders can successfully navigate the complexities of transitioning building services operations by addressing these challenges and leveraging the identified enablers. This strategic approach ensures the fulfillment of immediate goals and the sustained efficiency and satisfaction of all stakeholders in the long run.

Workplace Experience Indicators and SDG Targets

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The workplace experience is a multi-faceted concept encompassing subjective issues such as job design, interpersonal relationships, workplace cultural and personal attributes, and physical environment. Job design encompasses task assignment, employee autonomy and the complexity of the work, while interpersonal relationships affect communication, teamwork, and morale. The cultural and personal attributes of the workplace include the organisation’s values, norms, and leadership style. Finally, the physical environment, including lighting, temperature, and noise level, significantly impacts the workplace experience.

This article highlights the relationship between workplace experience drivers, the Sustainable Development Goals (SDGs), and their targets. The SDGs comprise 169 universal, multi-dimensional, and time-bound targets for achieving sustainability. By mapping the performance indicators of workplace experience drivers to sustainability targets, organisations can accelerate their progress towards meeting the SDGs.

SDG targets and Workplace Experience Indicators (Example) –

SDG 2 Targets

SDG 3 Targets

SDG 8 Targets

Integrated Facility Management services can potentially impact workplace experience while advancing sustainability goals positively. By aligning operational performance targets with SDGs, FM teams can drive meaningful changes that benefit facility occupants and the broader environment. Embracing innovative IFM practices that integrate sustainability principles is critical to realising these mutual benefits and promoting a more sustainable and enjoyable workplace experience for all stakeholders.

Competency Management and Productivity

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The landscape of Facility Management Services has transcended routine administrative tasks, now demanding intelligent, data-driven decisions executed by a skilled labour force within modern Smart Buildings. The proficiency of service personnel is pivotal, aligning with end-users’ expectations in daily operations and maintaining contemporary amenities and supporting infrastructure.

The Policy and Strategy framework governing Facility Management Services must permeate through all levels of the Service Team, comprehended both in its literal context and its overarching spirit by stakeholders.

Identifying critical competency criteria involves meticulously considering stakeholder requirements alongside the intricacies of building systems and subsystems. Every Facility Manager must possess a foundational knowledge base across various essential domains:

  1. Communication
  2. Interpersonal Relationship Management
  3. Compliance
    • Statutory and regulatory requisites
    • Environmental Building Codes
    • Stakeholders’ business needs about the property
  4. Risk Management and Business Continuity
  5. Maintenance Services
  6. Best Industry Practices
  7. Cost Management
  8. Technology for Building Services

The proficiency level of the service team directly correlates with operational productivity. Efficient resource planning involves aligning supply with demand and engaging service team members effectively. Employing flexible, demand-driven staffing, maintenance equipment, and tools optimises long-term Facility Services costs. Aligning skill requirements with service portfolios and sourcing resources accordingly is imperative in linking productivity with competency.

Continuous enhancement in service productivity necessitates the monitoring, analysing, and benchmarking of cost, time, and customer satisfaction metrics. The selective adoption of technological tools within the industry is crucial for holistic improvements in competency and productivity.

Enhancing skills through assessments, upskilling programs, and fostering a multitasking culture can significantly augment productivity across soft and hard service portfolios.