Category Archives: Facility Management Consulting

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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.

Property Manager’s Dilemma: Reusing Treated Wastewater in Group Housing Society

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Water is an essential resource necessitating sustainable management practices. SDG target 6.3 focuses on halving the amount of untreated wastewater and greatly enhancing global recycling and safe reuse by 2030. SDG indicator 6.3.1 tracks the proportion of total, industrial, and domestic sewage that meets national or local treatment standards. Water stress affects residential, industrial, and agricultural sectors worldwide. The global platform 50L Home promotes water circularity, resilient water management, and carbon efficiency. According to its observation, “On average, the energy required for household water use is approximately 18% of total energy use in the home, contributing to greenhouse gas (GHG) emissions.”

Why does Property Management need to focus on Water Management?

A strong water management system is essential for environmental and operational sustainability and for safeguarding the health and well-being of communal housing residents. Governmental and non-governmental ecological protection agencies are becoming more watchful of water pollution and consumption. Regulations are continuously being established and updated, aiming at water conservation and environmental preservation. Consequently, housing societies need to develop innovative strategies to ensure the health and well-being of residents while maximising water conservation.

The prevalent challenges associated with transitioning from a disposable wastewater model to a practice of optimised freshwater usage, efficient wastewater treatment, and the reuse of treated wastewater within communal housing water management regimes.

  • Lack of access to adequate clean domestic water
  • Poor monitoring systems for drinking water quality and continuity.
  • Minimal or no recycling and reuse of treated safe wastewater
  • Insufficient metering system for tracking water flow usage.
  • Inadequate understanding of water sustainability issues.

Why is treated wastewater reuse significant for the Housing Society?

  • Reusing treated wastewater is a key approach to achieving water sustainability, as envisioned by 50L Home’s goal of “daily 50L per person that feels like 500L”.
  • Groundwater is depleting at an accelerated rate, necessitating government authorities to implement regulations concerning water extraction hawkishly.
  • City Administrators are dealing with significant water scarcity and environmental pollution, mandating stringent water supply and sewage discharge norms for group housing.
  • On average, wastewater is estimated to account for 80% of the domestic water supply. The target for efficient treatment and reuse of wastewater is 40%, with a progressively higher share of total wastewater generation in the coming years.
  • The energy expenditure constitutes a substantial portion of the overall operational costs associated with water management. Housing societies aiming for sustainability accreditation and certification necessitate implementing adequate water and energy management systems.

Property Manager’s approach

  1. Design Parameters of a Sewage Treatment Plant
  • Challenges for Property Managers
    • Lack of sufficient knowledge regarding design intent and details.
    • Undercapacity of the STP is a common issue within the Group Housing Society.
    • Assessing the design and construction gap poses a significant challenge for Property Management’s in-house team.
  2. Options for Reuse of Treated Wastewater in Group Housing
  • Challenges in Group Housing Society
    • Cultural and perception barriers hinder the acceptance of recycled wastewater for domestic non-potable use.
    • Inadequate maintenance leads to frequent failures in treating grey and black water at the Sewage Treatment Plant. The quality of recycled wastewater supplied to residential units, landscaping, and other usage points deteriorates, leaving end users unaware of the system’s failures.
    • There is also insufficient monitoring of the availability of treated wastewater for reuse.
    • The Property Management team has not effectively established a mechanism to resolve end-user complaints.
      • Reuse options   

3. Choice of Sewage Water Treatment technology

Various technologies have been established in the sewage treatment engineering sphere.

  • Challenges in choosing the right technology–
    • The growing demand for reusing treated wastewater has required the implementation of suitable technology based on operational needs loads from the outset of the construction phase and during any modifications and expansions. Property Management would need subject matter experts to identify the most suitable technology.
    • Subject matter experts and stakeholders must deeply dive into the cost viability of installation, operations, and maintenance.
    • Innovative solutions requiring capital investment are being slowly adopted. A comprehensive risk assessment is essential to building a business case for adopting new technology.

Implementing new technology is intended to achieve specific objectives related to reuse. The selection process for appropriate technology necessitates careful evaluation of both on-site and off-site options, considering factors such as land area (sqm/KL), capital investment (INR/KL), operational costs, reliability, and maintainability.

4. Metering and monitoring the domestic water system

  • Challenges in metering water system
    • General negligence regarding water sustainability is evident.
    • The lack of financial motivations for water conservation resulted in most users relying on unmetered water.
    • Without a metering system, the maintenance team operates on flawed assumptions about water utilisation.
    • Insufficient metering data prevents proactive maintenance and operational measures from being implemented.
    • Consequently, sustainability initiatives and reporting suffer.

In group housing societies, smart meters can be installed to monitor, control, report and analyse water availability and usage and identify opportunities for conservation.

Bulk metering systems should be designed by zone and group consumers within a system or subsystem to conduct a water audit.  This approach will help pinpoint areas where water is being wasted.

5. Service Level Benchmarks

The terms of service level are intended to establish appropriate expectations among service partners and stakeholders. The service level delineates the guiding principles from a design, construction, operations, and maintenance perspective.

  • Challenges arise in the implementation of these standards in setting and effectively implementing Service Level terms are –
    • The design and construction of the sewage treatment plants (STPs) have been inadequately executed to curtail capital expenditures.
    • Financial incentives and sustainability certifications are confined to a few group housing societies.
    • The cost recovery mechanism for wastewater treatment plants’ construction, operation, and maintenance has not been meticulously designed.
    • There is a significant lack of awareness regarding sewage pollutants’ environmental, public health, and well-being impacts.
    • The limitations surrounding advanced technology and innovations to achieve qualitative and capacity-handling objectives are notable.

Service level benchmarks

    • Coverage of Sewerage (100%)
    • Treatment Capacity Quality of Sewerage Treatment Plant (100%)
    • Reuse and recycle of sewage (20%)
    • Cost recovery in wastewater management (100%)
    • Redressal of Customer Complaints (80%)
    • Extent of metering of watering connections (100%)

The Central Public Health and Environmental Engineering Organisation (CPHEEO-India) has outlined standards for the quality of treated wastewater.

6. Water Conservation

    • Promote public awareness concerning water sustainability.
    • Utilise treated wastewater and harvested rainwater for irrigation, toilet flushing, cooling towers, and vehicle washing.
    • Promote the use of water meters or timers among consumers.
    • Implement strategies to identify and mitigate water leakages. Particular attention should be paid to leaking toilets, sink faucets, and showerheads, as these account for a significant portion of water wastage.
    • Minimise the flushing volume of water closets, showers, kitchen sinks, and toilet handwashing facilities.
    • Promote drought-resistant planting alongside efficient irrigation systems.
    • Encourage the adoption of water-efficient appliances, including washing machines and dishwashers.

Sewage water treatment plant operation and maintenance are vital for property management services. The Property/Facility Management team is responsible for maintaining the system, with the primary goal of promoting the environmental sustainability objectives set forth. Whether through sustainability certifications or not, maintaining the STP and repurposing treated wastewater is crucial in contemporary group housing societies.

Trends in technology, etiquette, and safety within high-rise buildings elevators

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Elevators are the most vital vertical transport equipment in high-rise buildings. Steam-powered passenger elevators were first installed at the Haughwout Department Store in New York in 1857, and the electric lift came into use in early 1900. Since then, the technology and safety features of passenger elevators have evolved for skyscrapers across the globe. With the advent of modern-day skyscrapers equipped with state-of-the-art elevators, building facility managers are responsible for upgrading their knowledge and understanding of the latest technology trends, safety features, maintenance techniques and passenger comforts.

ELEVATOR INNOVATIONS
Over the past 150 years, numerous innovations have emerged worldwide, particularly in the electric traction systems used for high-rise buildings. These advancements have focused on enhancing safety and security features, promoting intelligent interoperability in smart buildings, and increasing passenger comfort. Recent innovations in lift technology include regenerative drives, gearless traction systems, ropeless lifts, IoT-enabled diagnostics and controls, and AI and ML adaptive systems.
Drivers for the technology innovations are –
• Safety features
• Security surveillance and controls
• Speed and smooth ride
• Passengers’ comfort – optimising waiting and destination time
• Energy and carbon efficiency
• Reliability and maintainability
• Installation, operation, maintenance and disposal cost efficiency

ELEVATOR ETIQUETTE
• Please observe the directional movement of the lift and the comfort level of fellow passengers when entering or exiting the lift car while maintaining a respectful personal space.
• Refrain from prolonged staring, playing music, creating excessive noise, engaging in loud conversations, or conversing over the handset within the lift car.
• It is advisable to avoid consuming food or beverages inside the lift car.
• Maintain a standard of personal hygiene by covering your mouth and nose when sneezing.
• When accompanied by a dog, please utilise the designated lift, remain considerate of other passengers, and ensure that the dog is always leashed and under your control.
• Priority should be given to delivering food, medication, or emergency supplies.
• Be careful with your luggage in the elevator and avoid overloading it.
• Do not obstruct the car door to allow others to enter or exit the lift. Furthermore, do not attempt to rescue individuals from the car if it has halted away from the floor level.

SAFETY
1. In 1999, a passenger was trapped in an elevator at the McGraw-Hill building on Sixth Avenue, New York, for 41 hours after it stopped dead after a brief power dip. Alarms, surveillance video, and all other attempts to call for help went unnoticed for 41 hours.
(Source: NYTimes- The Big City; Aftermath Of 40 Hours In an Elevator)
2. Noida high-rise lift malfunctions, reaches top floor, smashing roof after brakes fail
This is the second time in less than a year that a lift at Paras Tierea Society in Noida has malfunctioned.
(Source: https://indianexpress.com/article/cities/delhi/3-injured-after-lift-brakes-fail-reaches-top-floor-smashing-roof-in-noida-high-rise-9324996/)

Modern-day lifts have built-in safety features mandated by local and national legal and regulatory guidelines. Accidents from elevators are rare, but they are fatal in most cases. Construction and maintenance personnel working in or near elevators and general passengers face significant accident risks.
For maintenance and construction workers, janitors, and cleaners, the significant hazards are –
• Fall into the shaft
• Entanglement between the moving car and fixed structures or moving parts.
• Hit by the elevator car or counterweight
Passengers face tangible and relatively frequent safety hazards, which include: –
• Entrapment within the lift car
• Mis-levelling of the lift
• Excessive speed of the lift
• Malfunction of the car doors
• Failure of the emergency rescue device
• Dysfunctionality of the emergency push button
• Autonomy of the emergency lights
• Inoperability of the intercom system
Consider the essential safety measures that construction and maintenance personnel are required to implement to promote professionalism and ensure safety in workplace practices.
• Safety regulations and protocols should be readily accessible to construction and maintenance staff and passengers throughout operations.
• The emergency response program should be systematically developed to effectively address common issues, such as entrapment following a power interruption, entanglement of individuals or clothing in lift doors or moving components, lift car door malfunctions, failure to stop at designated floor levels, excessive noise and vibrations during operations, and potential physical confrontations with other passengers or animals Only personnel who have received adequate training and certification should be authorised to perform work on or near lifts.
• Lock-out and tag-out procedures must be strictly adhered to during maintenance work.
• The ‘Original Equipment Manufacturer’ should be prioritised when awarding the lift’s annual maintenance contract.
• Additionally, the maintenance team must maintain a comprehensive monthly inspection log.
• Third-party entities conduct periodic safety evaluations and passenger feedback to enhance safety and improve measures for end-user comfort.

Elevators are ubiquitous equipment that meets the vertical transport needs of high-rise smart buildings. The right design technology, which addresses building operation needs, maintenance and operational procedures, safety audits, compliance with statutory and regulatory guidelines, and social etiquette, constitutes the key elements for managing the system throughout its lifespan.

Business Continuity Management-Mission Control Facilities (Data Centres, Airports)

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Data centres have undergone significant evolution since the introduction of mainframe computers in 1945, leading to the emergence of various types, including Enterprise Data Centers, Multi-Tenant/Colocation Data Centers, Cloud Data Centers, Edge/Micro Data Centers, Hyperscale Data Centers, and Telecom Data Centers. Over the past four to five decades, the digital economy has experienced exponential growth, positioning data centres as pivotal components of the digital ecosystem. The reliability, resiliency, and restorability of utility infrastructure supporting data centres have garnered the attention of stakeholders, designers, construction service providers, and facilities management teams. In response to evolving business requirements, operational teams have refined techniques and procedures, particularly following significant events such as the dot-com bust of the year 2000 and the financial crisis of the year 2008.
Business continuity and disaster recovery are essential organisational procedures designed, assessed, and implemented for mission-critical facilities like Data Centres and airports. Power interruptions, cooling and water system failures and human errors are the predominant causes of operational failures. Facilities Management underscores the significance of disaster recovery and business continuity plans within the Service Level Agreement by attending to safety, legal and regulatory compliances, utility systems, and workforce challenges.

Business continuity strategies

Business Continuity Management encompasses any one-off or a combination of the following strategies:
 Active/Backup Model – Maintaining an active backup site to ensure the continuation of all mission-critical activities.
 Active Split Operations Model – The operations of an affected site may be delegated to multiple remote operating active sites.
 Alternate Site Model – Regularly alternating between primary sites.
 Contingency Model – Arranging necessary resources at the location in case of breakdowns.
In every Business Continuity Model, the ‘Maximum Tolerable Period of Disruption’ (MTPD) ranges from a few minutes to a couple of days annually. The organisation establishes ‘Minimum Business Continuity Objectives’ (MBCO) for each mission-critical asset operating in stand-alone status.

Data Center operations depend on business-critical utilities like Electrical Power Distribution, Uninterrupted Power Supply, Battery Bank, Cabling, Cooling Systems, Water Management, Fire Alarm and Suppression Systems, Security, Surveillance and Access Controls, Suppliers, Specialist Service Partners, and Support Manpower, which necessitate ongoing assessments, upgrades, and validation of risk mitigation strategies.

Business continuity management process flow

1. Program management –
The design basis for constructing electrical power distribution in a data centre is established to maintain the desired levels of availability and reliability of the system. Service level agreements with the service providers are designed to adequately reflect key objectives of business continuity, such as the Minimum Business Continuity Objectives (MBCO), Maximum Tolerable Period of Disruption (MTPD), and Recovery Time Objective (RTO). Generally, a minimum availability of 99.982% for Tier-3 and 99.995% for a Tier-4 level site is stipulated in Service Level Agreements. A specialised team must assess, prepare for, respond to, and manage natural or artificial disasters and system breakdowns. This team coordinates logistics for both internal and external support, prepares budget estimates, and oversees essential crisis management actions.
2. Risk and business impact assessment-
o Safety risk
 An assessment of safety risks associated with the electrical power distribution and cooling system must include comprehensive electrical load flow analyses and short-circuit studies. This evaluation should address the identification of thermal anomalies in electrical nodes, cable degradation, malfunctions of switchgear, incidents involving bypassing or malfunctioning safety interlocks, nuisance tripping, detection of unsealed openings facilitating rodent access within switchboards, and inadequacies in the as-built documentation of the power network. Furthermore, a systematic, integrated testing program must verify the reliability of interconnected fire safety alarms, suppression, access controls, and electrical and ventilation systems.
o Non-compliance and nonconformity risk
 Risk and business impact analysis will necessitate sufficient construction design details, documentation regarding non-compliance and nonconformity with electrical codes and regulatory standards, clearances from local governmental authorities, as-built system drawings, and walk-through observations.
o Operation risk
 Documentation – Inadequate or absence of design and construction details, operating procedures (SOP, MOP, EOP), and troubleshooting charts.
 A yearly system testing program will pinpoint potential risks for sourcing clean, dependable power and uncover opportunities for cost-effective risk management solutions.
 Identify the “Single Points of Failure’ within the power distribution network and cooling systems, particularly those potential failures that may be ascribed to human error and loss of standby redundancy.
 Failure Modes and Effect Analysis (FMEA) evaluation for equipment, components and technology upgrades.
o Environmental risk
 Identify and assess potential environmental hazards, such as
• Flooding of all or part of the site
• Fire or failure to preserve fire suppression system
• Overfilling fuel or containment storage tanks leading to spillages
• Untreated or partially treated sewage water,
• Vandalism
• Pandemics, and
• Water and air contamination.
o Suppliers and support network risk
 Identify and establish priority spare components and equipment based on
• Frequency of failures
• Operational criticality of spare components or equipment
• Cost impact
• Environmental impact
• Expected useful service life of the component or equipment
 Identify dependencies on support resources such as suppliers, outsourced workforce, and other elements.
 Response time and Resolution time SLA with suppliers and support teams.
3. Obsolescence management –
Assess the service life of equipment (Transformers, Diesel Engine Generators, UPS, Battery banks, Switchboards, Static Transfer Switches, Circuit Breakers, Power Cables, Central Chilling plant, Computer Room Air Conditioners, Water Plant, Lifts)
o Condition assessment
 Periodic condition assessment will include tests to identify hot spots, insulation degradation, load flow, short-circuit analysis, and grounding system tests.
 Partial discharge test of VRLA battery bank(s) with a variable load bank.
 Vibration and Noise analysis of rotating equipment
 Electromagnetic field, Acoustics emission tests, Air and water infiltration tests for construction structures and water piping networks.
o Repairability and replaceability of equipment
 Documentation– manufacturer’s manual for diagnostics, disassembly instructions, and repair tips.
 Modularity and accessibility – modularity of components and ease of disassembly
 Spare parts – availability, costs, standardisation
 Software – open-source compatibility, upgrade version
 Frequency of failures
 Non-compliance with legal or regulatory guidelines
o Business impact analysis will include loss of redundancy and minimum level of service acceptable to business.
4. Business continuity action plan –
• Resource planning must encompass support from the in-house team, service providers, and material suppliers.
• The facility’s support network should involve government authorities and specialists who can offer guidance and logistics in the event of a disaster.
• A team comprising both in-house and outsourced personnel should possess the requisite knowledge of environmental regulations and expertise in safety, health, and the subject at hand. A Responsible, Accountable, Consulted, and Informed (RACI) matrix must be established.
• The financial impact of risk mitigation measures should be evaluated and acknowledged concerning the business impact across each disaster recovery scenario.
• The in-house team must be evaluated and trained to gather support during a crisis. The call tree during a crisis should include property stakeholders, business owners, and on-site senior management.
The business continuity plan of action for the data centre utility and support system must include the following –
– Addressing concerns around safety and security systems based on risk findings.
– Protection system coordination and harmonics treatment
– Legal and regulatory compliance and documentation, including construction design details.
– Capacity management of critical equipment and systems
– Managing standby redundancy of equipment and system
– Performing Predictive and Proactive maintenance
– Repair, replace or upgrade systems to enhance reliability
– Failure Reporting Analysis and Corrective Action System (FRACAS) in place
– Develop training programs for in-house and outsourced workforce engaged full-time or call-out.
5. Competency and training program for support workforce –
o Competency assessment must include
 Contract Manager
 Facility and Operation Manager
 Engineers and Technical Supervisors
 Technicians
 SHEQ members
o Skill requirements
 Must match operation requirements of knowledge and experience.
The training program must include
 Safety risk management
 Environment impact management
 Data Centre design objectives
 SOP, MOP, EOP
 Practices
The numerical count of Full-Time Employees (FTE) must meet the requirements of the workload and criticality of the Data Centre.
6. Review and validate –
A desktop review of the Business Continuity Plan must be supported by historical breakdown data, manufacturers’ equipment guidelines, legal and regulatory compliance documentation, and an annual comprehensive testing program that establishes alignment with the business objectives. Key performance indicators for service providers must be established to meet the minimum business continuity objectives (MBCO), maximum tolerated period of disruption (MTPD), and recovery time objective (RTO).

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.

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

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.