Category Archives: Facility Services

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

Leave a reply

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.

Sustainable Food Services for Office Facility

Leave a reply

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

Leave a reply

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

Leave a reply

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

Office Furniture Sustainability: Challenges and Solutions for Facility Managers

Leave a reply

Some interesting facts about the Office Furniture Industry

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

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

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

Challenges

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

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

Advancing Forward

  1. Setting comprehensive sustainable criteria for Furniture management

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

3. Business Impact Assessment of Green Furniture

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

4. Green Seals

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

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

Swimming Pool Safety Risk Assessment

Leave a reply

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

Read more at NEWS

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

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

The following potential risks should be considered:

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

District Cooling Plant – Building HVAC System Efficiency

1 Reply

The HVAC system in a commercial building represents 45% or more of the annual energy expenditure. It is crucial to address inefficiencies and ensure the system’s long-term functionality. Suboptimal HVAC system performance can be attributed to various factors such as design, procurement, installation, operation, and maintenance. A comprehensive approach to resolving these issues can result in enhanced efficiency and prolonged equipment lifespan. This article will delve into the common issue of “Low Delta T syndrome” within HVAC systems, specifically in Primary/Secondary or Variable Primary Flow chilled water piping configurations. Facility Management Teams frequently encounter this problem and can have a significant impact on system performance.

A low Delta T indicates deteriorated performance of the Central Air Conditioning system of constant primary and variable secondary chilled water

When the difference between the chilled water temperature leaving the system and entering it is lower than the optimal design temperature, it leads to a condition called ‘Low Delta T’ syndrome in the District Cooling system. In a central cooling system consisting of Electric Chillers and Thermal storage, the delta T is designed to be around 12°C.

ASHRAE Green guide prescribes

  • 12 to 20°F  (7°C to 11°C) ΔT chilled water
  • 12 to 18°F (7°C to 10°C) ΔT condenser water.

However, most of the year, the chiller system operates at a partial load, causing the temperature to drop below the intended threshold. District Cooling Service contracts often include penalty clauses for failure to maintain the DT at the premises above the prescribed threshold.

Effect of Low DT syndrome

  • The operating capacity of the Chillers is limited by the ratio of the actual temperature difference (Delta T) to the design temperature difference (Delta T). For example, if the actual Delta T (DT) is 5 °C and the design Delta T (DT) is 9 °C, the maximum operating capacity is limited to 56% of the rated maximum capacity (5/9 = 56%).
  • To compensate for the increased cooling demand, the overworked chilled water pumping system doubles the required chilled water, leading to substantial energy expenditure due to diminished operating capacity.
  • According to the Affinity Law, the power utilized is proportional to the cube of water flow. Per degree Celsius rise in room temperature can result in an average of 3-6% energy savings.
  • Controlling units operate out of the design framework leading to ununiform cooling
  • Local thermal discomfort to occupants.

Causes of Low Delta T syndrome in a variable-air volume designed cooling system

Design detailing

  • Improper installation of Secondary pump differential pressure sensors
  • Improper calibration of sensors and controllers
  • Usage of three-way valves
  • Improper selection of cooling (coil DT lower than the plant design DT)
  • Improper selection of Control Valves (over-sized valves, under-sized actuators)
  • Inadequate or missing interlocking between chilled water shut-off valves and the associated Air Handling Units.
  • The supply water temperature controller in the return line is set close to the design chilled water temperature.
  • Uncontrolled process loads (controlling chilled water matching the design requirements of the process).
  • Outdoor Air Economizers contribute to Low DT

Commissioning

  • Poor water balancing
  • Poor calibration and on-site testing of controls and meters
  • Inadequate digital metering system
  • Inadequate information sharing with the Maintenance team
  • Inadequate knowledge and training for the commissioning team
  • Poor Operations and Maintenance program

Procurement

  • Inadequate critical spares’ stock management. Defective or missing spares are not procured for replacement.
  • Inadequate or wrong specifications used in procurement detailing of
    • Old worn-out pumping system
    • Flow control devices
    • Instrumentation and control
    • Meters – Temperature, Pressure, Humidity
    • controllers, actuators, valves

Operations and Maintenance

  • Rebalancing chilled water flow to match design specifications
  • Off-peak business hours and vacant floors throughout most of the year require part-load operation of chiller plants.
  • Inadequate secondary pumping and ventilation system controls responding to variable demand load.
  • Malfunction of Terminal Cooling Units
    • Malfunctioning instruments requiring cleaning, calibration, replacements
    • Actuators not closing off due to undersize capacity, accumulated dirt, etc
    • Control valves not shutting off in sync with the Air Handling Units
    • Fouled coils requiring cleaning of fins
    • Dirty Filters requiring cleaning
    • Clogged strainers requiring regular cleaning
    • Bypassing air around coils
    • Uncontrolled process loads

Technology trends towards more efficient HVAC system

  • Adaptive Frequency Drives
    • Compressors, Pumps (Primary and Secondary), Fans
    • Supervisory controls and smart metering
  • Controls
    • Open protocol
    • Easy networking interoperable connectivity
    • Troubleshooting diagnostics
    • Data analytics-driven control and command
  • Retrofit solutions
    • Pressure independent Flow Control Valves to replace two-way valves at AHUs, PAHUs, FCUs
    • Reposition and recalibrate differential pressure sensors and set points to adequately respond to seasonal and operational variations.

Conclusion:

The occurrence of ‘Low Delta T’ syndrome is not uncommon in large commercial properties. To address this issue, the Facilities Management team must recognize the gaps between system design and operational parameters. It is crucial to conduct a technical assessment of the system and create a roadmap to enhance system efficiency comprehensively. This technical and commercial assessment should be complemented by an analysis of building occupants’ satisfaction surveys to ensure a well-rounded approach to the problem.

Technology for Janitorial Services

Leave a reply

Integrating technology, a pervasive force in modern state-of-the-art buildings brings numerous benefits to janitorial services. In commercial and residential properties, these services are of paramount importance. High-rise buildings, designed with cutting-edge technologies to enhance the quality of life and business operations, rely heavily on the safety and well-being of all individuals within the premises. The janitorial services portfolio caters to these critical requirements. Conventional work methodologies have evolved to foster a safer and healthier environment. Adopting technology in cleaning equipment and appliances has not just advanced but has revolutionised the maintenance of building infrastructures. The impact of the COVID-19 pandemic has notably accelerated the transformative journey toward sustainability, and technology integration is a crucial driver of this progress.
This discourse not only delineates the common application domains suitable for embracing technology-driven transformations but also underscores the pivotal role of the Facility Manager. By judiciously selecting the appropriate technology for the facility, they are not just making a choice but actively shaping their buildings’ future. This approach empowers the Facility Manager and makes them feel responsible for the technological advancements in their respective buildings.

  • Robotic applications in typical challenge areas for cleaning –

Building façade cleaning
 Drainage network cleaning
 Air duct cleaning
 Confined spaces –
Underground and Overhead Water Tank Cleaning
Underground Fuel Storage Tank Cleaning
 Cleanroom sanitation

Exploring appropriate innovative cleaning regimes across various areas is crucial to achieving optimal results and controlling costs.
 Amenities (Swimming Pool, Theatre/Conference Hall, Sports facilities), Facility Occupancy
 Cafeteria (Refrigeration, Storage, Kitchen, Seat area), restrooms,
 Escalators, Stairwells
 Carpet extraction
 Floor cleaning – Vacuuming, Sweeping, Mopping, Scrubbing

Buyer’s Guide for a Facility Manager?
 Define needs statement
 Concerns
o Safety
Health and Hygiene
o Cyber Security
o Environmental impacts,
o Occupancy and Time management, Customer satisfaction
 Ease of access and use of new technology
 Janitorial management software providing
Predictive Analytics and activity scheduling
o Resource planning and mapping utilisation
o Information traceability
o Reporting dashboard
o Tracking compliances – SLA, Regulatory and Statutory guidelines
o Customer Feedback Analytics
o KPI monitoring
 Interoperability of IoT devices working with different systems and sub-systems
 Resource utilisation – Water, Energy, Person-hour, Costs

Information required from the site
 Surface area schedule
 Architectural measurements of the building
 Type of surfaces
 Facility purpose
 Occupancy
 Criticality and Priority areas
 Working hours

Advancements in technology have positively impacted the management of cleaning services, leading to improved service delivery and environmental sustainability, ultimately boosting business profitability. The challenges presented by the COVID-19 pandemic have also sparked new opportunities for multifaceted business growth.
Today, the challenge is to make intelligent choices about improvising the best purpose-built technology into conventional service regimes.

Office Ergonomics and Employee Wellness

Leave a reply

The comfort and productivity of employees in the workplace are critical factors to consider for efficient facility management operations. However, it’s common for employees to experience discomfort, which can be attributed to the workstation environment and furniture used. As Facility Managers, efforts to ensure individualised workstations tailored to each employee’s needs are crucial. From a facility management perspective, indoor thermal comfort, air quality, lighting, acoustics, floor layout, workstation desk, and chair are all key controllable elements contributing to office ergonomics. To ensure the well-being of employees, it’s essential to establish facility management ergonomics policies, processes, and practices that adhere to industry standards and guidelines such as ISO 9241 (Part 5,6), ISO 7730, EN 15251, ASHRAE, BIFMA – x5-1, OSHA, and LEED. Additionally, it’s crucial to provide personalised workstation adjustments for individuals with special needs to optimise the ergonomics of the office and maintain employee welfare.

Ergonomics Survey

When conducting an ergonomics survey, it’s essential to set clear objectives. Consider occupant-specific job design, physical environmental needs, and cultural nuances. The frequency and target participants of the survey program should be fixed, considering business-specific needs. A comprehensive survey of the physical indoor environment—workstation layout, desk and chair, lighting, sound and noise, indoor air quality, thermal comfort, facility administration, and work culture—will ensure all aspects of ergonomics are considered, leading to more effective corrective and preventive measures.

Survey Analysis

The analysis of the ergonomics survey will reveal issues that contribute to health hazards and low productivity at the workplace. These issues can significantly impact your business, affecting branding image, employee retention, and compliance with local and national safety rules, regulatory guidelines, and global best practices. Addressing these issues is not just a matter of comfort but also a necessity for your employee’s overall health and productivity.

 

Implementing Corrective and Preventive measures

Corrective and preventive measures to prevent health impacts caused by ergonomics can be broadly classified into engineering and administrative solutions. The key to avoiding these impacts lies in a combination of workplace culture, awareness programs, and engineering solutions tailored to provide ergonomic designs suitable for the job.

 

Risk Management of Fitness Centre in Non-Residential Building

Leave a reply

1. Scoping, Context, and Criterion –

Sedentarism and Health Effects (source: World Health Organisation)

• There is high certainty evidence that higher levels of physical activity are associated with lower risk of all-cause mortality, cardiovascular disease mortality, cancer mortality, cardiovascular disease incidence, and incidence of hypertension and type-2 diabetes, with no increased risk of harm.
• There is moderate certainty evidence that physical activity of any duration is associated with improved health outcomes and prior specification that aerobic activity should be performed in bouts of at least 10 minutes duration should be removed.

It is recommended that:
Adults should limit the amount of time spent being sedentary. Replacing sedentary time with physical activity of any intensity (including light intensity) provides health benefits.
To help reduce the detrimental effects of high levels of sedentary behaviour on health,
adults should aim to do more than the recommended levels of moderate to vigorous intensity physical activity.

WHO recommended a range of weekly activities for adults (18 to 64 years)

The Facilities Management team is responsible for ensuring a safe environment for everyone. They must address potential risks and hazards associated with amenities such as high-speed sports, saunas, and swimming pools. This is an important aspect of facilities management that should be noticed.
They should consider the type and usage of the facility, business objectives, local legal statutes, and codes of practice. Property managers can create a positive and productive work environment by implementing operating procedures that comprehensively address employees’ safety and health risks.

2. Risk Monitoring & Review

The risk analysis and evaluation must incorporate at least three risk aspects associated with specific fitness amenities.

1. Common potential risks due to ‘Negligence of Participants’, ‘Negligence of Service Provider’, and ‘Equipment defect(s)’.
2. Non-compliance with legal statutes and codes of practice applicable in the region.
3. Legal liability exposure of Service Providers

The FM team must take the following key steps to ensure the safety and well-being of employees participating in the amenities:

– Before joining and at regular intervals, conduct thorough medical screenings to identify and treat underlying health conditions.
– Hire a professional service team to operate and maintain the Sports Centre to ensure its clean environment and safety for patrons.
– Equip the amenities with adequate emergency tools to deal with any emergencies that may arise, including head and neck injuries, heat illness, asthma, and sudden cardiac distress.
– Conduct regular risk assessments and inspections by a professional team to identify and mitigate potential hazards before they become a problem.
– Obtain comprehensive insurance coverage to protect against professional liability and ensure peace of mind for everyone involved.

 

3. Recording & Reporting

As part of the record-keeping procedure, all participants should sign a contract acknowledging the code of conduct, accountability, and the available options for treating identified risks. Regular updates on safety inspections, incidents, and necessary preventive measures must be recorded and reported to stakeholders.

4. Communication and Consultation

Creating a culture of wellness among employees is crucially dependent on establishing an open and constructive communication channel with the senior management team. A consultative process should always be followed to ensure transparency and objectivity of the wellness program.