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).

LOAD FLOW AND SHORT CIRCUIT STUDY FOR A MISSION CRITICAL FACILITY

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  • 1. What is a Load Flow and short-circuit study?
     A Load Flow study is an iterative method for analysing system voltage, current, and power in a power distribution network under stable and fault conditions.
     Gauss-Seidel, Newton-Raphson, and Fast Decoupled methods are commonly adopted iterative methods to study load flow.
    2. Why is a Load Flow & Short-circuit Study essential?
    Today’s mission-critical businesses are highly automated, designed to be dynamic in response to variations in business needs, with stability and reliability as essential requirements. UPTIME INSTITUTE has identified the major causes of Data Centre failures, most of which are attributable to power interruptions, followed by server crashes and other factors. This situation has necessitated the establishment of a steady and reliable power distribution system that is designed to meet business needs in the most optimised manner. Load Flow and Short Circuit studies are among the most important analyses for power distribution networks.
    These studies can provide a range of critical requirements for operations.
     Enhance the stability and reliability of the power distribution network.
     Prevent nuisance tripping, isolate faulty sections during faults, and minimise the impact on healthy network components.
     Recalibrate and reset protection relays to function within their design specifications.
     Conduct a feasibility study and plan to implement significant changes in power sourcing and load connections.
     Perform an iterative study of interconnected power networks with incremental changes and transient simulations Procedures.
    3. Input data requirements
    Accurate data entry is crucial for load flow and short-circuit scenario analysis. It includes General information, System data, Bus data, Load types, Power distribution network data, and Power sourcing data such as generating equipment, transformers, and renewable sources.
     A single-line Diagram indicating the equipment nameplate data of Transformers, Diesel Engine Generators, UPS, Power Distribution Boards, Capacitor Banks, and connected loads.
     System Voltage, MVA and X/R ratio
     Impedance in  or % Per Unit of Power Transformers, all Feeders
     Maximum Load Current and Prospective Loading
     Current and Potential Transformers (CT and PTs) and Performance Curves
     Existing Protection Devices, Settings and Time Current Characteristics
     Reactive Power (KVAR) Control, Voltage Control, and the Scheduled Power Factor (pf) of the system.
    4. Data Collection
     Single Line Diagram
     Nameplate details of Transformers, Diesel Engine Generators
     Power cable runs, types, size and length
     Details of the Switchgear Panel, UPS, Power Distribution Boards
     Protection relays settings
     Manufacturers’ (TCC) data Time Current Characteristics curve of protection devices
     Current Load Data
     Branch network data
    5. Software Tools
     Software encompasses programs designed to implement, evaluate, and execute short-circuit protection system coordination, load flow analysis, harmonic analysis, system stability, motor starting, and grounding.
     Software tools for analysing nonlinear power flow conditions are applied online and offline.
     Online software (ETAP, DigSILENT, PSCAD) assesses and manages real-time load flow and can be integrated with BMS or the plant SCADA system to control and regulate KVAR, active harmonic compensation, and bus voltage to optimise power flow management.
     The software program can be used to control the switching ON and OFF of power sources, connected load, and safety features designed for interconnecting various sources and load centers.
     Offline software (ETAP, PSS®SINCAL, EA-PSM) is commonly adopted to investigate and establish optimal power flow through what-if scenario analysis, forming the basis for future power sourcing integration, load management, capacitor bank installation, renewable energy integration, and predictive maintenance planning of power distribution systems. Examine the stability of voltages at all buses within the specified limits.
    6. Analysis Observations
     Grid power capacity and availability
     Adequacy and resiliency of grid and backup power bus capacity, power cable ampacity, circuit breakers, isolators, online switches, and UPS capacity
     Power interruption scenario analysis
     Short circuit analysis
     Protection system coordination
    7. Load flow and short circuit analysis ensure power network reliability, guiding the planning of cables, switchgear, and protection elements.
    8. Reference Standards
     IEEE 3002.2-2018
     IEEE 242-2001
     IEC 255-3
     IEC 61642

Data Centre – Condition based Challenges and Maintenance

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Maintenance tests for mission-critical facilities assess, analyse, and enhance the reliability of building systems. The challenges associated with operating and maintaining Data Centres, Mobile Switching Centres, and similar properties encompass fire and life safety, structural integrity, electrical systems, rotating equipment, controls, communications, and security. An annual test programme addresses concerns related to critical assets.

Physical Infrastructure Challenges for a Mission-Critical Technology Property

Most physical infrastructure components are in serviceable condition, aged 5 to 30 years. VRLA battery banks may require overhauling within five years. In contrast, construction structures, drainage and water piping networks, pumps, cooling system equipment, electrical power distribution systems, and electronic surveillance and controls can function effectively for 10 to 30 years. Age-related wear and operational degradation of these systems or elemental deterioration are significant concerns for mission-critical technology properties. The selection of non-destructive condition tests supported by analytics plays an essential role in optimising maintenance costs and enhancing the reliability of the property.

COMMON CONDITION SURVEYS APPLICABLE FOR BUILDING INFRASTRUCTURES ARE
 THERMOGRAPHY
 POWER QUALITY
 ELECTROMAGNETIC FIELD
 ACOUSTIC EMISSION MONITORING
 VIBRATION MONITORING

  1. Locational of Data Centres –
    • Requirements
      • Risk assessment to address concerns from environmental degradation
    • Risks with location of the property are –
      • Inadequate Environment Impact Assessment-related information is available from the Property Management team.
      • Frequent failure of electronic components due to contaminated indoor air.
    • Maintenance tests
      • Indoor and outdoor air and ground water quality tests can reveal contamination and necessary corrective actions.

2. Construction structures –

  • Requirements
    •  The load-bearing capacity of floors, ceilings and roof structures must meet the minimum requirements of the equipment point and distributed load, including expansion and safety margin.
    • Interior and exterior walls must be resistant to climatic risk elements.
    • Interior construction must provide for adequate airtightness and watertightness.
  • Challenges
    • Mobile Switching Centers and Data Centers housed in old legacy buildings are usually repurposed from regular office usage.
    • Critical information like building structural design data is missing.
    • Information on maximum bearable load by construction is missing.
    • Information on seismic zones, floodplains, etc, and topographical disasters are unavailable with the Facility Management team.
    • Technical space has expanded over the past years with minimal or no inputs on the structural integrity of the building.
    • Cracks and spalding concrete are visible in the building’s exterior and interior.
    • Mold formation and water and air ingress were noticed.
  • Maintenance Tests for construction structures
    • Rebound Hammer Test
    • Concrete core cutting and Compression test
    • Half Cell Potential Test
    • Ultrasonic test
    • Rebar scanning test
    • Thermography
    • Air and water infiltration test
    • Roof flood test
    • Acoustic emission and Eddy current tests for underground and overground storage tanks.

3. Rotating equipment (Fans, blowers, compressors, pumps)

  • Requirements
    • Reliability and availability of equipment and systems
  • Challenges
    • The expansion or decommissioning of technical space within the building often fails to take adequate design considerations for water pumping and ventilation systems.
    • Repetitive failures of rotating equipment.
    • The Energy Metering system is often not installed for the water pumping and ventilation fans.
    • Fans and Pumping equipment contribute 15% of total Data Center Energy consumption.
  • Maintenance tests
    • Acoustic emissions test
    • Vibration test
    • Wear and Oil analysis
    • Thermography for pipework

4. Air-conditioning and ventilation systems

  • Requirements
    • Resistant to fire hazards
    • Reliability and availability of system and standalone equipment
    • Control and extraction of smoke
  • Challenges
    • Smoke extraction fans require periodic testing
    • Controls of interconnected building systems with fire alarm systems require periodic testing.
    • Compliances with building codes
  • Maintenance tests
    • Acoustic emissions test
    • Vibration test
    • Noise analysis
    • Stairwell smoke extraction system test
    • Interconnected systems response test – Fire alarms, Lifts, Ventilation fans

5. Electrical power distribution

  • Requirements
    • Resistant to fire hazards
    • Reliability and availability of system and standalone equipment
  • Challenges
    • Absence of adequate metering system
    • Inadequate information on construction design details
    • Uncontrolled change management process over long tenure of operations
  • Maintenance Tests
    • Insulation resistance test
    • Short circuit and load flow studies
    • Harmonics, load stability analysis
    • Protection system testing, calibration and coordination
    • Thermography

 

Ten challenges to address in the annual power-down testing programme of the Data Centre

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The operations and maintenance of mission-critical facilities present challenges unique to site conditions, the operating team, and client business requirements. Addressing these challenges requires a detailed evaluation of existing systems, exploration of improvement opportunities, and fulfilment of client needs for reliability, availability, and maintainability of property assets. An annual testing programme and a comprehensive assessment of support systems are essential for enhancing dependability, including workforce up-skilling and a capital investment programme focused on improving technology and performance efficiency.

The techniques utilised in the annual testing programme include ‘Pull the Plug’, ‘End-to-End’, ‘Variable Load Bank’, and non-destructive condition tests of standalone building systems and equipment. A combination of these testing methods is utilised as part of the annual test programme to achieve the best evaluation and improvement of the reliability and availability of building systems.

Challenges commonly addressed in the annual test program –

  1. Safety concerns regarding fire protection and life safety hazards due to the failure of single or multiple critical systems.

o The fire protection and life safety systems test programme, in compliance with regulatory codes, establishes the integrity of the systems to function as intended and to repair or replace faulty elements.

o Concerns regarding the operational integrity of interconnected systems with the fire alarm and suppression systems, such as ventilation fans, lifts, emergency power sources, emergency lighting, access controls, and call-out protocols, can be addressed in the annual testing program.

2. Skill-gap of personnel managing the property support utility systems.

o Implementing a comprehensive competency assessment programme, followed by an up-skilling initiative, can address knowledge and skill gap issues.

3. Reliability and availability of the building utility system

o The Annual Integrated System, which combines the ‘standalone equipment performance evaluation’, ‘Pull the Plug’, and ‘Variable On-load Integrated System Test’, can establish the resilience of the existing systems.

o The on-load test helps to analyse the stability and integrity of power and water systems, ensuring restoration during grid and pump failures, respectively.

o The on-load Test programme can address various concerns, including:

4. Checking the functional integrity of interconnected system controls and measurements.

    • The Failure Reporting, Analysis, and Corrective Action System (FRACAS) procedure adopted in the on-load test program encourages knowledge transfer by allowing the operations team to witness and participate in the on-load tests.
    • The on-load testing methodology can facilitate condition assessment through thermography, power quality assessment, load flow and stability study, smoke extraction and cooling performance evaluation.

o The test outcomes lay the groundwork for enhancing the capital investment program to improve technology, capacity, and performance efficiency.

5. Inadequate capacity management of building utility system

o A load bank test regime can explore means of efficient capacity management under various loading scenarios.

o Forecasting demand load and spare capacity available to meet near-future needs.

6. Missing construction details of the property.

o The annual test program is created to establish the command logic of system interoperability through command and controls.

o As-built drawings of electrical and water management systems can be developed based on observations of end-to-end integrated system tests.

7. Inadequate metering and sensing systems to gauge the key performance indicators of the property are a familiar challenge property managers face.

o Annual power down test with variable load bank allows one to measure key operational indicators and evaluate performance integrity and efficiency. Baselining performance indicators helps in optimising operations.

8. The resiliency of the electrical power distribution system under fault scenarios is a significant concern for the property manager.

o Annual testing and coordination of the protection system alleviates worries about the integrity and resilience of the power distribution system following modifications or expansions of connected systems.

9. The aging building’s equipment and systems raise concerns about the construction’s physical condition, the equipment’s safety, and the expected useful life of these components.

o Non-destructive condition tests for civil structures, electrical power equipment, and rotating machinery can indicate the state of these systems and components. A thorough obsolescence management programme can be established through the annual testing program.

 An ageing battery bank with an Uninterrupted Power Supply (UPS) or Switched-Mode Power Supply (SMPS) raises concerns about its capacity to support current and future demand loads. A replacement programme is a high-capital-investment preventive maintenance initiative that requires carefully assessing its health condition and autonomy reliability.

o Partial discharge testing of battery banks with a load bank can reveal their health condition and potential risks of failure. Based on the test results, a decision can be made regarding replacing degraded cells in the circuit.

10. Wet stacking of backup diesel engine generators due to partial loading is a common issue faced by facility engineers.

o On-load performance testing can tackle the wet stacking problem and help establish a health check for the diesel generator sets.

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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.

Data Centre Property Dependability Improvement Program

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The rapid digital expansion across industries such as telecommunications, banking, government services, and manufacturing has heightened the demand for increased resilience and reliability in backend infrastructures, including Data Centres and Mobile Switching Centers. Facility Managers are responsible for performing thorough assessments of the dependability of the building superstructures, substructures, utilities and support systems.
The Improvement Programme for Critical Property Dependability prioritises an annual comprehensive assessment of the property’s reliability, availability, and maintainability, the competence of maintenance support personnel, and compliance with statutory and regulatory requirements.
Property Dependability Management Challenges:
• Collecting information from property owners and stakeholders.
• Evaluating the dependability requirements of end-customers.
• Addressing the lack of necessary in-house or third-party team knowledge and skills.
• Developing a cost-efficient property condition assessment program.
• Obtaining approval for a dependability enhancement initiative.
• Executing a comprehensive risk management program.
• Analysing outcomes from condition assessments of property elements.
Develop and implement a Dependability Improvement programme for the business owner(s) and stakeholders.
1. Information needed from the Property Owner(s) and stakeholders at the outset may include the following elements.
 Construction details, drawings, commissioning reports, and Operation Manuals.
 Status of operating licenses and compliance certificates for statutory and regulatory requirements.
 Safety inspection records in recent past.
 Building energy performance and systems functionality checks records.
 Resource allocation for operations and maintenance services.
2. Dependability needs assessment
 Ensuring the safety of property and life.
 Addressing gaps in statutory, regulatory, and international standards and best practices.
 Assessing the ‘Residual Useful Life’ of assets for obsolescence management.
 Evaluating the reliability, availability, and maintainability of building utilities.
3. Setting Objectives for the Dependability Improvement Program
 A comprehensive assessment of the building’s structural integrity, asset maintainability, maintenance support, safety risk management, reliability, and availability of essential utilities, compliance with statutory and regulatory requirements, and meeting current business needs while accommodating future expansion requirements.
 Develop and implement a Dependability Improvement programme for the business owner(s) and stakeholders.
4. Create a Plan of Action
 Pre-assessment Planning
 Carry out a walk-around survey of the property to identify the boundary limits of critical elements to include in the programme.
 Create a programme for the ‘Property Condition Assessment’. Take into account the criticality of asset elements and standard periodicity.
 Develop customised Test Worksheets, risk matrix, and resource allocation (skilled manpower, testing equipment)
5. Implementation
 Conduct a Property Condition Assessment of selected critical assets.
 Perform a comprehensive feasibility and risk assessment.
 Evaluate the choice of tests and cost efficiency.
 Conduct an ‘End-to-End Integrated System Test’ comprising, but not limited to, the following elements:
– Emergency Power System
– Fire Protection System
– Individual, Integrated, and Interconnected Systems
– Life Safety Systems
6. Review the outcomes of actions.
 Use risk management tools such as:
– Interviews with Property Owner(s) and stakeholders
– Checklist
– Failure Modes, Effects and Criticality Analysis (FMECA)
– Failure Reporting Analysis and Corrective System (FRACAS)
– Business Impact Analysis (BIA)
– Human Reliability Analysis
Business-risk based Maintenance (RUN, REPAIR, REPLACE) priority grading (ref. IEC: 22237-1)

The Property Condition Assessment must conclude with an evaluation of the improvements achieved in the Dependability of the Property.