Facility Management

Facility Management Zone

Series- 1

AuthorSridhar Raghavendra

FACILITY MANAGEMENTREADERS

Foreword

Dear Readers,

This is a small step towards passing on my knowledge about Facility Management accrued over the last 18 yrs.

Most of us in Facility Management are here by chance than choice.

We have learnt by experience and did not have any books to refer and learn. This book can be a reference handbook for the next generation Facility managers. It is a compiliation of my experience right from setting up of a facility to running it across various verticals.

I hope this book serves its purpose and makes the learning process easier. I also take this opportunity to thank all those who have directly or indirectly contributed in bringing out this book.

Would like to dedicate this book to few people who have made a difference in my life, my brother Mr. Muralidhar K.R, who has been my guiding and think-ing force and my Godfather; also my wife Mrs. Ramya Sridhar who has been inspirational, supportive & encouraging; I extend my gratitude to FM Zone founder members - Mr. Sunil V, Mr. Ruphus Vijayan, Mr. Jagannath Rao and Mr. Gilbert Raj; also Ms. Sushma Bharath who is the FM Zone member who has contributed the content in the Corporate Travel Category.

My special thanks to Mr. Shyam Sundar S Pani of GIREM who has been sup-portive in bringing this book to Reality.

Finally I would like to express my love & gratitude to my Mother & Father, without whom this book would not have come into existence.

To conclude, this is an effort from my side to translate experience to domain knowledge and expertise.

You can reach me on [email protected] for any feedback.

Thanking YouRegards,Sridhar Raghavendra

Testimonials “ I had the pleasure of reading the Facility Manager Reader that Mr Sridhar Raghav-endra has written. Facility Management as an activity in any entity - be it a corporate or otherwise, is quite challenging, unforgiving and is also a very critical activity. It has multiple disciplines and one cannot master all the areas of facility management in a short period of time. Sridhar is an exponent of the Facility Management area and has with his vast experience, very beautifully and lucidly covered every aspect of the Facil-ity management and I would like to Congratulate Sridhar for a Fantastic effort! This reader, I am sure would be a great guide for anyone who is a beginner or an experi-enced facility manager and I have no doubt in saying that this reader would become the bible for all facility managers across the Industry. This reader is a treasure of all information on Facility Management and is vast in its coverage. This in my mind no doubt would be a “Standard Operating Manual” for Facility Managers. Congratula-tions once again Sridhar.. a wonderful thought and a great effort.”

Umesh.NVDirector Operation – EMC2

Facility Management is an extremely important function in business operations, at present times. They can be termed as the backbone of any organization. The Facility Management function helps in keeping things alive and kicking 24X7, in an organiza-tion. Traditionally, we have been witnessing growth of organizations, them becoming enormously large; and maintaining the same from across various functionalities is becoming very critical for continuity in their business operations. The transformation of knowledge from across peers to down below is very important. As we are building newer cities and newer business operations, getting larger facilities to manage from a business perspective and keeping employees happy is driving the various Facility Management needs, requirements and challenges to a even greater level. I am incredibly glad that Sridhar has written this book. Through this book, he has shared his various experiences, best Practices and methods to over come challenges with the other Facility Management professionals, across industries. GIREM is happy to be associated with this book and look forward to further contributing to the area of transformations; from a city perspective, from a facility perspective as well as from a business perspective, among others. Sridhar, a fantastic beginning! All the very best. Look forward to more books from you in future.

Shyam Sundar S PaniPresident - GIREM

Introduction

Trends are trade mark of Best Practices, Processes, Innovation, Employee expe-rience initiatives, Systems and Cost.

FM is moving away from a transaction based approach to a Business operation objective, to achieve this the main focus has been in to…

Alignment of FM Strategy to core business objectiveValue creation to businessBusiness relationship management Support key Business drivers

The aim of Facilities Manager/ Management is to achieve a strategic fit between core business needs and the provision of facilities management and physical in-frastructure. FM strategy is to deliver best value, introduce innovation, support the core business and maximize commercial use of the built environment.

Challenge today is to create a sustainable planning in terms of the Cost model in the Power management and bring in the efficiency and optimize the exist-ing infrastructure, bring in renewable sustainability in the Waste Management category, bring in better controls in communication, transport, environmental solution, Project, work place design & Ergonomices.

Streamline the employee based transaction and convert into data based mea-surable out put to determine the effort, approach and value creation. FM team is put into test by enhancing the capability and skills in end to end support management system and technical capability.

FM is moving into a service provider base line approach and doing away from the conventional support activity approach and catching up with the new trend of 4 S - Speed, Sustainability, Scalability and Stability in the FM and contrib-ute to the over all organization bottom-line and deliver the expected output through being data centric and effective cost analytical management by deliv-ering a FM Solution to business to enhance their gross margin consistently with a Sustainable FM Governance Methodology.

The trend is Facility Management is the means of guiding an enterprise through its actions to its chosen Future.

Index

Access & Smart Card ...........................................................................1. Cleaning Solution .................................................................................2. Acoustic Materials ...............................................................................3. What is Carbon Food print .................................................................4. Electrical ................................................................................................5. Security ..................................................................................................6. Corporate Security & Risk assessment in India ...............................7. Ensuring Business Continuity if Disaster strikes ............................8. Environmental Health & Safety (EHS) .............................................9. Occupational Health & Safety ............................................................10. Stability of the Structure – Analysis & test .......................................11. Capacity Management ........................................................................12. Best practices in Strategic Facilities Management ...........................13. Basics of Green Building or Sustainable Building ..........................14. Vendor Management ...........................................................................15. Corporate Travel Management .........................................................16. Physical Key Management .................................................................17. Corporate Pest Control .......................................................................18. Value Improvement Planning ............................................................19. Fire Safety Plan .....................................................................................20. Move Plan. ............................................................................................21. Transport. ..............................................................................................22. Data Centre Operations. .....................................................................23.

Pages

792731335357677581899193101107111123127135139165167

171

Facility Management

Access and Smart Card

8

Facility Management Reader

Access +Smart card +Biometrics.

In this there are 2 things Logical access and PK2.Logical Access – Access control, time & attendance, cafeteria access, critical area {data centre, server rooms, communications, clean rooms and test bed}.

PK2 – Network access, remote access, server access, log inn Laptops, desk tops. {2 keys, Private key and Public key in the micro chip} and it has to be rewritten once in 18 months. Its MY FAIR and Comb Cards available, My fair is just a logical card where as comb cards have both Logical and PK2.

Access and Smart card.

Facility Management

Cleaning Solutions

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Cleaning Solutions

Shampoo •

Deodorizing•

Reconditioning & Spot Cleaning •

Scotch Guard•

Hot Water Extraction •

Spot Removal•

Deep Soil Extraction •

Odour Removal•

Pet Odor Removal •

Stain Removal•

Ultrasonic Cleaning – Computer & Electronic Cleaning

PLACE DIRTY ITEMS IN THE ULTRASONIC BATH AND WATCH THE DIRT LITERALLY STREAM OUT FROM EVERY NICHE AND CREVICE! In seconds, dirt is removed with no effort on your part. Previously, this would have demanded serious amounts of “elbow grease”. There is no risk of wear or harm to the surface of the item as old fashioned scrubbing often represent-ed. There is no smearing, no missed spots and much less chance of items being damaged or broken due to rough handling that may occur in conventional cleaning. The item is placed in the bath and the dirt is attacked immediately from all angles and directions. For most items, cleaning is accomplished in a minute or two and your job is finished. It’s fast, effective and easy.

Facilities & Administration is responsible for Techno-administrative support for the Building Maintenance and Management System. Following compo-nents under Housekeeping are covered in this document:a. Cleaning Servicesb. Garbage & scrap disposal

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Cleaning Solutions

c. Pantry serviced. Carpet shampooing

Following are the main objectives:To maintain a safe and hygienic work environment.•

To provide a better understanding of the basic principles and objectives of • housekeeping services.

Promote maximum productivity through effective methodology of Clean-• ing Services.

Housekeeping has standard operating and maintenance procedures for main-taining work places and washrooms. Governance and Methodology would be introduced at the site for executing house keeping services. Following are certain guidelines to maintain hygiene and safety standards in the workplace while executing cleaning and janitorial services:Service Provider will only use those chemicals which are safe to use, specifi-cally TASKI or SHAVRON.

Neutral cleaning solution are relatively safe to use, and have only no impact on the environment. Disinfectants require a bit more care, but are still fairly safe. Housekeeping will follow all the safety norms for executing the ser-vices..Various equipments for Rest Room cleaning, vacuuming of floor and carpet areas etc. would be used as per the site condition/requirement.

Daily Activities

Rest Rooms

Scrubbing of the toilets’ washbasins, urinals, water closets will be done on a 1.

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Cleaning Solutions

daily basis.

Wall tiles in the toilets will be sponged and wiped with the sanitizer.2.

Mirrors above the washbasins will be cleaned and maintained streak and 3. stain free at all times.

Replenishing of the toilet consumables will be carried out as and when it is 4. required.

Toilets will be maintained clean and free from any odour at any given time 5. of the day.

Urinal cubes and toilet air freshener boxes will be replenished as and when 6. required.

Continuous periodic checks will be made by the concerned supervisor to 7. ensure that the toilets are hygienically maintained to the highest interna-tional standards.

Wall skirting will be dusted on a daily basis. 8.

Cleaning of cobwebs will be done on a daily basis, as and when noticed.9.

Lifts & Lift Lobbies

Continuous cleaning of the lift lobbies will be undertaken to ensure that it • is maintained to the highest standards of cleanliness.

Lift lobby walls will be cleaned and maintained free of dust and streaks. •

Cleaning of the cobwebs will be done on a daily basis, as and when noticed.•

Service Building & Utility Rooms

Service building will be cleaned once daily. Utility rooms like the AHU rooms, electrical rooms, etc will be cleaned on a regular basis, as per the schedule, and in the presence of qualified personnel.

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Cleaning Solutions

Weekly Activities

Toilets

Complete scrubbing of the floors, walls, water closets, urinals, washbasins 1. and washbasin counters

Sanitizing and cleaning of the water closet seats and lids2.

High level dusting of the light fixtures and AC grills3.

Cleaning of the floor drain gratings4.

Polishing of the chrome fixtures5.

Lifts & Lift Lobbies

Polishing of the lift panels and doors.1. Cleaning of the lift lobby walls with the approved chemical. 2. Removing wall marks from the painted surface.3.

Service Building & Utility Rooms (in the presence of qualified personnel)

Washing of the safety rubber mats in the electrical rooms1. Dry dusting of the electrical panels2. Removing cobwebs3. Mopping of the floors4. Wet dusting of the doors5. Wiping the window glass from inside6. Thorough dusting of the fixtures and fittings7.

The service provider will be responsible for complete and total maintenance and upkeep of the common area of premises in an aesthetic, hazard free and hygienic manner. The Service provider needs to provide proper training to

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Cleaning Solutions

the housekeeping attendants periodically so as to keep them educated about the latest techniques and methods of housekeeping.

Role of the Supervisor {Other than managing the staff and getting the work done}

Schedule daily, weekly, monthly, quarterly activity•

A liaison between various operative departments.•

Maintain all the inventory and Asset Management.•

Coordinate the rotation of staff in the shifts.•

Maintain and update all the records, check lists and all control documents in Housekeeping

General Requirements

Service Provider shall provide sufficient staffing coverage to provide servic-a. es as documented in the base contract specs.

Service Provider employees are expected to be uniformed and present a b. professional appearance at all times. Sub Contractor will provide labour, training and management of the staff as it provides to support to the site. Sub Contractor will provide detailed job descriptions for all positions as well as proposed management ratios broken out overall and per shift. Sub Contractor will also provide proposed administrative support ratios.

Service Provider employees must be able to understand and respond to c. emergency instructions from Emergency Response Team members and Public Address notifications.

Individuals tasked with responding to Helpdesk calls must be able to d. communicate well enough to take verbal directions from remote operator,

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Cleaning Solutions

interact with onsite customers when clarifications is needed and follow is-sues through to completion.

Service Provider shall strive to meet requests within the parameters estab-e. lished by Client. Service Provider to develop and meet Client expectations in the facilities appearance & cleanliness.

Service Provider must be able to respond to emergencies or provide special f. response in support of principal employer’s Dedicated Emergency Re-sponse Team (ERT), 24 hours a day, 7 days a week, 365 days a year for incidents including, but not limited to: spills, toilet overflows, water leaks, blood borne pathogen cleanup, etc.

Service Provider must be able to respond to short notice for special proj-g. ects or requests, as needed, construction clean-ups, open houses or special events.

While on site, breaks and lunch must be taken in designated areas only. h.

Smoking is permitted only in designated smoking shelters. Docks and other i. outside areas are not to be used as smoking areas. This policy is in effect at all times.

No cameras, cassette/CD players, or any other electronic will be allowed j. while working inside.

Business telephone usage of front line employees will be limited to lobbies k. and cafeterias or non-office areas during breaks. Exceptions will be made for emergencies. Personal calls must be made through the pay and call telephone service.

Training detailsTraining to be provided in the following area•

Grooming and Personal Hygiene•

Training on soft skills and etiquette on how to behave with one’s superiors •

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Cleaning Solutions

and the guests on the property etc

Briefing and counseling on integrity and issues concerned with stealing etc•

Briefing on security procedures and compliances•

Briefing on what to do in case of an emergency / technical snag•

Briefing on maintaining confidentiality of information obtained during the • course of work on the site

Usage of chemicals•

Usage of machines and Tools•

On site specific training- wash rooms, rooms, etc•

Other Requirements

The damp wiping method is to be used and consists of spraying a cloth a. then wiping the surface to be cleaned (as opposed to direct spraying equip-ment)

Service Provider staff is expected to wear appropriate PPE during the per-b. formance of all tasks.

Service Provider must maintain limited access to concentrate chemicals. c. Service Provider is not authorized to mix daily use chemicals by hand nor utilize non-diluted concentrates.

Other Duties : Service Provider may be required to assist in areas outside d. scope of work as related to custodial support, but not to affect normal op-erations unless approved by the organisation.

Floors

Floors and baseboards shall be free of all dirt, debris, removable stains, film, traffic marks and wax build up. Floors shall have a sheen appearance, as ap-

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Cleaning Solutions

propriate to the floor surface, and non-slip finish.

Cleaning Standard: To maintain consistently the appropriate business atmo-sphere required to ensure that organisations’ high standards are conveyed to employees and visitors. Carpet shall be free of any dirt, dust, lint, stain or foreign matter.

Spot cleaning – prompt, professional spot removal, if required, must com-• pletely eliminate the spill. No damage should occur to the carpet pile and/or backing due to the removal procedures. If required, extraction shall immediately follow the removal procedure(s) to ensure complete removal of all staining material.

Dry Absorbent Compound Cleaning – As required and the carpet is to be • pile lifted after this cleaning procedure and ready for use the next business day.

Extraction Cleaning – The restorative cleaning procedure shall be power • wand extraction in restricted areas only. The carpet is to be pile lifted after this cleaning procedure and ready for use the next business day.

Vacuum Schedule – Service Provider agrees to provide a program of rou-• tine vacuuming to keep the carpet aesthetically pleasing, to prolong the life of the carpet and to be in accordance with the manufacturers’ recommenda-tions. All vacuums should be checked on before use for cord safety, brush movement, free air flow to bag area and full collection bags

Spot and Stain Removal – Service Provider agrees to provide program to • routinely remove all spots & stains. In order to maintain an even appear-ance between scheduled carpet cleaning, it is important that spots and stains are removed on a daily basis.

Specifications

Daily or continuous basis, clean spills, removes stains and soil, per direction

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Cleaning Solutions

by site Action Line, reports, or direct observation.

Wet mop Resilient Floors: Thoroughly wet mop all floor surfaces. Replace fur-nishings only after the floors have a uniform appearance with no streaks, film swirl marks, detergent residues, mop strings, or other evidence of soil. There will be no splash marks or mop streaks left on furniture, walls, baseboards, lockers, etc. Detail clean any wax buildup on baseboards and corners. Splash-ing or marking must be removed at the time of service.

Trash Removal

Empty all trash and recycling containers and return to their assigned loca-tions. Do not remove other items unless indicated as “TRASH”. Damp wipe or wash interiors and exteriors of waste baskets and trash receptacles to remove evident soil or odors per spec

Walls and Doors/Partitions

Surfaces, accessories, decoration and hardware shall have a uniformly clean appearance free of dirt, stains, streaks, spots, lint and cleaning marks.

Gypsum, Epoxy/Enamel Painted Cement Walls

Shall have thorough and uniform glossy finish without black marks, finger marks and scuffs, Shall be regularly dusted and wiped without leaving lint from the wiping process. Baseboards and corner angles shall be glossy with-out paint and rugby smudges.

Stainless Steel, Formica, Aluminum, Ceramic Tiled Walls

Shall have even and thorough glossy finish without grease, film, water marks, finger marks, scratches and shall have a protective coating that will preserve

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Cleaning Solutions

the surface against oxidation repelling water.Shall be cleaned and maintained similar to Gypsum Walls wherever and whenever applicable.

Glass Walls (Includes Glass Doors/Windows)

Shall have thorough and high gloss finish without leaving heavy oil film/resi-due. Shall have no streaking surface blemishes and must be kept bright and clean. Jambs, support and sidings shall have high gloss and bright appear-ance. Shall be cleaned and maintained similar to Gypsum Walls wherever and whenever applicable.

Adobe, Semi-Finished Hollow Block, Sand Blasted, Synthetic Finish Walls.

Free of black marks, dirt, grease marks, carbon marks, cobwebs and dusts. Walls shall be cleaned and maintained similar to Gypsum Walls wherever and whenever applicable

Window Washing

All windows will be washed AS per site requirements. Both inside and out-side surfaces will be cleaned with the appropriate solutions. Inside work will be done at an agreed upon time to minimize disruption. Service Provider will employ experienced and qualified personnel and methods to ensure outside work is done safely. A work plan must be submitted to Facilities and EHS norms as per site requirements to be followed.

Ceiling

Shall always be kept free of dust, cobwebs, finger marks, grease and smudges. Shall maintain natural finish evenly.

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Cleaning Solutions

Acoustic Ceiling Boards

Kept free of dust, finger marks, dirt, scuffs, grease, spill marks, water leak marks and any smudge and shall always retain its bright white appearance evenly. Aluminium T-grids and runners shall have high gloss appearance without heavy oil film/residue, streak, surface blemishes, paint and rugby smudges.

Glass

Surface and edges shall be clean and free of streaks, marks and smudges.

Lights

All fixtures including bulbs and tubes not requiring the use of a ladder shall be free of insects, dirt, dust, film and streaks.

Furniture

All furniture shall be clean, free of odour, dirt, marks, and foreign residue.

Chairs

Upholstery shall always be kept free from dust and from marks. Colour of chair supports shall be kept uniform for ergonomic chairs and glossy (spot-lessly clean) for chrome plated supports.

Tables

Table surfaces shall be wiped dry and free from dust, smudges and residues of soft drink bottles and drinking glasses. Duster of table varnish shall be maintained, through regular dry wiping at least once a day.

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Cleaning Solutions

Cabinets

Cabinet surfaces shall be maintained to be free from dust and shall be wiped dry at least once a day. Cabinet tops are free from flower pot stains as a result of soil particles and water droplets.Fixtures

All fixtures shall be clean, free of odour, dirt, marks, and foreign residue. Chemical disinfecting will be done in a manner and on a schedule to be deter-mined by Sub Contractor and Contractor.

Art Work

Dusting as required.

Waste

Containers and waste areas shall be free of debris, dirt, ashes and odour.

Dust

There shall be no accumulation of dust on any exposed surfaces. Dusting shall be performed with either a suitable vacuum cleaner or treated cloth. The use of feather dusters is discouraged in that they usually displace dust to fall on lower surfaces. Service Provider shall take measures to ensure dust is removed and not just transferred.

Blinds / Drapes•

Surfaces shall be free from dust, dirt, marks and stains.•

Exterior•

Immediate entrance ways shall be free of debris.•

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Cleaning Solutions

White Boards

Clean daily. DO NOT ERASE white boards if marked “SAVE”, or equivalent, or when a class extends over a period of time, or if specifically instructed not to.

Docks

All docks shall be maintained in a safe and clean manner at all times.

Other Duties

Clean Fire Extinguisher cabinets monthly.•

Maintain wall clocks in sequence; replace batteries, repair/replace clock as • necessary.

Water and maintain interior office plants dust free. Replace as necessary in • coordination with Contractor.

Restrooms

Put up proper signage to close off restroom prior to starting work.

Ensure female cleaner cleans female restrooms and male cleaner to clean male restrooms.

Clean Mirrors: Remove soil, streaks, smudges, film, etc., from the surface • of mirrors with damp cloth or sponge and polish dry. Clean mirror frames, shelves & other adjacent areas and fixtures.

Refill Paper Product Dispensers: Re-supply al paper towel dispensers, facial •

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Cleaning Solutions

tissue, toilet tissue and seat cover dispensers. Remove sanitary disposal bags and replace with new bags. Wipe and disinfect dispensers and adja-cent surfaces. Check all devices for proper operation after filling. Do not leave extra supplies in restroom areas.

Refill Soap and/or Lotion Dispensers: Fill soap and/or lotion dispensers. • Clean delivery system prior to refilling. Disinfect. Check all devices after filling for proper operation.

Clean and disinfect sinks: Completely clean and disinfect all exposed • surfaces of sinks. Use only a non-abrasive prior approved cleaner. Clean-ing includes drying and polishing. After cleaning, the fixture will present a clean and bright appearance and will be free of all visible soil, smudges, corrosion, cleaning agents, residue, etc.

Clean and disinfect Toilets and Urinals: Completely clean and disinfect all • exposed surfaces of toilets and urinals, including adjacent floor areas. Use only a non-abrasive prior approved cleaner on all exposed hardware and countertops. Cleaning includes drying and polishing. All foreign material will be removed from the urinal drain tap. (Note: a special set of sponges, cloths, scouring pads, and brushes will be maintained and used ONLY for cleaning the urinals and toilets and must be replaced on a regular sched-ule). After cleaning, the toilet seat must be dry and placed in an upright position. All streaks, spots, stain, corrosion, lint, etc. shall be removed. Stopped up toilets will be unclogged to free any obstruction. When the obstruction cannot be dislodged, report problem to the ACTION LINE maintenance personnel immediately.

Descale Toilets, Urinals and Sinks: Remove scale, scum, mineral deposits, • corrosion, rust stains, etc. from the interior and exterior of all fixtures per schedules.

Spot Clean Walls, Partitions, Ceiling Vents, Grills, Doors, and Remove • Graffiti : Clean walls with prior approval of building rep only (cleaning

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Cleaning Solutions

some areas will cause damage). Clean corner guards, cob webs and high and low corners.

Dust Mop and Disinfect Floor.•

Daily Clean Floor Drains: Clean to remove all buildup and deposits, includ-• ing hair, mop strings, scum, etc. from the grate and neck of the drain daily. Pour disinfectant down drains once a month for odor removal.

Disinfect: Clean with an approved germicidal disinfectant in all restrooms, • lockers, locker rooms, showers and all cafeteria (excluding kitchen and service areas unless so required by a separate agreement with the food services contractor) hard surfaces.

Janitor Closets

Janitor closets shall be kept neat and clean at all times, and in compliance with applicable fire codes and insurance regulations. Mops, buckets, wet floor signs, floor sweeping tools and vacuum cleaners and all other materials shall be cleaned and stored properly in janitor closets at the close of each work day. Floors of janitor closets are to be cleaned daily. Cleaning caddies and materials shall not be left unattended and shall be stored in janitor closets when not in use. MSDS sheets shall be displayed in closets.

General cleaning: Liquid cleaning agents will be properly stored and in • shatterproof containers with labels indicating contents and dilution.

All products furnished by Service Provider shall be properly labeled.•

Flammable materials shall be stored on tops of cabinets and shelving.•

Plant RoomsFrequency and scope to be performed as requested.•

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Cleaning Solutions

Entrance Mats

Vacuum or sweep as necessary to remove soil. Clean surface beneath mat and replace mat after surface is dry. Clean mats as needed to maintain clean ap-pearance. Notify building rep when mats are visibly worn.

Waste Management

Ensure that all wastes are appropriately handled and strive to recycle waste. Housekeeping will follow the standard procedure established by the organisa-tion, according to which waste is categorized as under:1. Paper waste2. Bio Waste3. Hazards waste4. Any Other waste

Paper waste collected from the paper waste bins will be shredded and other waste will be disposed to the designated place inside the premises.

Equipment Details

List of Cleaning Equipment Deployed on site 1. Scrubbing Machine2. Ladder3. Telescopic Rod4. Wet & Dry Vacuum Cleaner5. Upright Vacuum Cleaner6. Dry Vacuum Cleaner7. Wringer Trolley (30 l)8. Glass Cleaning Kit9. Sign Boards10. Toilet Caddie

Facility Management

Acoustic Materials

28


Acoustic Materials

Carpet – 1] Loop pile and 2] Cut pile, combination of 100%{1000 grms} wool or 80% wool and 20% nylon With synthetic Primary and Secondary backing.{Polypropylene} with Latex

NRC – CARPET – 22 TO 28 OWNS. Carpet – 1] Loop pile and 2] Cut pile, combination of 100%{1000 grms} wool or 80% wool and 20% nylon with synthetic Primary and Secondary backing.{Polypropylene} with Latex coating./

NRC – FALSE CEILING - 2.6 NRC.

• Fire /smoke/heat/detectors Sensing range – .9Floor to ceiling height – 2.35mts, 7.9 feet.•

300 mm = 1 ft.•

1 meter = 3.3ft•

Access card – HID, INGREES, EGREES, Proximity reader, pin proxy reader, • Bio matrix, smart cards.

Turn stiles- Tripod, Flap Barriers, Optical turn stiles, swing gates, Boom • Barriers

AC – CFM {cubic feet per min} is based on the tr it could varies from 2000 • to 4000 +.,

AC - VRV – Variable Referegent Volume or VRF – Variable Referegent • Flow.

Acoustic – Speech v/s Reach,6 surface treatment, Vibration harness, Rever-• beration ,NRC analysis,LXBXH/60.{NRC},Walls cladding its wood wool with .85 NRC with 20 mm thickness covering with Glass wool wall paper with .35 NRC, AND Ceiling Its .6 NRC{Fiber mineral}.

Average BTU per person in a Work Place environment is = Human – 400 • BTU, Computer 300 wats x 3 BTU, Lighting 1 wats x 3 BTU + 5% for other

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Acoustic Materials

equipment .Total 1700 BTU.

A/C – Duct cleaning – NADCA – National Air duct cleaning association.•

Lighting – T5 tech,300 to 400 luxus. T8 Luminous with density of 30,000.•

Lighting system – luminous 1.2 to 1.4 International std, Indian std 2.25 lum, • density/luxus 30,000.

Tec used – T5 or T8,Cool Light,LED or Dimmer Ballast, motion sensors.•

Cafeteria – HACC, Micro Biological test., Test for cooks CARRIERS 5 types.•

Facility Management

What is Carbon Foot Print?

32


Your carbon footprint is the direct effect your actions and lifestyle have on the environment in terms of carbon dioxide emissions. Probably the biggest con-tributors to your footprint are your travel needs, and your electricity demands at home. However, all your actions have a direct or indirect impact, including your diet, and the clothes you wear. We know cars, buses and aeroplanes burn gasoline, public transport may use gasoline and electricity and your home uses a significant portion of your personal electricity needs that generally comes from fossil fuel burning power plants. All these actions contribute to accelerating global warming and climate change.

However the carbon foot prints on electricity supplied by EB grids as per a. his data is 0.81 TCO2/MWH ( As per Central Electricity Authority’s CO2 baseline database-Ver. 5.0).

Now as per the latest version 6.0 it measures around 0.84 TCO2/MWH for b. Karnataka and 0.86 TCO2/MWH Pan India.

What is Carbon Foot Print?

Facility Management

Electrical

34


Electro mechanical utlity equipment procedures

IntroductionThis document explains systems and procedures followed in handling emer-gencies with regard to Safety of electrical equipment installed.This covers following areas.

Fire extinguishers•

Schedule of maintenance for Uninterrupted Power Supply systems (UPS)•

Operating guidelines for Over Head Projectors (OHP), LCD/Beamers.•

Operating guidelines for Paper Shredders•

Operating guidelines of Fax machines•

Operating guidelines for Microwave oven•

Operating guidelines for Photocopiers•

User manual for Air conditioners & Packaged Air conditioners•

DG / DG panel•

Purpose

The purpose of this document is to ensure all personnel are aware of the Do’s & Don’ts in case of emergencies. This document should be treated as general guideline and not Repairs Manual.

Target Audience1. Electrical Maintenance team 2. Security guards 3. Administration Team

Electrical

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Electrical

Process Trigger

This includes the conditions when applied, automatically invokes the Proce-dure / process.

Process Details

Fire

Fire Detection and Alarm Systems, Fire / smoke can be detected within seconds. Even if the fire has gained stronghold, the standard of structural fire protection is such that it can be contained and extinguished without endan-gering people in other parts of the premises. Anyone who observes fire should break open the glass of Fire Alarm Indica-tors installed in all the floors. The fire alarm (hooting) will be heard across the building and the control switch of the same is in Reception area. Our Duty Electrical technician /Security/ Admin person will rush to affected area and put off fire by using Fire extinguisher. Training for employees, contract labor and security staff is conducted once in 6 months.

Action Required in case of Fire.

Identify the zone in the control panel fixed in (Front Office area/Security • desk) by observing the fire affected zone.

Accept the fire call by shortly pressing the put off alarm button.•

Rush to the particular zone and extinguish fire using suitable fire extin-• guisher.

Momentarily press the reset push button switch and ensure that the fire • alarm does not repeat

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Electrical

In case the fire alarm repeats; all the above actions are repeated. Also this • means that the cause of fire has not been eliminated

After pressing the reset push button, ensure that the system comes back to • “normal” i.e., no fire signal recurs

Security /Duty Electrical maintenance team will handle the above.

Fire extinguishers

Fire extinguisher cylinders are fixed at all potential fire points in all Floors. Fire drills, conducted once a quarter, will keep people updated about the prac-tical usage of the cylinders.

The cylinder/s contains ABC Dry Chemical Powder or CO2

Maintenance

Check the inbuilt pressure gauge periodically.

The green zone is an indicator of the state of readiness of the fire extinguisher.If pressure drops, the needle will shift to the red zone.Call supplier / local office for assistance

Precaution:

• Contents under pressureDo not puncture or incinerate even when empty•

Store away from direct heat•

Do not tamper with the can•

Break the yellow seal only in case of a fire•

37


Electrical

Please use entire can during the fire•

UPS

This equipment must be installed and maintained by a qualified technician.•

The unit must be properly earthed.•

The UPS has been designed for indoor use only. It must be protected from • rain or excessive moisture and installed in a clean environment, free from flammable liquids, gasses, or corrosive substances. Do not stand beverage containers, plants, or other products containing liquids on top of the unit.

It is designed to protect the load equipment and its own internal electronic • circuits, from excessive input main voltages above the 20% nominal volt-age specification. If this limit is exceeded the UPS will SHUT DOWN and power to the load will be lost. In this unlikely event, connection to the load through the maintenance by pass is not recommended.

Do not place magnetic storage media on top of the unit as this can result in • data corruption

Do not operate this equipment before an -approved engineer has commis-• sioned it. He will validate the installation work and install site information into the microprocessor controller memory. This information is required to substantiate any warranty claims that might be made

When working on the UPS, remember that it will contain live voltage AT • ALL TIMES unless it is externally isolated from the mains supply and bat-teries. Pay special attention to the safety warnings and fitting of the UPS batteries.

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Electrical

Safety Symbols

HIGH VOLTAGE

WEIGHT

Kg

SEALED LEAD ACID BATTERY

Scheduled Maintenance for UPS

The UPS uses solid-state components that are not subject to general wear and tear, with the only moving parts being the cooling fans.

Scheduled maintenance requirements, beyond ensuring that the UPS and •

39


Electrical

its local environmental conditions remain suitably cool and clean, are there-fore minimal. However, a well-documented periodic program of inspection as suggested below, will help to ensure optimum equipment performance and may serve to detect certain minor malfunctions prior to them develop-ing into a major fault.

Some of the actions described entail working inside the UPS, and should be • undertaken only by a competent engineer who is familiar with the equip-ment operation and layout, and is aware of the areas of potential hazard. If you have any doubts concerning safety or the correct method of carrying out any procedure then, contact an approved distributor or service agent for assistance or advice.

Preventive maintenance service should be carried out four times in a year • (quarterly) under Annual Maintenance Contract.

Routine Checks

Although the UPS is “maintenance free”, the following checks will help to ensure that it is working effectively. Some of the checks mentioned are only possible if the LCD Display panel is fitted:

Ensure that the ventilation space around the front and back of the UPS is • unobstructed

Check and record the battery float charge voltage•

Check and record the UPS output voltage•

Check and record the UPS output line current.•

If this is significantly different from the values previously logged then, if pos-sible, record the size, type and location of any load connected to or removed from the UPS supply since the previous inspection.

40


Electrical

If any of the above indications differ greatly from the previously logged values for no apparent reason, you should contact your nearest distributor or Service Agent for advice.

Annual Checks

The following procedures require the UPS to be completely shut down and will cause a load supply failure. It must therefore be undertaken with the full knowledge and cooperation of the load users at a time when the load can be shut down in a controlled manner or transferred to the unprotected mainte-nance power source.

Procedure for Annual Checks

Shut down the UPS following the recommended operating procedure•

Isolate the UPS input main supply externally, and open the battery fuse • holders

Gain full access to the UPS power compartment by removing its front, side • and top panels. Then remove the power compartment cover plate

Ensure that the UPS is totally powered down by checking for zero voltage • at the input terminals, bypass terminals and out put terminals

Carry out a thorough visual examination of the UPS power components • and sub-assemblies, paying particular attention to the following:

Magnetic components Check for signs of overheating, security of fixture and signs of de-lamination

Cables and connections Check all cables for chaffing, fraying or signs of overheating. Also check that all cable connections are tight and all printed circuit board connectors are

41


Electrical

secure.

Printed circuit boardsCheck the cleanliness and integrity of the circuit boards and replace if any signs of deterioration found.Thoroughly check the batteries paying particular attention to the following points :It may be necessary to disconnect the inter-tray links in order to gain full ac-cess to the battery trays.

General caution •

Examine the battery case for signs of deformation, cracks or general physi-• cal deterioration.

Cell voltage •

Check the voltage of each battery block. This should be greater than 12.6 • volts D.C.

Cables and connections •

Examine the cables for signs of deterioration and ensure that all connections are securely fastenedIf necessary, thoroughly clean inside the equipment closure using low pres-sure air to remove any foreign debrisRe – assemble the equipment, close the battery fuse holders and reconnect the UPS input mains power.

Start the UPS and transfer the load to the inverter following the appropriate operating procedure

If possible, check the battery autonomy time by turning OFF the UPS input supply with the UPS on-load. Ensure that the UPS operates on battery correct-

42


Electrical

ly and check that the available battery autonomy time meets the installation specifications.

Operating guidelines of Fax machines

Sending fax

1. Dial the fax number using one of the following methods;

Use the numeric buttons on the MODI F5 100/Work Center 365c•

Press the speed dial button and a 2-digit code•

Press one of the 10 one-touch buttons•

Pick up the handset and dial from a telephone connected directly to your • MODI F5 100/Work Center 365c. If you dial this way, stay on the line through step 3.

2. Load your document, facedown, in the fax-loading tray. (Depending on the thickness of the paper, you can load up to 20 pages. However, if you have problems, try sending a few pages at the time. Wait a few seconds while the MODI F5 100/Work Center 365c begins to load the bottom page. Note that the selected resolution shows on the bottom line of the display

3. Press start/copy to begin.

Note: If you dialed from a telephone connected directly to your MODI F5 100/Work Center 365c and a person picks up the phone on the receiving end, ask them to press Start button on their machine to start receiving the fax. You can replace the handset at anytime.

43


Electrical

Operating guidelines for Microwave oven

It is important not to interfere or tamper with safety interlocks•

Do not place any object between the oven front face and the door allow • residue to accumulate on door sealing surfaces. Wipe the door sealing area frequently with a mild detergent, rinse and wipe dry. Never use abrasive powders or pads.

When opened, the door must not be subjected to strain.•

Do not operate the oven if it is damaged until it is rectified by a trained • Engineer

It is particularly important that the oven closes properly and that it is • inspected to ensure that there is no damage to the door, hinges and latches, door seals and sealing surfaces

It is dangerous for anyone other than a properly qualified service engineer • to carry out adjustments or repairs

Small quantities of food or foods with low moisture content or high fat • or sugar content can burn, dry out or catch on fire if cooked or heated too long. Please note that the heating / cooking period required is extremely sort.

Warning

Do not heat food or liquids in bottles or jars with lids air must be allowed to • escape from the container.

When boiling water or other liquids, be sure to use a wide necked contain-• er. This will allow air bubbles to escape freely. If a narrow necked container is used, air bubbles may combine to form a large bubble, which may in turn cause the liquid to boil over. This may happen even after the cooking time.

44


Electrical

Do not operate the oven while empty•

The outlet of the exhaust located in the rear of the oven should not be • blocked

Do not deep fry in the microwave oven as the temperature of oil cannot be • controlled and it may overheat.

Always remove contents from cans to micro proof container for re-heating.•

It is important to keep the oven interior clean. Food particles or spatters left • on the oven walls reduce the efficiency of the microwaves.

Never completely seal containers in the microwave oven. Covering are • necessary but containers must not be airtight

Cafeteria Equipments

Ovenproof Glass : Ovenware (treated for high-intensity heat), such as • mixing bowls, bread dishes, pie plates, cake plates, liquid measuring cups, casseroles, and bowls without metallic decoration

China : Bowls, cups serving pieces, plates, and platters without metallic • decoration

Pottery : Dishes, cups, mugs and bowls•

Plastic: Specially designed plastic microwave cookware is suitable for gen-• eral use provided it is clearly marked “Microwave Oven” safe.

Utensils and materials to avoid

Metal utensils: Metal utensils are not recommended because the metal • shields the food from microwave energy on the bottom and sides, causing

45


Electrical

uneven cooking. Metal utensils could also cause arcing and damage the appliance

Metal Decoration: Metal-trimmed or banded dinnerware, casseroles etc., • should not be used. The metal trim interferes with normal cooking and may damage the dish

Aluminium Foil: Large sheets of aluminium foil should be avoided because • they will disrupt cooking and may cause harmful arcing. However, smaller pieces may be used to cover areas such as poultry legs and wings. Any alu-minium foil used should never be closer than 2.5 cm (1 inch) from sidewalls of oven. Do not cover food completely with aluminium foil.

Wood: Wooden bowls and boards, will become dried out when used in the • microwave oven and may split or crack

Operating guidelines for Photocopiers

The following chart lists some conditions that may occur and recommended solutions. Follow the suggested solutions until the problem is corrected. If the problem persists, call for service (Reception / Admin).

46


Electrical

CONDITION SUGGESTED SOLUTIONS

Copier does not come on when power switch is in the l (on) position • Check that the copier is plugged into the voltage stabilizer

CONDITION SUGGESTED SOLUTIONSCopier does not come on when power switch is in the l (on) position

Check that the copier is plugged • into the voltage stabilizer

Check that there is power to the • socket and the voltage stabilizer is switched on

Smears, lines, marks or spots If the defects are on the docu-• ment, use lighter Contrast setting to improve quality of copies

If there are no defects on the • document, clean the document glass and the underside of the document cover.

Partially blank copes Remove damp paper from the • paper tray

Remove creased or wrinkled • paper from the paper tray

47


Electrical

Mis-registered copies Check that document is posi-• tioned correctly on the docu-ment glass

Check that paper tray is loaded • correctly

Copies are too light If the document is light, use one • of the darker contrast settings

If the required contrast can • not be obtained by adjusting contrast, Toner increase button could be manually operated. When this button is pressed, an additional supply of toner is im-mediately added to the system resulting in darker copies. The increased density is temporary. As the additional toner is used, the copier will return to its nor-mal dispensing rate

Copies are too dark If the document is dark, use one • of the lighter contrast settings

48


Electrical

Borders on copy If the document is smaller than • the copy paper, cover the docu-ment with a sheet of paper the same size or larger than the copy paper.

Lower the document cover • when making copies

Frequent copy paper jams Check that the paper is loaded • correctly

Try a fresh ream of copy paper•

Check for any copy paper left • in the copier after a missed has been cleared.

49


Electrical

Procedure for Split Air conditioners

Operating Procedure

1. Switch on the AC main2. Switch on the unit’s switch3. Select the cooler position on the thermostat (Remote Control)

Maintenance

1. Clean the filter every week2. Observe the water leaking3. Maintain the louvers in straight position

General

1. Close the windows and Doors when AC is on2. Avoid using of fans as it reduces the cooling effect

Other types of Air-conditioner we have are Packaged AC. Split AC is oper-ated by the duty electrical technician. The controls (ON/Off) switches are with Admin/duty electrical technician.

WHAT YOU SHOULD KNOW ABOUT “ELECTRICAL-BESCOM”

Why does the Air Conditioner Trip?Air conditioner trips due to (1) Power fluctuation, (2) defective stabilizerNote: At the time of change over, remote control hi-wall air conditioners needs to be restarted. Looking at the location of facility for commercial, we have to follow certain timing for operating air conditioners.

Air conditioner in UPS Room, Server Room, COM Room, and Test Bed will

50


Electrical

work round the clock.

Why do the tube lights flicker at times?

This happens due to defective / weak choke, condenser, starter, tube and or low voltage.

Can I use a power extension box for connecting my tape/radio?

4. The electrical power distribution is carried on the basis of a load analysis done by experts. Any additional consumption can cause trouble to the load management.Therefore, usages of extension box or power strips are to be checked with electrical maintenance group.

DO’SCHECK THE VOLTAGE OF INCOMING POWER SUPPLY•

CHECK THE WATER LEVEL IN EXPANSION TANK •

CHECK THE OIL LEVEL OF PACKAGE CHILLER•

MEGGER THE EQUIPMENT IN CASE FUSE BLOWN•

CHECK ELECTRICAL TERMINALS FOR LOOSE CONNECTIONS•

ENSURE SENSORS ARE IN PROPER POSITION •

CHECK WATER QUALITY PERIODICALLY•

KEEP WORK PLACE CLEAN•

DON’TS

51


Electrical

DON’T CLOSE ANY VALVES OF EQUIPMENTS IN RUNNING CONDI-• TION

DON’T OPEN THE ELECTRICAL PANELS WITHOUT SWITCHING OFF • POWER SUPPLY

DON’T SWITCH ON THE AHU’S WITHOUT PERMISSION•

DON’T SWITCH ON THE AHUS WITH THE DAMPERS ARE IN CLOSED •

CONDITION•

DON’T USE THE FILTER SECTION AS SCUFFOLDING FOR CLIMBING • THE AHU

DON’T REMOVE THE FILTERS AND RUN THE AHU•

DON’T ADJUST THE BALANCING VALVES•

DON’T SWITCH ON THE AHU IF THE FILTERS ARE IN CLOGGED • CONDITION

DON’T OPEN THE AHU DOOR IN RUNNING CONDITION•

DON’T OPEN ANY VALUE AND USE OTHER THINGS WHILE •

THE SUSTEM INS IN RUNNING CONDITION•

REPLACE ONLY RATED FUSE •

DON’T REPLACE WITH WIRE FUSES/HIGHER RATED FUSES•

DON’T TAMPER THE CONTROLS•

DON’T BY PASS SAFETY•

52


Electical

ELECTRICAL1 KW = 1.25 KVA, I,e 1/.8.1000 watts = to 1 kvaThumb rule - 1.39 Amps make 1 kva. {1000 Volt Ampiere makes 1 kva.}Calculation = Volt x amps / 1000 = KVA.AC = 1TR = 1.3 KVA.Chiller PHP – 7.5 PHP.UPS Power calculation – 500 watts per PC X NO of PC e,g {500 x 100 PC = 50,000/1000 watts{1000 Watts = 1 kva} = 50/3 phase = 16.66}POWER Required for 100 sq ft – 1.1 kva for lighting, AC.chiller load,Fire eqp,UPS.If 1 kw runs for an hour it is 1 kw hour.{kwh}.Percentage of Power usage in a IT building HVAC 54%,UPS 32%,Lighting 11% and Other 3%As per ECBC {Energy Conservation Building code}.Impact of ECBC the bench mark for Reduced energy use for building is 180 to 200 kwh. If its 150 kwh then it is excellent.As per EPI {Energy Performance Index} as per BEE {Bureau of En-ergy Efficiency} the National bench mark is 180 kwh per year.1 rack = 10 kw I,e 1 kw = 3413 BTU.{British Thermal Units}120 KW X 3413 = 409560 BTU.12,000 BTU needs 1 TR,12000 BTU means – 3.5 Kva if its a Unity factor.1 TR = 3.5 kw.Power Factor for DATA CENTER. -------HVAC – BTU Calculation 1.1000BTU=0.293 KWH.2.1000BTU=252 Kilo calories.3.1000BTU=1054K.Joules.4.1000Joules=.00028KWH.5.1000K calories=1.1623 KWH.6.1 ton---------=12000BTU.7.1Ton---------=3.52 KW

Facility Management

Security

54


BS 7799, NSG, CSSC, PSARA {Private Sec Agency Regulatory Authority}Best Practices

OSAC{Oversee security advisory council}•

127 controls in BS7799.,18 Months to internalize the process.•

American Society For Industrial Security {ASIS},Central Industrial Security • council{CISC}

Security Patrol monitoring system.•

BS 7799 identifies 10 controls:Security policy - This provides management direction and support for • information security

Organisation of assets and resources - To help you manage information • security within the organisation

Asset classification and control - To help you identify your assets and ap-• propriately protect them

Personnel security - To reduce the risks of human error, theft, fraud or • misuse of facilities

Physical and environmental security - To prevent unauthorised access, • damage and interference to business premises and information

Communications and operations management - To ensure the correct and • secure operation of information processing facilities

Access control - To control access to information•

Systems development and maintenance - To ensure that security is built • into information systems

Business continuity management - To counteract interruptions to business • activities and to protect critical business processes from the effects of major failures or disasters

Security

55


Security

Compliance - To avoid breaches of any criminal and civil law, statutory, • regulatory or contractual obligations, and any security requirement

An organisation using BS 7799 as the basis for it’s ISMS, can become regis-• tered by BSI, thus demonstrating to stakeholders that the ISMS meets the requirements of the standard.

Security – Employee

Security awareness •

Training•

Security Practices•

Security Process.•

Security related messages on the Intranet•

Posters at vantage Points.•

Physical Security

Multiple level Physical access control system•

IBMS{FIRE,CCTV,CLEAR SCREEN,}•

Corporate Security team& Info security team {Planning & Direction & • operation}

Fire certified•

Audit {Internal, external & client representative}•

Facility Management

Corporate Security & Risk Assessment in India

58


Physical security in an organization is usually very visible, with Facility Managers, managing the security. Security is still a nebulous concept. Physical asset may be stolen, but there may be no trace of the theft, nothing physically missing. Losses suffered incurred due to theft of physical assets. Based on risk assessment, we are usually in a position to measure the consequences of theft and measures to create a process for Security and Assessment plan for the Facility.

For managing security, we need to follow the ‘Plan-Do-Check-Act’ or PDCA cycle. Facility Managers has to create an appropriate security organization during the planning phase. Security organization also helps in defining roles and responsibilities of various individuals who would be entrusted with implementing security Plan and PROCESS in the organization. If we do not follow this process and assume that security is everybody’s responsibility, then ultimately, it will be nobody’s responsibility.

Who should be part of the Security STEERING COMMITTEE?

The Corporate security committee must have three levels of hierarchy:

Top management - the people who approve the security policy and secu-1. rity budgets; review the security implementation efforts, take note of the effectiveness of various measures and decide on the priorities. Involvement of top management will induce the organization to take security matters seriously.

Security management teams consisting of people who have specific secu-2. rity-oriented tasks assigned to them. These teams are the backbone of the security organization. Enthusiasm of these teams will really make the orga-nization security conscious.

End users—the success or failure of the security initiative depends on their 3. responsiveness to information security.


59



Facility Manager should unite these three levels towards the same objective, of securing the organization’s People and assets.

Roles & Responsibilities

Each of the levels described above has a different role to play and different contributions to make. Let’s look at the roles and responsibilities that could be defined for each of the levels.

Security Steering Committee (SSC)

Top management has enough on their plate to cope with. However, they still have to be involved in planning the security strategies and policy matters. Otherwise, they may not appreciate the business risks of deploying technol-ogy Interface in Corporate Security. It is worthwhile to create a security forum or security steering committee, which will meet at least once in three months with a well-defined agenda.

The SCC’s responsibilities are: Provide management’s support to the security process •

Develop security objectives, strategies and policies •

Review the risk assessment reports and monitor the exposure of People as-• sets and to major threats and the business impact thereof

Define the status of various security initiatives •

Review major security incidents •

60



Asset Protection & Enterprise Security

The very nature of today’s extended enterprise creates new and unfamiliar risk exposures that often go ignored or undiscovered until its too late. Just in time business models that rely heavily on information systems to lever-age global networks of partners, subcontractors, vendors and customers are most acutely at risk. The resulting interdependencies and shared risks cannot be managed by traditional point solutions. A seemingly isolated event can quickly become a “boundaries crisis” as vulnerabilities within the network are exposed and operations disrupted. Therefore, companies must adopt a strategic view of risk and work to develop solutions that address the risks while supporting their business objectives and key earnings drivers and not impeding their ability to compete. In fact, a more resilient enterprise provides the company with a competitive advantage in today’s increasingly global marketplace.

Business Intelligence & Integrity Risk

Increasing regulatory pressures reflect the rising tide of shareholder activ-ism and general public distaste for low levels of corporate governance and business ethics. While many companies have responded admirably, their ability to enforce standards of accountability and transparency across their global operations is often limited. Meanwhile, increased levels of outsourc-ing, subcontracting and partnering exacerbate the interdependence risk that already exists. Shareholders and government watchdogs alike expect directors and officers to mandate their standards on all those with whom they conduct business and the penalties for non-compliance are severe. Companies must adopt a corporate strategy for addressing the issues of fraud, corruption, transparency and the protection of intellectual property, trade secrets and pri-vate information. Doing so is not merely an issue of responsibility but also of competitive advantage as progressive companies increasingly sees the benefits reflected in their ability to access lower cost capital and retain valuable clients and stakeholders.

61



Corporations operating in emerging, and sometimes unstable, countries face a variety of risks that threaten their assets and operations. Facility Managers have to devise the proactive strategies to mitigate such risks and ensure a rap-id return to normal business operations in sometimes hostile environments.

Risk Assessment

Facility Managers have to initiate and provide in-depth analysis of risks ef-fecting assets in a particular Facility, Region and Sub Region. The assessment includes identifying criminal activity and corruption, political or social events including terrorism or social unrest, labour and economic issues which may impact the business environment.

Facility Surveys

Security surveys and audits of facility and other corporate or commercial fa-cilities, to identify any existing weaknesses and recommend appropriate cost effective measures to secure corporate assets; such surveys include a review of security policies and procedures, physical security systems and hardware, in-cluding access control, security personnel; their role, responsibilities, training and deployment, security of information, including storage, transmission and destruction, pre-employment screening processes.

Contingency Planning

Facility Managers has to review and compile contingency plans to ensure the team is able to respond effectively at a time of crisis, thereby minimising any potential loss or other adverse effect on the company. Contingency plans involve addressing hazards resulting from natural disasters or man-made incidents; identifying and training emergency and crisis management teams; designing and installing crisis management facilities; testing and rehearsing emergency plans, teams and facilities through exercises; developing plans and

62



procedures to protect key executive personnel; evacuation planning of em-ployees in cases of political and civil unrest. Vulnerability assessments: While working as a part of virtual team, Facility Manager has to display a high degree of ownership and being able to quickly understand the security environment in which FM operate. .

Risk Assessment

In order to ensure the correct level of security for a site to be determined, it is essential that all interested parties carry out a thorough risk assessment before utilizing security guidelines.

Insurance

FM needs to initiate the Insurance process in collaborating with the Finance and strongly advised to inform his Insurer so that they can advise their minimum-security requirements for the premises in view of the additional risk presented.

Transport Security Transport is mostly an external operation While you can control and manage the environment and possibly account for many operational irregularities for most of the other operations, transport involves a lot of inherent problems like mileage mismanagement, misuse of cabs, breaking of traffic laws by driv-ers, car breakdown & accidents, as well as threats from external sources like carjacking, tailing and harassment, which are beyond the organizations direct control.

Since there are huge cost implications involved, it is imperative that there is an audit function running which allows the organization to control & monitor costs to counter these activities, FM has developed a processes, which mini-mize malpractices as well as ensure safety of employees.

63



Event Security In light of the current Global Security Environment, the overall threat in India has become more real than before India has been and will continue to be a soft target for religious and politically motivated terrorism Some countries & communities see India primarily as an ally of the USA and with India hous-ing some of the biggest American corporate players in world There is reason enough to fear that India will get caught in the backlash of incidents like the war in Iraq There is no doubt that there is an immediate need to exercise extreme caution and to be extra vigilant

Three Tier System FM should stricture a security solutions for Event Security based on a ‘Three Tier’ System To break the security mechanism into External, Internal and Core This allows FM to divide responsibility and accountability which results in greater control and less chances for variances

Executive Protection The most basic goal of any protective detail is to avoid / reduce hazards These hazards could result from intentional human actions, natural disasters, ac-cidents or even medical conditions For each type of hazard, or specific hazard, there will be some obvious, and some less obvious, strategies for mitigating the hazard Once FM know exactly what’s dealing with, FM can go ahead and begin eliminating the hazards. Executive Protection is simply an extensive series of details, which must be double-checked to ensure that possible hazards have been addressed. The first question then would be to ask ‘What are the hazards?’

64



Criminal Record Verification

Employee Verification and Background Check Service provider serving the large corporations and ITES/BPO organizations. FM should ensure the CRV is set as a mandate to all Service Providers employees housed in the facility.

Approach

Based on the recent incident in Mumbai, Facility Manager have to devise a Build/Operate security program to take control of the security needs. This program runs from the early Process establishment phase, through to imple-mentation and then to day to day operation.

Build

Provide country risk reports •

Expatriate information •

Political, social and environmental assessment. •

Review Facility plans to provide suitable security recommendations •

Supply, install and service security hardware/surveillance •

Sanitize and secure the Facility during Risk•

Identify, recruit and train and monitor a Security Service Provider•

Recruit and train a security manager •

Operate•

Develop security policy and procedures •

Security audits (ongoing) •

VIP protection and facilitation •

65



Contingency planning for evacuation, fire, natural disaster and bomb • threats

Monthly, weekly and daily risk reports •

Vendor auditing programs •

Assist in development of brand protection program •

Promote awareness of brand protection issues among management and • employees

Develop IT and proprietary information technology protection programs •

To conclude, facility manager should advocates a strategic approach to risk management and security. To adequately and appropriately protect a com-pany’s hard and soft assets enterprise-wide, a Security and Risk Management strategy must be aligned with the overall business drivers and strategic objec-tives. It should provide the company with a competitive advantage in that it adds flexibility and resilience to the company’s operations and investments while often lowering costs and improving quality.

Facility Management

Ensuring Business Continuity if Disaster strikes

68


Disaster recovery is often a neglected area of business planning, especially in smaller organizations. While it may not be necessary to maintain a detailed disaster recovery plan, all companies should be aware of their options during an emergency. It is crucial to know how long disaster recovery procedures will take to implement.

These steps may facilitate effective business continuity planning: Consider each possible event that could adversely affect the operation and • evaluate the damage it could cause.

Determine what actions to take, what resources will be required to protect • the building and its operation from each event, and how to restore full operation.

Develop a written plan for dealing with each situation. •

Written Plan

A formal disaster recovery plan should evaluate the impact an emergency would have on operations. What will happen if the organization is inaccessi-ble to customers/Employees? How long will it take for service to be restored? What are the available options for immediate limited restoration?

While a disaster recovery plan is essential, equally critical is a strategy for business continuity. All plans should include emergency response directions, contingency guidelines, and even media and public relations processes.

Another aspect of disaster recovery is cost. Each organization must assess its risks, determine how much uninsured risk it is willing to carry, and then de-cide how much it can afford to spend. Simple planning can sometimes make the cost negligible while returning large benefits.

For instance, if a company has two locations, it might be worth considering


69



the expense of additional telecommunications capabilities at the second of-fice. That second office can then be used as a backup if a customer/Employee service hotline must be transferred because of a disaster at the main office. The telecommunications provider can suggest options and work with the facility manager to ensure the plan meets the organization’s needs.

Inspection

Risk adjusters, fire marshals, police departments, local emergency planning officials, and vendors should all be contacted when developing any plan. The size of the property, type of tenancy, and location are going to determine what will go into a plan. Based on the results of the inspection and review, a report should be compiled. The report should then become the basis for the plan of action to correct deficiencies, eliminate weaknesses and vulnerabilities, and update life safety policies and procedures for personnel. Finally, an annual facility evaluation should confirm whether or not the plan continues to remain effective.

Emergency Actions Plan

This plan should be developed for each facility and should provide compre-hensive information on all types of emergencies.

An emergency plan must be written an emergency action plan that is appli-cable for every firm with 10 or more employees. The plan must include, at a minimum, these elements:

The preferred means of reporting fires and other emergencies; •

Emergency escape procedures and emergency escape-route assignments; •

Procedures to be followed by employees who remain to perform or shut •

70



down critical plant operations after the facility has been evacuated;

Procedures to account for all employees after emergency evacuation has • been completed;

Rescue and medical duties for those employees assigned to perform them; • and

Names, job titles, or departments to be contacted for further information or • explanation of duties under the plan.

Understand and Act

As the emergency response plan is developed, employees will need to be involved in its implementation. Many organizations have emergency response teams which are the first line of defence in critical situations.

Depending on the size of the facility, one or more teams may be trained in the following areas:

Use of various types of fire extinguishers; •

Fit aid, including cardiopulmonary resuscitation (CPR); •

Shut down, evacuation, chemical spill control, and search and emergency • rescue procedures;

Use of self-contained breathing apparatus and•

Incipient and advanced-stage fire fighting. •

Training is essential to ensure the effectiveness of an emergency plan. As • part of the implementation, a sufficient number of people must be trained to assist in the safe and orderly evacuation of employees. Training for each type of disaster response is necessary so employees know what is required.

In addition, all employees should be trained in the following: •

Evacuation plans; •

71



Alarm systems; •

Reporting procedures for personnel; •

Shut down procedures; and •

Types of potential emergencies.

These training programs should be provided at least annually; nonetheless ,retraining should take place if any one of the following events occur:

New employees are hired; •

New equipment, materials, or processes are introduced; •

Procedures have been updated or revised; or •

Exercises show that employee performance during emergencies must be • improved.

The emergency response procedures should be written concisely and made • available to all employees.

A drill should be conducted at random intervals (at least annually), and • management and employees should immediately evaluate their perfor-mance.

When possible, drills should include groups supplying outside support • services, such as local fire and police departments.

Contingency Preparations

Contingency planning is another component of a comprehensive disaster recovery plan. This process incorporates communication, life safety,

In any building emergency, the first step is to notify all occupants who may be in danger. If necessary, the second response should be a simultaneous noti-

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fication to the appropriate authorities-police, fire, and medical-who are best equipped to deal with the emergency.

Next, facility professionals should communicate with those employees desig-nated to respond to emergencies. A contact list must be available to essential personnel, so staff members can reach the emergency response team at any time and place.

The list should include key personnel, contractors, and suppliers. Assigned responsibilities, especially for those who have the equipment and skills to deal with the specific type of emergency, must be outlined.

Contingency planning should also deal with response to first-aid emergencies ranging from physical injury to heart failure.

The Physical Plan

After personnel are safe, protecting the facility from further damage is next on the agenda. This may involve stacking sandbags in areas subject to flood-ing, boarding up windows in areas subject to windstorms, using waterproof tarpaulins to protect equipment and inventory, or shutting down important equipment such as computer systems, boilers, and chillers.

While doing this, keep in mind the possibility of exposure to hazardous sub-stances. Substances such as asbestos, lead paint, PCBs, PVC-coated cabling, and any other hazardous chemicals present a health and safety risk, as well as possible adverse environmental effects.

Statutory regulations require employers to address employee exposure and contingency planning for facilities where hazardous substances may be pres-ent. In addition, state and local regulations almost always apply in urban areas.

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Public Perceptions

Every building’s operations manual should contain a section on how to handle the media, occupants, employees, and the general public during an emergency. As a general rule, when a crisis occurs, tell the company story quickly, openly, and honestly to allay suspicion and rumours. Make an im-mediate brief statement explaining that the company is aware of the situation, is investigating the details, and will share this information with the media and public as soon as the facts are known. Once the initial storm recedes, restoration of the facility commences. Con-tingency plans should consider how services will be restored or at least determine they can be temporarily duplicated. Critical parts should be kept on hand. An emergency does not allow time to locate spare parts or obtain competitive bids.

Although a plan should be comprehensive, it should be a practical reflection of the critical nature of the operations in the building.

When confronting any emergency, the facility manager must remain calm, have an emergency plan in place, and follow it accordingly. Any plan is built upon experience and testing. Learn from past mistakes and make appropriate adjustments where necessary.

Facility Management

Environment Health & Safety (EHS)

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Lead ISO 14001 certifications and be member of the Global Environment • team

Lead OHSAS (Occupation Health and Safety Assessment Series)18001 certi-• fication audit process

Pan India Hospital tie ups and the provisioning and effective functioning of • wellness room services.

Pan India Ambulance Tie ups and the provisioning and effective function-• ing of ambulance services

Health and Safety programs and initiatives to include health camps, yoga • and gymnasium services, executive medical checkups, project specific ini-tiatives, floor warden training.

Ergonomics - Train and carry out ergonomics assessment for employees. To • be actively involved in the design of workstation and selection of chairs for all new facilities.

Safety training: Conduct training programs on ergonomics, contractor • safety program and induction training for all new joiners.

Contractor health & safety: Draft standard operating procedures for high • risk operations and continuously monitoring work permits for the activities carried out onsite.

Workplace safety inspection: Conduct safety audits for all the facilities and • auditing new facilities during the construction stage of the building and even before occupancy of employees to ensure that safety requirements/norms are met.

Measure compliance with Environment, Health and Safety legislation • within the GU (where appropriate), reduce the exposure to injury for employees and also reduce the risk of financial loss. Develop, implement and maintain Environment, Health and Safety policies and procedures to facilitate company compliance with legislation.


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Provide Health and Safety guidance within the GU regarding workstations • and safety issues.

Participate in key Client audits related to Environment, Health & Safety • from F&S front.

Answer Client related queries related to EHS•

Communications and awareness on EHS to employees•

Environmental Issues – Water, Air, Costal issues, Ozone.

Organization Environment Issues – Ground water, Cooling Towers, Grids ,Garden, Floor washing, Rest rooms.

OE Solution – Re-cycling of Sewage {STP},Rain water Harvesting.

Waste Management – Residues and disposal of waste.

Non –Biodegrade

Broken Glass, Mineral water bottle, Card board, paper, metal screws and Renovation waste.

Biodegrade

Cooked Food, uncooked food, coconut shell and Fruit Pulp.

Ways to handle Biogradeble waste.

Land fill, Bio gas and worme culture {manure }


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Air Pollution

Out Door – Boiler, DG sets, Cooling towers and vehicles

Indoor Air – Paints, varnishing ,carpets, Rest rooms, Photo Copiers and De-odorants.

Indoor Biological Contaminations.

Damp Carpet, AC Ducts, Food partials ,Human Body extracts and Dampers.

MATERIAL SAFTEY DATA SHEET.

Any materials coming in to the facility needs to be ensured that the materials carry MSDS, if its not then the same needs to be demanded from the Dealer, Manufacturer.MSDS primarily needs to be furnished by the dealer or manufacturer on all chemicals related products.

Ergonomics – This is essential to be followed in all work stations and furni-ture’s of a work place.

Engineering – Tools safety, Electrical Safety, Chemical, Spinal Safety, Ladder safety

CAFETERIA – HAZARD ANYLIS & CRITICAL CONTROL POINTS {HACCP}

Micro biological hazards, hygienic, utensils used, aprons & food grade gloves, chef caps, chemicals ,physical critical control point{CCP},Fire Fighting Equip-ments, Pest control, Food Test, Packaged water test and Kitchen audits.

Transport Services – Vehicle Safety, Driver safety and Passenger safety.

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Engineering Safety – Hand tools, Electrical tools and Power tools, all tools needs to be as per standards.

Personal Protective Equipment - Helmet, Glove, Boots, Equipments, Eye, Respiratory, Head, Leg, Hand, Skin and Hearing Protection.

All these Protective equipment needs to be as per ISI or American National Standard Institute {ANSI}.

Confined Space – Storage Tanks, Pits, Tunnels and Exhaust ducts safety need to be followed as per norms and in the right way with right equipments used.

Indoor Air Quality – Standard indoor air quality need to be maintained such as 19.5 to 23.5 degree “C”.

Soft Services Safety – Ladder hazards, broken parts, low rating equipments, objects falling, low reach etc.

Trip Hazards – Wet floor and Poor wire management.

E H S COMPLIANCE.Risk Management•

Evaluate the Risk•

Create Root Cause Analyses Report•

Create Incident Report•

Bench Mark Health & Safety •

Set Critical Limits•

Establish Monitoring Procedure•

Train People.•

Facility Management

Occupational Health & Safety

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The Self Directed Guide to a safe and Productive work Environment.

The goal to his guide is to focus on modification and simple behavioural adjustment which will alleviate a great deal of potential problems. The key to achieving this comfort is making certain your body is always supported in a relaxed, natural position when using your computer. This means ensuring your activities do not force you in to awkward, stressful position.

The following section focus on reducing stress and fatigue in specific body areas that are vulnerable when using your computer in a poor environment.

EYE STRESS The single greatest complaint expressed by computer users is chronic eye fatigue. A major contributing factor to having dry, itchy eyes results from a reduction in the frequency of your eyes blink rate while viewing the moni-tor this tends to cause general eye strain, dry eye, tearing, blurred vision and temporary soreness. The human eye cleanses and refreshes itself automati-cally many times per minute, however staring and concentrating at the bright monitor causes your eyes blink rate to slow down significantly. The surface then dries out-resulting in irritated, red and tired eyes.

TIP: Take frequent breaks away from your computer to allow your eyes to fully • relax and refresh them selves.

Periodically gazing across the room or out a window will allow your eye • muscles to relax and receive freshly oxygenated blood, removing the lactic acid.

Maximum contrast and minimum brightness usually produce the least • strain on the eyes.

Adjust your monitor for maximum personal comfort.•


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LIGHT & GLARE

Extraneous light striking the screen causes excessive glare and may come from a source in your area. Situating your monitor directly in front of a large win-dow may create strong backlighting condition which can result in squinting, eye strain and dreaded crow’s feet wrinkles.

TIP: Place your screen parallel to windows to minimize glare. Some glare • shields are marked under the promise of affording safe levels of protection from radiation emission.

Make your product selection based upon how well the glare shield diffuses • light, rather than worrying about possible radiation shielding.

National Institute of Occupational Safety and Health recommends fifteen • minute break for every two hours of intense computer activity.

NECK STRESS

Average adults’ head weight about twelve pounds, about the same size and weight as a bowling ball. When kept balanced directly over your shoulders throughout the work station, strong muscles in the neck easily adjust and support this weight. However when the head tilts or backward too far ,the muscles become over stretched and/or contracted causing soreness, cramp-ing, and fatigue ,correct monitor height is essential in reducing neck strain.

TIP: The top of your monitor screen should be level with your eyes., this allows your head to remain upright and balanced.

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HAND, WRIST & ARM STRESS

Research estimates that a person using a computer eight hours a day may make as many as 80,000 separate finger and hand movements during a single work shift.Muscles, ligaments and tendons become exhausted and irritated and are more prone to possible injuries.

TIP:

Avoid any unnecessary flexing in the wrist during keying activities. Finger • should extend straight out from the hand. Strike keys lightly when typing.

Detachable keyboards allow for varying height with respect to the monitor. • Your keyboard should rest on a flat hard surface.

Move the mouse using the entire hand and wrist fixed in a straight line • .The mouse should be located at the same distance and height as your key board. Use a wrist rest for support.

Working with a 90-110 degree angle through the elbow is best. Hold arms • in close to the body or resting on chair arms. Keep upper shoulders cen-tered, balanced and relaxed.

BACK & LEG STRESS

Of the three position most, of us assume during the day {standing, sitting and laying down}, sitting is definitely the most stressful .The human body is simply not designed to hold itself comfortably in a sedentary, seated position for extended periods.

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TIP:Take frequent breaks away from your workstation. Walk around, stretch • and exercise. This increases your metabolism, starts the blood circulating more quickly and refreshes you mentally.

Avoid any twisted position which strain muscles and ligaments in the • lower back and neck area.

A quality chair that offers good lumbar support for the lower back and sup-• ports the natural curvature of the spine is recommended. Sit upright in the chair with lower back area snuggled in to the curved back cushion.

A small rolled towel placed between the chair and the lower can provide • additional support.

Chairs should have adjustable backs, arms and seat pan to allow change in • height and tilt. Pneumatic adjusters are preferable over mechanical system.

Five leg chairs offer greater stability. Use a foot rest to raise knees level with • the hips.

ERGONOMIC SYMPTOMS

It is important for the employees to report ergonomic related injuries & illness during their onset

Signs and Symptoms may include:

Tingling & numbness in the hand•

Sharp pains in the wrist & arm•

Cramping of hands.•

Back Pain•

Neck stiffness•

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Workplace Safety and Ergonomics Workplace Safe and Healthy workplace has been provided to all the employees as per • applicable IT industry Standards.

Workstations are designed as per the standards with standard workstation • designs, pedestals with lock and key provision in order to ensure the safe-keeping of the personal and official documents and items.

Workplace Do’s and Don’ts are displayed in all the workstations•

Telephones are provided to all the workstations•

Workstation numbers are legibly pasted in all the workstations for the easy • identification of Workstations.

Standard Workplace temperature is maintained at 24 degrees +or – 1 de-• gree. The humidity of 40 to 60% is maintained as per the applicable stan-dards. Indicators are installed at select places for the continuous monitoring of the same.

ErgonomicsOffice Ergonomics Posters are displayed in all the Workstations.•

Ergonomically designed chairs with 5 castor wheels, adjustable hand rest, • adjustable back rest and adjustable height are provided in all the work-stations to enable the employees to set the workstation as per ergonomic standard

Worktables with smooth edges and proper height convenient for the work • to be executed without any ergonomical risks are provided.

Office ergonomic poster with information such as recommended ergonomi-• cal posture, ergonomical do’s and don’ts while working with the mouse, exercises at workstations, how to reduce ergonomics risk factor etc. are displayed in the workstations prominently.

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SafetyFloors are protected with Smoke and Fire detectors which are regularly • tested by an external agency.

Dedicated Emergency Exits with staircases for the exclusive use during • emergencies are provided in all the facilities.

Water sprinklers are provided as per the standard requirement with • backup system managed by landlord.

Fire Hydrant systems are provide within the building, with building hy-• drant points, Hose pipes, Nozzles ,to handle major fire within the building.

Manual call points are provided near entry/exit points to enable the occu-• pants to activate the Fire Alarm in case of any emergencies.

Emergency exits as per the requirements are provided in all the floors/fa-• cilities.

Safety signages are prominently displayed in all the areas to assist the em-• ployees to evacuate the building in case of any emergency.

Sufficient numbers of suitable Fire Extinguishers are placed in all the floors, • Electrical rooms, Server Rooms, AHU rooms etc., of the facility to fight any incipient fires

Public address systems are installed in all the facilities for the communica-• tion of Emergency conditions and to guide the occupants in case of Emer-gency

Emergency Lighting Systems are installed in all the facilities to maintain the • minimum illumination during power outages

Emergency Response Team members are nominated in all the floors to as-• sist and guide the occupants in case of Emergency.

Building Evacuation Drills are conducted at regular intervals to test the ef-• ficiency of the emergency response Plan.

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Facility wise Emergency Contact numbers are displayed in common areas • of the facility.

Indoor Air Quality Monitoring is carried out periodically to assess the qual-• ity of the air in work areas.

Proper illumination levels are maintained in Workstations as per the ap-• plicable standards.

Facility Management

Stability of the Structure – Analysis & Test

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Step one

During the time of construction, concrete made in the size of 6x6x9 cubes made from the concrete which is poured sent to lab for test.

LOAD FACTOR for COMMERCIAL BUILDING (400 kg per sq.mts)

What loading is taken during design of the structure to be known.

Live load and dead load:

Self weight of the building is dead load; live load is the one which is on top of the dead load. Factor of safety is 3 times the actual load. Sometimes the builder may do it at 1.75 times to save money. Life of any structure is 80 Years to 100 year life of the building. Assuming its an old building the test are:

Identify the crack, location, see if the crack is increasing {marking of 2 cm}, check the loading, building Analyses { ultrasound scan - column. beams, slab and foundation]

Old building load correction can be done by doing I section or C Section de-pending upon erection of new/additional load.

Height of the building to the depth of the foundation test, if the height of the building is more than required as per foundation.

What are all the checks done. - NDT (Non-destructive tests) is done to check the stability of the buildings. There are many kinds of tests that are done, like Rebound hammer test, Proof Meter test (Using electro magnetic waves), and Core Cutting.

Stability of the Structure – Analysis & Test

Facility Management

Capacity Management

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Capacity is referred to as the actual billable work place allocation made or projected to or by the Business during a calendar year or a 24 month window.

FM is responsible to make provision for the actual Work Place requirement made by the business and is projected to the Management to get a dash board view of the projection and achievable numbers in a agreed time and cost.

In real time there are 3 types of Capacity Management.Potential Capacity -- Long term or Scalable plan/decision that does not • influence day to day Operations.

Immediate Capacity -- Short term allocation that can be made available and • used productively

Effective Capacity -- It’s an important concept – not all work place alloca-• tion is used or useable. It is important for the FM to know what actually achievable.

Calculation of Capacity Management

Efficiency = Actual Head count / Effective capacity x 100

Utilization = Actual head count / Design capacity x 100

Capacity Management

Facility Management

Best Practices in Strategic Facility Management

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Strategic Management Definitions

Before exploring the best practices in Strategic Facilities Management it is important to understand the terminology used:

Audit: A thorough inspection of the building, interior and infrastructure; also used as a tool to provide senior management with the cost of capital renewal programs on which to base strategic facility planning.

Benchmarking: The continuous process of measuring products, services and practices against the toughest competitors of those companies recognized as industry leaders.

Building Core: The ‘guts’ of a building, which normally includes building elevators, restrooms, smoke towers, fire stairs, mechanical shafts, janitorial, electrical and phone closets.

Building Maintenance: The preventive and remedial upkeep of building components (HVAC, electrical, plumbing, lifts, carpentry and painting), ex-cluding janitorial and grounds maintenance.

Circulation Area: The portion of a building required for physical access to various divisions and subdivisions of space.

Churn: The total number of employee workplace moves made in a year, divided by the total number of office employees in that facility, multiplied by 100.

Construction Area: That portion of the area of a building rendered unusable by the presence of structural elements such as the walls and columns.

Corrective Maintenance: Maintenance activities performed because of equip-ment or system failure. Activities are directed toward the restoration of an


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item to a specified level of performance. Sometimes called as ‘breakdown maintenance’.

Cost Of Operation: The total costs associated with the day-to-day operation of a facility. It includes all maintenance and repair (both fixed and variable), administrative costs, labour costs, janitorial, housekeeping and other cleaning costs, all utility costs and all costs associated with roadways and grounds.

Ergonomics: The study of equipment/furniture design in order to reduce worker fatigue and discomfort.

Facility: Tangible asset that supports an organization. Something that is built installed or established to serve a purpose.

Facility Management: A profession that encompasses multiple disciplines to ensure functionality of the built environment by interacting people, place, process and technology.

Footprint: The working square meter age is required to support a particular function; this often includes space for furniture as well as chair movement and circulation.

Flexitime: Non-traditional work schedule. e.g. an Employer defines core work hours and the employee chooses an arrival and departure time.

Gross Area: The sum of floor areas within the outside faces of the exterior walls for all building levels which have floor surfaces.

Huddle Room: A non-schedulable meeting space for three to four people. This space may be used for a brief meeting or can be assigned for the length of a project. Usually utilized by those who are housed in open workstations.

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Intelligent Buildings: Buildings that are designed with flexibility to accom-modate change.

Layout: A plan created by a space planner, interior designer or architect showing locations of tenant improvements and the utilization of the space by the tenant.

Open Plan Offices: Space divided by low level movable partitions.

Partitions: Inside floor-to-ceiling structures not otherwise meeting the criteria of walls. Partitions are movable or removable.

Preventive Maintenance: Planned actions undertaken to retain an item at a specified level of performance by providing repetitive scheduled tasks which prolong system operation and useful life, i.e. inspection, cleaning, lubrication and part replacement.

Private Office: Offices enclosed by floor-to-ceiling walls.

Proactive: The planning process necessary to achieve success that involves looking ahead and anticipating the long-term to prepare for the future in the present. It addresses not only urgent matters, but also the important, empha-sizing the important matters.

Retrofit: In building, to add new materials or equipment not provided at the time of original construction.

Risk Management: The process of making and carrying through decisions that reduce or minimize the adverse effects of accidental loss upon an organi-zation. It must be able to adjust to changing organizational requirements and external market conditions.

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Satellite Office: An office used by a company for employees who telecom-mute. It allows employees to reduce commutes by working at an office close to home for a few days a week.

Shared Space: Two or more employees sharing a single, assigned workspace and work tools, either simultaneously or on different shifts.

Shared Tenant Services: Services provided by a building to allow tenants to share the costs and benefits of sophisticated telecommunications and other technical services.

Sick Building Syndrome: This describes a combination of ailments experi-enced by employees in their workplace, which clear once the employee has left the workplace.

Snag List: A list of deficiencies, incomplete, or unacceptable work items com-piled by the project manager during the final inspection of a project.

Support Area: Includes computer centers, mail rooms, reprographics and copy centre, library space, training rooms, communication centers, auditori-ums, conference rooms, security areas and shipping and receiving area.

Telecommuting: Employees can work from anywhere using communication technologies.

Touchdown Space: Desks are used on a first come first served basis.

Value Engineering: Evaluation of construction methods and /or materials to determine which have the net result of reducing costs, consisted with specified performance, reliability, maintainability, aesthetic, safety, and security criteria.

Virtual Office: Employees have the freedom to office anywhere (home, hotel or car) through the use of portable technology.

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Virtual Corporation: Businesses that are composed of independent individu-als and/or businesses that provide the physical resources of the corpora-tion. Though operating from separate locations, they function together an an integrated business entity. There is no physical headquarters from which the enterprise is run.

Workplace: A strategic asset which must be used to support business goals.

Workplace Standards: Guidelines used to allocate workspace on a corporate-wide basis according to set criteria, such as position, title or seniority.

Workstations: Any space for which a function is accomplished. This may be an enclosed space or a space in an open area (e.g a conference room, an execu-tive office, a coffee station, a reception area, a data input station). A worksta-tion does not necessarily require that a person or persons be assigned to that particular space.

Analyze An initial assessment will identify the key opportunities in your business. A detailed analysis of the areas identified is conducted through one-on-one interviews and workshops.

The Strategic Facilities Management Plan would identify all the actions re-quired to address your key opportunities. The plan would also look at your growth objectives and how your facilities will support these objectives.

DesignThe solutions identified in the Strategic Plan are designed and developed and can include office plans, contracts, tender specifications, SLAs, management tools and procedures.

A Change Management and Implementation Plan is then finalised. Task teams

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are appointed, staff trained and new procedures implemented. Supplier ten-ders are reviewed and new suppliers appointed.Support

Effective facilities management requires ongoing management. Tools devel-oped in the Solution Design phase allow you to monitor and manage your facilities effectively.

Ongoing training, mentoring and coaching are also provided by The Building Works to ensure that your managers and administrators perform their duties effectively.

Facility Management

Basics of Green Building / Sustainable Building

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Buildings account for one-sixth of the world’s fresh water withdrawals, one-quarter of its wood harvest, and two-fifths of its material and energy flows. Building “green” is an opportunity to use our resources efficiently while creat-ing healthier buildings that improve human health, build a better environ-ment, and provide waste elimination.

Building Green

A green building, also known as a sustainable building, is a structure that is designed, built, renovated, operated, or reused in an ecological and resource-efficient manner. Green buildings are designed to meet certain objectives such as protecting occupant health; improving employee productivity; using energy, water, and other resources more efficiently; and reducing the overall impact to the environment.

Economic Benefits of Green Buildings

A green building may cost more up front, but saves through lower operat-• ing costs over the life of the building. The green building approach applies a project life cycle cost analysis for determining the appropriate up-front expenditure. This analytical method calculates costs over the useful life of the asset.

These and other cost savings can only be fully realized when they are • incorporated at the project’s conceptual design phase with the assistance of an integrated team of professionals. The integrated systems approach ensures that the building is designed as one system rather than a collection of stand-alone systems.

Some benefits, such as improving occupant health, comfort, productivity, • reducing pollution and landfill waste are not easily quantified. Consequent-ly, they are not adequately considered in cost analysis. For this reason, consider setting aside a small portion of the building budget to cover differ-


103



ential costs associated with less tangible green building benefits or to cover the cost of researching and analyzing green building options.

Even with a tight budget, many green building measures can be incorpo-• rated with minimal or zero increased up-front costs and they can yield enormous savings.

Elements of Green Buildings•

Below is a sampling of green building practices.•

Start by selecting a site well suited to take advantage of mass transit. •

Protect and retain existing landscaping and natural features. Select plants • that have low water and pesticide needs, and generate minimum plant trimmings. Use compost and mulches. This will save water and time.

Recycled content paving materials, furnishings, and mulches help close the • recycling loop.

Energy Efficiency

Most buildings can reach energy efficiency levels far beyond standards, yet most only strive to meet the standard. It is reasonable to strive for 40 percent less energy than standards. The following strategies contribute to this goal.

Passive design strategies can dramatically affect building energy perfor-• mance. These measures include building shape and orientation, passive solar design, and the use of natural lighting.

Develop strategies to provide natural lighting. Studies have shown that it • has a positive impact on productivity and well being.

Install high-efficiency lighting systems with advanced lighting controls { • T - 8,Dimmer Ballast} Include motion sensors tied to dimmable lighting controls.

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Maximize light colors for roofing, Sky Lighting and wall finish materials; • install high wall and ceiling insulations and use minimal glass on east and west exposures.

Minimize the electric loads from lighting, equipment, and appliances. •

Consider alternative energy sources that are now available in new prod-• ucts and applications. Renewable energy sources provide a great symbol of emerging technologies for the future.

Materials Efficiency

Sustainable construction materials and products, by evaluating several • characteristics such as reused and recycled content, zero or low off gassing of harmful air emissions, zero or low toxicity, sustainable harvested materi-als, high recyclability, durability, longevity, and local production.

Such products promote resource conservation and efficiency. •

Using recycled-content products also helps develop markets for recycled • materials that are being diverted from landfills, as mandated by the Pollu-tion Control Board /Waste Management Act.

Use dimensional planning and other material efficiency strategies. •

These strategies reduce the amount of building materials needed and cut • construction costs. For example, design rooms on 4-foot multiples to con-form to standard-sized wallboard and plywood sheets.

Reuse and recycle construction and demolition materials. For example, • using inert demolition materials as a base course for a parking lot keeps materials out of landfills and costs less.

Require plans for managing materials through deconstruction, demolition, • and construction.

Design with adequate space to facilitate recycling collection and to incorpo-•

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rate a solid waste management program that prevents waste generation.

Water Efficiency

Design for dual plumbing to use recycled water for toilet flushing or a gray • water system that recovers rainwater or other non potable water for site irrigation.

Minimize wastewater by using ultra low-flush toilets, low-flow shower • heads, and other water conserving fixtures.

Use recirculation systems for centralized water distribution. Install point-• of-use water systems for more distant locations.

Meter the landscape separately from buildings. •

Use micro-irrigation (which excludes sprinklers and high-pressure spray-• ers) to supply water in non turf areas.

Use state-of-the-art controllers and self-closing nozzles on hoses. •

Occupation Health and Safety•

Recent studies reveal that buildings with good overall environmental qual-• ity can reduce the rate of respiratory disease, allergy, asthma, sick building symptoms, and enhance worker performance.

The potential financial benefits of improving indoor environments exceed • costs by a factor.

Choose construction materials and interior finish products with zero or low • emissions to improve indoor air quality.

Many building materials and cleaning/maintenance products emit toxic • gases, such as volatile organic compounds (VOC).

These gases can have a detrimental impact on occupants’ health and pro-• ductivity.

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Provide adequate ventilation and a high-efficiency, in-duct filtration sys-• tem. Heating and cooling systems that ensure adequate ventilation and proper filtration can have a dramatic and positive impact on indoor air quality.

Prevent indoor microbial contamination through selection of materials • resistant to microbial growth, provide effective drainage from the roof and surrounding landscape, install adequate ventilation in bathrooms, allow proper drainage of air-conditioning coils, and design other building sys-tems to control humidity.

Building Operation and Maintenance

Green building measures cannot achieve their goals unless they work as • intended.

Building commissioning includes testing and adjusting the mechanical, • electrical, and plumbing systems to ensure that all equipment meets design criteria. It also includes instructing the staff on the operation and mainte-nance of equipment.

Over time, building performance can be assured through measurement, • adjustment, and upgrading.

Proper maintenance ensures that a building continues to perform as de-• signed and commissioned.

Facility Management

Vendor Management

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Overview

Tired of worrying about your vendors’ performance? Concerned about contractual disagreements and products/services that don’t measure up to standards? FM’s play a critical role in developing a mechanism to control the vendors and create an environment to get what they pay for. FM’s responsi-bility is to create techniques to establish and maintain a meaningful working relationship with key vendors. And, utilize the leverage that improves vendor performance.

Identify which vendors to manage •

Enhance relationships with vendors •

Reduce the risk of vendor non performance •

Develop Key Performance Indicators (KPIs) •

Find out how to implement an effective vendor management system •

By choosing to work with multiple outsourcers, FM’s can cut costs and foster competition between vendors, while taking advantage of vendor specializa-tion and technical expertise. FM’s can also reduce the risk associated with depending on a single vendor.

Through 2007, according to research group Gartner, outsourcing will remain the dominant sourcing model, but fewer than 30 percent of enterprises will have formal sourcing strategies and appropriate Outsourcing model in place.

Managing the outsourcing relationships requires a whole new set of skills. “FM’s have to plan carefully, train their team and set up a new Outsourcing structure. None of this can be done overnight.”

One can develop new initiatives to manage Vendors to gain best services and

Vendor Management

109


Vendor Management

Vendor Performance like Value Improvement Program {VIP} Vendor Man-agement Program{VMP} or implement Vendor Management Tool to improve efficiency, Enhance Vendor Performance and Leverage cost benefits.

FM’s can create a competitive environment with the Outsourcing model to leverage advantage on the Bottom line, Performance and Services.

While creating a Vendor Management Structure FM’s can consider various drivers to set the process rolling, such as Vendor Environment, Customers Objectives, Solution, Benefits, Procedures, Standards ,Determine Delivery methods, Relationship Management, KPI’s.

With these structures FM’s can develop a process to manage and monitor the Vendor Performance and enhance the value system in terms of Time, Quality, and Service and reap cost benefit.

Facility Management

Corporate Travel Management

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Corporate Travel Management (CTM) is the function of managing a company’s strategic approach to travel policy, the negotiations with all vendors, day to day operation of the corporate travel program, traveler safety and security, credit card management and Travel & Expense data management. CTM should not be confused with the work of a traditional Trav-el Agency. CTM decides on the class of service that employees are allowed to fly, negotiate corporate fares / rates with airlines and hotels as well as set forth use of the corporate credit card. The travel agency on the other hand makes the actual reservation within the parameters given by the organization.

Corporate travel includes any travel between various connections across the world connecting continents, countries, states & cities for a common business purpose, considering the policies laid by the organization, as agreed and mandated by the business in order to maintain a common discpline among the travellers and for a common purpose for the benefit of the organization, business and employees. Effective and efficient management of such Corporate Travel, meeting the objective of the organization as laid down in the Corporate Travel Policy (CTP) is Corporate Travel Management.

Domestic Travel

Domestic travel includes travel within the country between metros, 2 tier and 3 tier cities. This could be by air travel, rail travel or road travel. Choice of travel mostly depends on the type of destination and the ability to meet the kind of travel. Eg: in the cities without airport, only option would be rail & road. However if the connections meet well, there could be a combination of air travel and road travel or a rail travel. The choice is left to the benefit of the traveler and the organizations’ Corporate Travel Policy (CTP), as the case may be.


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Following is the major activities involved in managing Domestic travel of your employees.

Detailed Travel Plan •

Ticketing•

Stay arrangements•

Airport transfers•

Local cabs•

Rail & Road•

Let’s get a brief of each of these activities and understand the concepts better.

Detailed Travel Plan

A Detailed travel plan, also known as Itinerary is a must for every traveler at the time of travel. It is important for every traveler to plan his travel well before time with based on the destinations to visit, purpose of visit, plan for meetings / agenda of meetings, dates of travel (both Domestic and intercity travel); it is also important to plan the stay based on locations to visit.

Airport transfers both at departure city and arrival city to be booked and confirmed prior to departure from home destination. However, it is always advisable to get the contact of the team member or a counterpart or a travel coordinator at the destination city for every stop over. This is important to ensure any timely support required at the time of any untimely incident.

Above all, to ensure every booking has been done well before departure from the home city and confirmations obtained by email or any documented mechanism.

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Ticketing

It is important for every traveler to plan his travel based on the airlines as agreed by the organization. As you are aware, every organization would have entered into a corporate tie up with selected airlines for selected cities based on their frequency of travel to selected destinations and volumes.

Every traveler should make best use of this initiative provided by their re-spective organization in order to obtain best offers, credits, discounts to the organization as a proactive step in reduction in cost and obtaining the best services by the travel partners. Airlines partners for domestic travel to meet your individual travel needs could be King Fisher, Jet Airways, Indian Air-lines, Air India, Spice Jet and so on; however there are other low cost carriers (LCC) such as Indigo Airlines, Jet lite, Go Air and so on, that also supports the corporate travel as per corporate tie up with these airlines.

Stay arrangementsStay arrangements can be done by the home city or by the Destination Travel Contact (DTC). However, based on the Corporate Travel Policy (CTP) at every organization, the Traveler should ensure he has a confirmation for the places he visits with the stay arrangements before the departure from home city.

Stay arrangements can be planned at Hotels or service apartments or guest houses, owned by the company or outsourced to partners. All these options could range from 2 star to 5 star luxury type, based on the requirement and the level of traveler. This shall differ from one organization to other based on their Corporate Travel Policy (CTP).

Just as the airlines, every organization would have entered into a corporate tie up with selected hotels, service apartments or guest houses for selected cities based on their frequency of travel to selected destinations and volumes per room night / room night per month / per annum.

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Every traveler should make thebest use of this support provided by their respective organization in order to obtain best offers, credits, discounts to the organization as an initiative in reduction in cost and avail the best set of services.

Airport transfersAirport transfers are mandatory to be planned as soon as the tickets are con-firmed. It is necessary to confirm and conclude if the traveler works with the Travel desk to arrange for the same or needs to plan for his own arrangement; this is once again based on their respective Corporate Travel Policy (CTP). However, keeping these confirmations handy is important.

To ensure the driver or the recipient at the receiving end holds a placard read-ing your name (Correct name & name of the organization); this could be at the airport or anywhere where you need to locate the person who has come to receive you.

Local cabsSince a traveler is generally new to the place, it is not advisable to explore the city on their own; people could misuse this courage and the traveler could get misguided. Hence it is advisable to make this arrangement before departure from home city and obtain the necessary confirmation either from the Travel Desk or Destination Travel Contact (DTC).

Rail & Road Travel

On a business call, Rail & Road travel operates only within a city or intercity travel. This depends on the volume of travel for a single purpose on a single day at the single time, and the duration of travel, cost involved in travel and so on. Hence, the decision solely lies based on the policies laid down with the organizations’ Corporate Travel Policy (CTP)

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International Travel

International travel includes any travel between various connections across the world connecting continents, countries, This is mostly by air travel; however rail travel or road travel may happen within the city depending on the demography of the city. Choice of travel mostly depends on the type of destination and the ability to meet the kind of travel. However if the connec-tions meet well, there could be a combination of air travel and road travel or a rail travel. The choice is left to the benefit of the traveler and the organizations’ Corporate Travel Policy (CTP), as the case may be.

Following are the major of activities involved in managing International travel of your employees.

Passport•

Visa•

Detailed Travel Plan •

Ticketing•

Stay arrangements•

Insurance•

Foreign exchange•

International credit cards•

International calling cards•

Airport transfers•

Local cabs•

Let’s get a brief of each of these activities and understand the concepts better.

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Passport

Passport is a mandatory document issued by a national government that certi-fies the purpose of international travel and the identity and nationality of its holder. Elements of identity are Name, Date of Birth, Sex and Place of birth.

A passport does not by itself entitle the passport holder entry into another country, nor to consular protection while abroad or any other privileges. It does however normally entitles the passport holder to return to the country that issued the passport

Visa

Visa is a document showing that a person is permitted to enter the territory for which it was issued, subject to permission of an immigration official at the time of actual entry, but more commonly a stamp endorsement in the appli-cant’s passport.

Visa could be business permit, residency permit or work permit visa. For busi-ness purpose – transit visa, business visa, temporary worker visa, on arrival visa, spouse visa based on the organizations business requirement.

Visa can be single entry visa or multiple entry visa depending applied and granted depending on the business requirement for each case. Visa can also be extended to a limited period on business requirement by following certain mandatory applications.

Detailed Travel Plan

A Detailed travel plan, also known as Itinerary is a must for every traveler at the time of travel. It is important for every traveler to plan his travel well before time with based on the destinations to visit, purpose of visit, plan for meetings / agenda of meetings, dates of travel (both Domestic and intercity

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travel); it is also important to plan the stay based on locations to visit.

Especially for International travellers, it is extensively important to ensure the passport & visa to the respective country is valid until the passenger returns back to home town. Once the travel is confirmed and ticketing done it is man-datory to work on getting the travel insurance and foreign exchange in place. However in few cases, insurance and ticketing has to be obtained prior to visa formalities. This is based as per the checklist of each visa. International calling card and International credit card is another requirement that every traveler needs to be prepared with.

Airport transfers both at departure city and arrival city to be booked and confirmed prior to departure from home destination. However, it is always advisable to get the contact of the team member or a counterpart or a travel coordinator at the destination city for every stop over. This is important to ensure any timely support required at the time of any untimely incident.

Above all, to ensure every booking has been done well before departure from the home city and confirmations obtained by email or any documented mechanism.

Ticketing

It is important for every traveller to plan his travel based on the airlines as agreed by the organization. As you are aware, every organization would have entered into a corporate tie up with selected airlines for selected cities based on their frequency of travel to selected destinations and volumes.

Every traveller should make best use of this support provided by their respec-tive organization in order to obtain best offers, credits, discounts to the organi-zation as a initiative in reduction in cost and obtain the best set of services.

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Stay arrangements

Stay arrangements can be done by the home city or by the Destination Travel Contact (DTC). However, based on the Corporate Travel Policy (CTP) at every organization, the Traveler should ensure he has a confirmation for the places he visits with the stay arrangements before the departure from home city.

Stay arrangements can be planned at Hotels or service apartments or guest houses, owned by the company or outsourced to partners. All these options could range from 2 star to 5 star luxury type, based on the requirement and the level of traveler. This shall differ from one organization to other based on their Corporate Travel Policy (CTP).

Just as the airlines, every organization would have entered into a corporate tie up with selected hotels, service apartments or guest houses for selected cities based on their frequency of travel to selected destinations and volumes per room night / room night per month / per annum.

Every traveler should make best use of this support provided by their respec-tive organization in order to obtain best offers, credits, discounts to the organi-zation as an initiative in reduction in cost and avail the best set of services.

Insurance

Travel Insurance is the risk covered by an organization for all employees on international travel for business purpose, to meet accident & sickness medi-cal expenses, checked baggage loss, baggage delay, loss of passport, personal liability, hijacking as per the policies laid down and jointly agreed by the organization and their respective insurance partner.

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Foreign exchange

Foreign exchange is the instrument used to transact money at foreign coun-tries based on the current currency rate at the destination country. This shall be in the form of currency or travellers cheques; the decision of what is the limit that can be provided for a traveler at the time of international travel shall be at the hands of the organization as per the policy listed in their respective corporate travel policy.

Here is the link for foreign exchange currency conversion: www.gocurrency.com

International Credit cards

International Credit Cards also acts an instrument for currency transaction for international travellers. Usage and Limitations shall be based on the policy listed as per the organizations’ Corporate Travel Policy.

International calling cards

Another instrument to be carried by every international traveler is the Tele-phone calling card. This will support while making calls from abroad into home country. Usage and Limitations shall be based on the policy listed as per the organizations’ Corporate Travel Policy.

Airport transfers

Airport transfers are mandatory to be planned as soon as the tickets are con-firmed. It is necessary to confirm and conclude if the traveler works with the Travel desk to arrange for the same or needs to plan for his own arrangement; this is once again based on their respective Corporate Travel Policy (CTP). However, keeping these confirmations handy is important.

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To ensure the driver or the recipient at the receiving end holds a placard read-ing your name (Correct name & name of the organization); this could be at the airport or anywhere where you need to locate the person who has come to receive you.

Local cabs

Since a traveller is generally new to the place, it is not advisable to explore the city on their own; people could misuse this courage and the traveller could get misguided. Hence it is advisable to make this arrangement before departure from home city and obtain the necessary confirmation either from the Travel Desk or Destination Travel Contact (DTC). Especially with International trav-ellers it is advisable not to take such risk. Since the culture from one country to another may differ.

Travel Diary

Travel Diary is an important document that acts as in instrument providing instructions of the Do’s and Don’ts for every traveller. It is advisable to have such a document for an organization as a part of the travel policy. This may differ from country to country depending on the geography, demography and the culture of the destination country. However, this will be a useful hand-book for every first time traveller and for subsequent travels. This will keep the traveller updated and helps preparedness for travel.

Facility Management

Physical Key Management

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Physical Key Management - The ‘Solution’ to key Problems

Streamlining of process like transport, catering and housekeeping in the BPO and software industry are keeping facility managers on their toes. Many a time on line loses focus of the smaller yet equally important concerns, like keys.

Key management is efficient handling, accounting and management of keys in a large business environment. In a large organization where security of life, information and property is the main concern, keys play an important part in providing selective access to employees. The loss of a key can cause much confusion, loss of time and disruption of daily routine.

Most of the time it takes 45 minutes to search for a particular key. You sum-mon the security guard who comes with a bunch of nearly 500-600 keys and starts trying each key. Imagine the trouble and embarrassment it creates in front of a an employee, vendor or a client. Each workstation has a drawer and a cupboard, for which you will have an average of three keys. So if there are 1,000 work stations with three keys, we are talking about 3000 keys of just one set. There are generally three key sets: one each for the employee, the security and for the pigeonhole. So it is at at least 3,000 keys from only workstations.”

“Besides this, there are cabins with a door key and then three keys inside the cabin. Assuming there are 20 cabins and three keys for each cabin, you have 60 keys just for the cabins. Apart from that you have boardrooms, conference rooms and discussion rooms. Then there are the access doors. In any com-pany, FM would be managing minimum 10 to 15 keys. Isn’t that a mind-boggling figure?”

“Assuming a key costs of Rs 60, we spend close to Rs.4 lakh annually on keys alone .“The process starts with an audit and analysis. You work on skeleton process


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document where you map the total number of cubicles in our office. Each cu-bicle given an identification number. The number of drawers and doors need to be counted and keys that are critical and non critical. Identify and separated the server room, UPS room, Conference, AHU, project manager’s office, cabin doors, conference and seminar rooms to be considered as critical and the cubicle, drawers to be considered as non-critical.”

“Fire exit doors needs to be considered as highly critical access doors. Besides the keys in dashboard, security and the administration, you need to create a small acrylic cubicle and put another key stuck to the fire exit door. This way when an emergency occurs one can easily break the box and use the key to open the door.”

“In the next step, the keys needs to be categorized into long, flat, and round keys; and further flat key with two teeth, three teeth. Create a chart of these and started the duplication process where you use the 1+2 approach again, where one key need to be allotted for the employee, security and the Dash Board.”

“Then you number the dashboard that indicated cubicle, discussion room, and cabin numbers. For instance, a key belonging to cabin H1 on the ground floor would be labelled 1HG1.You continue the same convention for all the floors. The info that you provide to security and employees also should have dash-board number information.”

“Whenever a new employee joins the company. The FM Team captures the information of the specific cubicle keys. You provide three forms namely

keys loss form, •

key request form •

master key issuance form. •

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The key loss form can be used when an employee loses a key; the key request form is used when some body wants an additional key. The master key is-suance form contains information on the number of keys issued. Typically it shows the key number and the group of keys it belongs to. The Facility team is custodian of the Keys.

Facility Management

Corporate Pest Control

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IPM in Corporate Pest ControlWork environments change frequently as businesses evolve and progress constantly. There is clamour for time, work space, work recognition and balancing homes with offices. Today’s employees want the best. The best of facilities, good places to work in, work with and offices that will inspire them to produce the results they are hired for. In all this battle, the facilities team play a very vital role in organizations well being. Everything has to work with efficiency.

Pest Control is an important facet of facility management and at most times an “Emergency”. Even if a single pest is found the complaints will be escalated and it becomes an “Issue”. While it’s a well known fact that Pests cannot be eradicated and can only be controlled, yet the complaints still come in tor-rents.

As is often said “No two buildings are alike” however identical they may look or are the same construction wise. Each building has its own set of problems. The first step to effective Pest Control is to study and understand the building and its flaws before proceeding ahead with the control measures.

Building architecture and layout are potentially important factors to consider in pest management. “Building pests out” of a structure simply means “mak-ing the invasion and the persistence of pests there difficult.” Decreasing a pest’s initial attraction to a building by modifying lights, eliminating food and water sources, and restricting harborage sites greatly diminishes the suscepti-bility of a building to pest invasion.

Most successful Pest Control Companies follow the basic Integrated Pest Management (IPM) approach IPM is defined as “A sustainable approach to managing pests by combining biological, cultural, physical and chemical tools in a way that minimizes economic, health, and environmental risks.”A systematic strategy for managing pests which considers prevention, avoid-ance, monitoring and separation.


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Easy entrance to the building can be denied to pests by means of screens, and door sweeps, and through the use of sealants in foundation cracks and in plumbing and electrical conduits. Ensuring that air intake and air handling systems are working properly and are closed off adequately is important. Controlling temperature and humidity and restricting or eliminating food sources through sanitation and food handling procedures can prevent pest proliferation inside a building and are essential elements in structural IPM. Choosing and modifying mechanical equipment such that it is easy to inspect, clean, and treat for pests makes IPM possible in many urban structures.

Integrated pest management is a process that employs physical, mechani-cal, cultural, chemical, biological, regulatory, and educational techniques to prevent pests from establishing populations capable of causing unacceptable economic, social, medical, or aesthetic damage.

IPM utilizes regular inspections to determine if and when a treatment is needed. Treatment are chosen based on proven records of success and become part of the overall IPM strategy. Chemicals, when required, are target-specific, low-impact and are made only when and where monitoring has indicated that the pest will cause intolerable damage or annoyance.

The IPM program must, as a result, be environmentally, socially, and econom-ically compatible to meet public expectations. Five main components of urban IPM, whether inside buildings or out-of-doors, should be considered essential. These include the need for

Inspection•

Monitoring•

Situation-specific decision making•

Pest management technique application•

Evaluation and record keeping.•

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Inspection

In its strictest sense, IPM is simply a decision making process that begins with a thorough inspection to identify the pest and the habitat in which it exists and the nature of its interactions with humans. Identification of the pest and its demographics is key to determining the seriousness of the problem and the management steps that must be taken.

Identification is a step sometimes taken for granted. Nevertheless, accurate identification of the pest must always be confirmed. Although this process is one of the most basic elements of pest management, mistakes in identification still are made commonly when many urban pests are being studied, especially pests that are similar in appearance or behaviour. Accurately identifying the pest, recognizing which life stages are present, and understanding the life history of the pest and how it interacts with people help a pest manager exploit the weak links in pest biology. An equally im-portant component of an inspection is that of assessing potential human/pest interactions. How the building or landscape is constructed and used, how it is accessed and maintained, how its use and construction affect the local and general environments, and whether any additional regulatory influences are at work all are important pieces of information that can be provided by an inspection. Assessing the building and landscape habitat allows for an evalu-ation as to relative pest-conducive situations and, therefore, allows prophy-lactic or preventative solutions to be implemented. Also implicit in the pest equation is a specific evaluation of the human factors involved—personal and company biases, fears, concerns, and pest tolerance levels. Together, these interactions inform decisions regarding appropriate pest management tech-niques for each situation.

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Monitoring

The primary objective of monitoring is to obtain an estimate of the pest population size and distribution. Monitoring begins during the initial inspec-tion and should become an ongoing component of the IPM program. Data obtained from monitoring, coupled with knowledge of pest tolerance levels, allow the manager to assess a problem as severe, moderate, or minor. This process also confirms whether pest damage is evident, increasing, or decreas-ing. It is not uncommon to find pest treatments applied inappropriately in situations because pests have become inactive or have reached a life stage during which treatments no longer are effective. Information obtained from monitoring plays an important role in determining the type, intensity, and duration of management techniques required. Only through monitoring can a decision be made regarding whether an action is justified. Monitoring pro-vides demonstrative proof that pesticides or other management tactics need to be applied. Monitoring helps a pest manager determine a time both to begin a pest control action and to end it.

Perhaps the most important advantage of monitoring is that it can be used as an evaluation tool to assess the effectiveness of any pest control strategy over time. Monitoring should be considered one of the basic tenets of effectively designed IPM.

The first step is routine monitoring. A significant part of pest management is done well before a building or a landscape is constructed. Designing with pest management in mind is one of the most effective urban IPM techniques avail-able. Both structures and landscapes can be designed that will :

make it difficult for a new pest to enter and to live •

make subsequent management tactics much more efficient.•

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Application of Pest Management Techniques

The terms pest control and pest management often are interpreted as synony-mous. There is a fundamental, though subtle, difference between them, how-ever. Pest control traditionally has involved a one-dimensional emphasis on pesticidal remedies for pest problems. Pest management is not a reaction but a deliberate process of treating a pest with a management tool such as a pesti-cide. Pest management requires an understanding of pest population levels and of possible applications of a number of different control tactics in a pest management framework. In pest management, pest thresholds are established and used as decision making guides to clarify whether action against a certain pest is desirable.

In addition, pest management, instead of stressing reliance on a pesticide, stresses integration of at least two approaches to managing complex or severe pest problems.

In any IPM program, accurate determination of the need for intervention depends on many situation-specific and use-specific factors. Therefore, IPM in urban environments has come to focus on

Preventing buildings and landscapes from being invaded by pests •

Offering an array of potential management techniques when infestations do • occur.

In IPM, the word integrated implies a multidisciplinary approach whereby several management options can be brought to bear on a single problem. Such an approach is considered the most environmentally healthy and viable long-term strategy available. Choosing from a variety of possible management strategies ensures that the best management/site fit is achieved. Better the fit, less the chance of undesirable consequences.

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Once it has been determined that a management practice should be imple-mented, a decision should be made regarding appropriate tactics. Arriving at such a decision seldom is a straightforward process. It is made simpler, how-ever, when the pest manager has a thorough understanding of the environ-ment, the biology, the life cycle, and the ecology of the infesting pest and of the available management options. Often the best method for choosing a tactic is to compare all evident advantages with all possible limitations. Factors such as efficacy, application ease, environmental impact, and a host of other on-the-job experiences will be of value to decision makers.

Pest Prevention by Exclusion

Preventing pest entry or spread is a fundamental IPM objective. On a national and a state-wide basis, regulatory agencies help prevent the spread of pests by enforcing requirements on shipping food commodities, sod, and other land-scape materials from one Country to the another. A great number of diseases and insect pests are held in check by such regulations. Understanding how pests move and are introduced into a new location allows circumvention of pest distribution. Routinely inspecting, cleaning, and disinfecting equip-ment, transportation vehicles, and other materials in which pests might be introduced from one site into another is also an important practice requiring knowledge of pest presence and biology.

Establishing Pest Tolerance Levels

It is unrealistic to expect to eradicate all pests either outside or inside build-ings. Notwithstanding the broad-spectrum, long-residual pesticides used in the 1960s and 1970s, it has become evident that eradication of pests is im-possible, even if society were willing to accept the negative environmental consequences of the use of these products and regimens. Rather, in most situ-ations, low pest-populations, monitored and managed carefully over time so that they do not increase beyond a certain tolerance threshold, are acceptable. When compared with the potential negative human and environmental health

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effects of total reliance on chemical pesticides, a low, well-managed pest pop-ulation is, in fact, preferable. Education is the key to helping establish realistic tolerance levels. Educating clientele about whether, when, how, and where pests harm humans is the first step. Tolerance levels are situation specific.

Urban pests may damage plantings, structures, and furnishings; cause annoy-ance; or create serious human-health concerns. Wasps can sting, fleas can bite, and flies can spread germs and other disease agents. In addition to harming people directly through biting or stinging, pests also can cause serious health threats simply by being present. For example, faecal material, dander, the discarded skins of insects during growth, as well as the expired bodies of past generations, break down over time. During decomposition and over time, fine particles can become airborne and, when inhaled by a person already predis-posed to asthma, can cause severe complications.

Cockroaches, dust mites, and, recently, house mice and lady beetles all have been implicated directly in human allergies and asthma.

Illnesses caused by pests can severely effect productivity. Apart from loss of man hours, employee job shifting because of unhealthy atmosphere can also be a major problem. It is important that organizations lay emphasis on Inte-grated Pest Management and ensure a healthy work place.

A professional pest control company will deliver this.

Facility Management

Value Improvement Planning

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Win/win relationships with the Vendor.

Whether you’re a facility management rookie or a seasoned veteran in the field, you’ve probably noticed that your team’s success is often directly related to the performance of contracted service providers. Cleaning, landscaping, security, mail room, food service, maintenance, and construction are just a few of the many services facilities professionals frequently outsource. And let’s face it-when these folks do a great job, it makes everyone look good. When they don’t perform, well, you know what happens.

When it comes to outsourcing providers, it’s important to re-examine what’s going on periodically. Take a reality check right now. Do you conduct account reviews on a regular basis? Are you getting the full value from your suppliers’ industry expertise? Are you getting the level of services you expect? Have in-dustry practices, technology, or costs changed since you established services? Do you know how contractors’ services compare to their competitors? Are you a good customer? Are you willing to write letters of recommendation or offer references for your suppliers? Is there anything you could do to improve your relationships with suppliers? Do you recognize excellent performance and offer constructive criticism when improvements are needed? Do you ignore your supplier relationships until there is a crisis?

If you’re not pleased with the answers you’ve given, a tune-up is probably in order. Value Improvement Planning (VIP) programs offer an opportunity for suppliers to set themselves apart from their competition and confirm they are meeting or exceeding expectations. This program includes periodic account reviews and requires the supplier to submit a written VIP submittal. Since suppliers are considered experts in their respective fields, the written VIP should include proactive suggestions for operational efficiency enhancements, cost reductions, or other value improvement opportunities that might be ob-tained through creative problem solving, new technologies, or scope of work adjustments.

Value Improvement Planning – Opportunity for suppliers to set Expectation

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More specifically, the plan should include the following components (at the very least):

Summary information describing the products and/or services currently • provided by the vendor; how long that vendor has been a supplier; date of prior account review; and current contact information (sales, customer service, technical support, etc.).

Approximate INR/dollar volume of business conducted between you and • the vendor over the past six month, one year, and three year periods.

Supporting information and details about the value of the contractor’s • products and/or services. For instance, why do you work with this com-pany instead of its competitors?

What aspects of the vendor/client relationship could use improvement (on • the part of both parties)?

How should you quantify the vendor’s performance (looking for specific • metrics such as number of call-backs, labour hours, complaints, inspection scores, etc.)?

What specific steps could improve the value of the relationship (lower cost • options, electronic ordering/invoicing/payments, scope of work change Request/suggestion)? What would this mean to you as the customer (how much money could you save, how much time would implementation re-quire, etc.)?

When does the vendor want to meet to review the implementation progress • and effects of recommendations made?

On a scale of one to 5 (5 being best), how does your vendor rank his perfor-• mance since your last account review? Why? What performance rating does the vendor expect to achieve at the next account review? Will improvement recommendations address everything necessary to reach that level?

On the same scale, how do you rank yourself as a customer since the last • account review? Why?


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Additional thoughts or comments? •

As the customer, you should have some very specific procurement guiding principles. Here is a brief list of considerations that will help you do your part to maintain healthy vendor/client relationships.

Maintain the highest standards of ethical behaviour while respecting pro-• fessional relationship integrity.

Do not offer or accept gifts or favours that could influence purchasing deci-• sions.

Obtain competitive pricing based on a level playing field while avoiding • agreements that restrain competition.

Maintain strict confidentiality regarding volume, pricing, and terms. •

Make procurement decisions based on a cost sensitive value analysis-not • simply low bid.

Collaborate to generate win/win opportunities, helping all parties succeed • in a competitive marketplace.

Facility Management

Fire Safety Plan

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Preface

With the proliferation of Offices and the ever-increasing congestion there is a serious possibility of outbreak of fire, which could easily get out of hand with disastrous consequences to life, property and Business Operations. Our offices house a variety of equipment ranging from Computers to Communica-tion eqpt worth crores of Rupees and hence there is a need to understand the risks and hazards to provide a safe and secure working environment. Fire precautions, Fire fighting, Dos and Don’ts in case of fire, evacuation drills etc need to be tested and practiced time and again to contain and combat fire.

Fire risks and hazards increase in direct proportion to the height of a build-ing because of various factors such as difficulty of access, lack of safe and adequate means of escape, excessive fire loads due to increased floor space, and the large number of people living or working therein. Hence, fire safety is increasingly being viewed as critical.

There is a need for awareness among employees and security staff working in these buildings of taking fire precautions and thereby preventing the loss of life and property. This booklet is therefore expected to educate and equip all concerned to take prompt and effective action in such emergencies.

The Fire Safety Plan

Purpose :

To describe a foolproof procedure for the safe, orderly, systematic and • quick evacuation of occupants from buildings through proper escape routes during fire emergencies

To also detail effective methods to suppress and contain fires when incipi-• ent till the arrival of the municipal Fire Brigade.

Fire Safety Plan

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Fire Safety Plan

Objective :

To adequately educate the occupants of buildings in fire safety through a • written procedure

To ensure continuous fire safety practice in promptly reporting fire and • swiftly initiating fire attack and containment by occupants with a view to safeguard life and property.

The Fire Safety Advisor

To achieve the above objectives, the Management has appointed a Fire Advi-sor whose duties and responsibilities are as under :

To visit all TIL offices to inspect fire protection arrangements and advice • the Management regarding shortfall in Fire Detection System equipment.

To train the security and other staff in handling fire-fighting equipment and • conduct practical demonstrations of the same for staff at the various offices.

To assist in forming Fire Committees in all the buildings and in ensuring • that they are trained to tackle emergencies.

The Fire Safety Officer

One Fire Safety officer is to be appointed at each location. He will assume re-sponsibility for all decisions pertaining to fire emergencies. Unless otherwise specified he/she will the location Admin Manager. After working hours and on holidays this task will be handled by the Security staff till arrival of the Fire Safety Officer.

All occupants of the location are to follow his instructions strictly.

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Fire Safety Plan

Duties of the Fire Safety Officer

The Fire safety oficer and the security staff should be familiar with the fire safety plan of the building i.e the location of exits, fire alarms, first aid kits and fire-fighting appliances such as the Halon, carbondioxide and water-type extinguishers and their operation in fire of various types.They should also be familiar with the location of fire hydrants, landing valves, hose reels, air handling units, dampers, smoke and heat detectors and their control panels. They should be trained in the evacuation procedure for emer-gencies, i.e :

That the fire-affected floors, and two floors above, be evacuated first.•

That evacuation be done through staircases, never by elevators.•

That the Fire Brigade staff be informed about the affected staircase(s) before • entry into the building.

That, if more floors are to be evacuated, this should be done in consultation • with the Fire Officer.

That nobody remains on the affected floor(s) without the permission of the • Fire Officer.

That the floor staff are instructed to check the toilets, bathrooms and such • other places where occupants may have taken shelter during evacuation

That once an occupant reaches a place of safety on the nearest road, he/she • should not be allowed to leave his/her group without the permission of the Fire Safety Officer.

That all evacuees present themselves in queues by floor for roll call by the • Fire Safety Officer.

That the Fire Safety Officer promptly records the names of missing evacu-• ees.

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That a chart displaying the names of floor staff and their duties be dis-• played near the elevator lobby of the concerned floor.

That the Fire Safety Officer prepares a list of all occupants of the floor by • area occupied and submits the same in duplicate to the concerned authori-ties in order to help the authorities carry out the roll call after evacuation.

That a separate list of physically handicapped and disabled persons (who • are unable to use staircases) be prepared and proper arrangements to carry them down be arranged immediately

That the decision to evacuate a floor be taken by the Fire Safety Officer or • the Security Staff before the arrival of the Fire Brigade.

Duties of other Floor staff

The Fire Safety Officer or the Security Staff, may detail:

A minimum of three persons for fire fighting. Of these, two are to use either • the portable fire extinguishers or the hose reel from the nearest fire cabinet, while one will act as a messenger-cum-searcher.

Three persons for the evacuation of occupants. Of these, two are to guide • evacuees along a safe route while the third acts as messenger-cum-searcher in coordination with the Fire Safety Officer. Searchers should stay in pairs, search out possible areas where the panic-stricken are located and until evacuation is complete, close such doors, windows and other openings in the building (including elevator lobby doors and emergency exits) as are left open, however slightly, so as to prevent the spread of fire.

Upon the arrival of the Fire Brigade, the Fire Safety Officer or the Security • Staff will continue their work as per instructions from the Fire Brigade.

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Fire Safety Plan

Evacuation Drills

Evacuation drills are to be carried out periodically. All occupants of a floor are to participate in the evacuation drill. Each drill is to be carried out by the Fire Committee staff under the direct supervision of the Fire officer who will maintain a record of such drills.

Except for surprise drills, the Fire officer is to issue prior notice of a drill to the occupants of the concerned floor. He should fix the date and time of such drills in consultation with the Centre Manager/Location Manager.

At the time of the drill, the concerned Fire officer is to sound an audible alarm through the operation of a manual call point.

On hearing the sound of the alarm, irrespective of the position held by him/her, all occupants of the floor are to leave their work and assemble in the main corridor where the Fire Safety Officer with his staff will direct them to a place of safety.

The Fire officer and his fire safety staff are to search the bathrooms and la-trines and clear them of occupants.

The messenger of the concerned floor will transmit all required messages to the Fire Safety Officer. The occupants are to be instructed to use the nearest staircase – and not the elevator – to go one or two floors below the affected floor or, alternatively, out of the building.

All occupants of a floor are to remain present at a pre-determined location close to the building for roll call or for further instructions from Fire Safety Officer

During the drill, staff detailed for fire fighting is to be at the fire extinguisher and hose reels stations and demonstrate the “dry” operation (operation, with-

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Fire Safety Plan

out actuation, of fire extinguishing equipment). However, for real fire, the fire extinguishing equipment is to be used as per instructions from the Fire Safety Officer.

Once the occupants and floor staff are familiar with fire fighting and evacua-tion, the Fire Safety Officer are to administer combined practice drills of two or three consecutive floors.

Action to be taken by occupants of the building when fire is noticed

Actuate fire alarm by breaking its glass cover or operating the manual call • point.

Inform Fire Safety Officer or the Security Staff or other designated floor • staff.

Try to contain fire by closing all doors and corridors.•

If possible, operate fire extinguishers to extinguish fire before arrival of Fire • Committee members or the Fir Brigade.

Call Fire Brigade on emergency telephone number 101.•

Instructions for occupants during Fire Emergency Situations•

Do not run in panic. Walk quickly to the place of safety pointed out by the • Fire Safety Officer or the Security Staff.

Do not take undue risks. Be calm and heed the advice of the Fire Safety Of-• ficer or the Security Staff

Do not use elevators. They have been proved to be dangerous in fires. Use • the staircase instead.

Do not go to the toilet. Your path to safety is likely to be blocked by fire, • heat and smoke.

Do not waste time collecting your belongings – fire, heat and smoke spread •

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Fire Safety Plan

rapidly and trap those who need to escape.

Do not ignore the instructions of Fire Safety Officer or the Security Staff but • follow them scrupulously. They will save precious lives.

Do not get scared of heat and smoke. Rather, avoid them by keeping as • close as possible to floor level. You will then be able to find your way around.

Do not allow staircases and elevator lobby doors to remain open. Due to • the passage of atmospheric oxygen through them, the fire will gain access and spread to floors not yet affected.

Do not go to the terrace. Fire always travels up.•

Illumination of the Building

There should be adequate illumination in the building.

Illuminated staircase identification signs are to be provided on all floors. These should have the words “Emergency Exit” prominently displayed in red and the power supply to these lights should be given through UPS or standby Batteries.

Elevators (Lifts)

In high-rise buildings, elevators for human beings and those for materials are to be separate and are to be easily identifiable as such. Neither kind is to be used in fire emergencies.

In certain buildings, elevators marked “Fire Lift” are to be used only by Fire Brigade personnel. The occupants of the building are not to use them in a fire emergency.

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Fire Safety Plan

A Fire Prevention and Protection Programme

All fire equipments should be maintained in serviceable condition.

It is to be ensured that all employees are adequately informed of the location and operation of fire extinguishers.

All combustible waste material is to be removed from all floors on a daily basis by the respective housekeeping contractors.

It is to be ensured that all repairs, additions and/or alterations made by exter-nal contractors to office partitions are carried out under the direct supervision of the building’s maintenance and security departments.

Charts showing the applicability of portable fire extinguishers for different types of fire are to be displayed at all strategic points in the building.

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Fire Safety Plan

‘Do’s and ‘Don’t’s in Case of Fire

Don’t InsteadRun in panic when you notice a fire • in your vicinity

Take undue risks•

Tamper with any machinery•

Argue or begin a discussion at the • scene of the fire

Linger around fire-fighting equip-• ment.

Throw sand or machinery parts.•

Use water to contain and extin-• guish oil, electrical and metal fire.

Shut the valve of a flaming cylinder • of gas.

Use any type of extinguisher on a • fire randomly.

Break or cut anything, unless re-• quired, at the scene of the fire.

Raise an alarm or shout “Fire” at • the top of your voice

Approach the scene in the shortest • possible time, drawing the atten-tion of as many others as you can, on your way.

If you are the first to get there, • make sure no one is trapped.

If you know how to operate them, • try to put out the fire with the cor-rect extinguisher or ask some one knowledgeable nearby.

Spray carbon dioxide or dry pow-• der and, as others rush to the scene, tell them what type of fire it is and which extinguisher to use.

Arrange to shut off the supply un-• less required.

After the fire is extinguished, open • wide all doors and windows to avoid inhalation of noxious fumes.

Choose the right extinguisher ac-• cording to the kind of fire.

Keep yourself posted with informa-• tion from time to time.

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Fire Safety Plan

Preventing Fires

Fire prevention and fire fighting are the two aspects of fire protection. Fire can be extinguished by early detection and prompt action with suitable extin-guishers. However, better still, adopting the following simple measures can prevent them: -

Gaining familiarity with the place of work, possible fire hazards, and the • location of fire-fighting equipment

Locating all fire-fighting appliances in areas that are clear of obstructions, • as the easy access of fire-fighting equipment saves time and minimises damage

Keeping oil-soaked cotton rags and other inflammable materials in contain-• er with lids and ensuring that the containers are properly closed, such rags disposed off periodically, and leakage and spillage dealt with promptly

Keeping one’s place of work always clean and tidy, periodically cleaning • trenches and the surroundings of the building, undertaking preventive maintenance of electrical distribution points and earthing and bonding of all electrical equipment, including the removal of loose and worn flexible electrical wiring

Not smoking in no-smoking zones, refraining from walking around with • lighted cigarettes and beedis and hot or ignited substances in the vicinity of inflammable materials

Preventing contact of oils, greases and paints with oxygen cylinders, to • avoid explosions due to oxidation

Storing compressed-gas/LPG ?? cylinders in separate sheds protected from • heat and stacking full and empty cylinders vertically in a place earmarked for them

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Fire Safety Plan

Strictly avoiding checking liquefied petroleum gas and acetylene leakage • with a lighted match or other flame

Using only non-ferrous tools while opening cans and drums containing • highly inflammable liquids and other explosive substances

Using flame-proof torches in places where highly inflammable solvents, • dangerous petroleum products and volatile liquids are present and storing all inflammable materials in flame-proof locations provided with electrical fittings

Obtaining work permits certified by the Fire Safety Department for car-• rying out hot jobs in workshops, hazardous areas and/or where inflam-mable and dangerous petroleum products are stored, ensuring that such occupational hazards and necessary fire safety and emergency action are thoroughly understood by the operators of such equipment

Never storing kerosene, acetone and other inflammable liquids at or near • areas where grinding, welding and other head-producing work is carried out

Ensuring that unwanted materials are not stored in electrical cabins, air-• conditioning plant rooms and air-handling unit rooms

Checking all electrical tools to ensure their proper functioning before using • them

Ensuring that all materials are stacked up to a height not less than 3 ft. • below that of the electrical points

Checking, both before and after use, blow-lamps, welding and cutting • equipment for proper functioning

Switching all electrical equipments off at the mains after use.•

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Fire Safety Plan

The Wet Riser / Hydrant System

A well-designed wet riser/hydrant system is the backbone of fire protection systems for modern buildings and is mandated by the local Fire Brigade, insurance authorities and other regulatory bodies.

A typical building normally has two or more shafts, which travel from the lowest level of the building to its terrace. Such shafts are normally used to carry the piping for the wet-riser system. Hydrant outlets are provided on every floor so that the entire floor area of the building is adequately covered. Outlets are provided in the form of double-outlet landing valves. Apart from a canvas hose for the use of fire-fighting personnel in the event of fire, a rub-ber hose of 20 mm diameter is also provided, mounted on a hose-reel drum to enable volunteers from the general public to help fight incipient fires.

All wet-riser pipes remain charged with water at system pressure. The open-ing of a hydrant landing valve or hose reel on any floor reduces the pressure in the pipeline and starts the hydrant pump.

Pump-sets of suitable capacity are provided for this purpose. Because of the static pressure differential caused by the change in floor height, a multi-stage pump is employed so that different tapping can be taken from the output of the pump. Each of these tapping can be used to serve more than one floor. Pump-sets should be fed with reliable electric supply from a separate feeder and it is therefore also desirable to have a stand-by diesel pump.

Apart from the wet riser system, hydrant points should also be provided at strategic locations around the building at ground level. These ‘yard hydrants’ are of immense use in fire fighting.

Water must be made available through reservoirs in adequate quantities at convenient locations. Periodic drills should be conducted by opening the hydrant valves to ensure proper operation of the system.

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Fire Safety Plan

Gaseous Fire Supression System

Introduction

It is important that the fire protection of a building or plant be considered as a whole.

Gaseous extinguishing systems form only a part, though an important part, of the available facilities, but it should not be assumed that their adoption necessarily removes the need to consider supplementary measures, such as automatic fire detection, the provision of fire extinguishers or other mobile ap-pliances for first aid or emergency use, or to deal with special hazards.

Gaseous extinguishants have for many years been recognised effective me-dium for extinction of flammable liquid Class B fire, and fires in the presence of electrical Class C fires and ordinary class A fires.

Inert gases such as Nitrogen (N2), Argon (Ar), Inergen (n2/Ar/CO2), Argon-ite (n2/Ar) and Carbon Dioxide (CO2) are used in stationery Fire extinguish-ing systems.

Major reasons for avoiding the use of Inert gas based Fire extinguishing systems in a wider range has been that compressed gas systems, instead of a media, which can be compressed into a liquid, such as Halon and CO2, is that they require a higher extinguishing concentration, and thus need considerable more storage cylinders, i.e, they need considerable more space for storage.

CO2 is also from the family of inert gases and the only one, which can be stored in, liquefied state. Almost the entire effect of Fire extinguishment by Carbon Dioxide can be attributed to its dilution of oxygen in the air to achieve an inert atmosphere. Generally a dilution of oxygen from 21% Vol (normal) to an amount of app. 13% Vol. Will cause the flames to be extinguished. How-

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Fire Safety Plan

ever due to its effect on the human being it can be used as fire extinguishing systems for unmanned area.

Halon extinguishing systems using Halon 1301 are suitable for dry, clean extinguishing without any primary danger to life. As Halons influence the earth’s ozone layer, the world-wide manufacture of halons as extinguishants have stopped due to its high Ozone Depleting Potential (ODP) since Decem-ber 31, 1993.Many Halocarbon agents are developed as an alternative to Halon 1301 for total flooding application, to meet critical need for a clean, efficient, environ-mentally acceptable, and safe extinguishing media. FM-200 is an extinguish-ing agent that meets all of these needs.

Why FM-200

FM-200 gas is manufactured by M/s. Great Lakes Chemical Corporation (GLCC) and is the new solution to replace Halon 1301 in fire protection ap-plications. FM-200 (CF3CHFCF3 – HEPTAFLOUROPROPANE) is a clean, efficient, environmentally acceptable, and leaves no residue, thus minimizing any downtime after a fire. It has a Ozone Depletion Potential (ODP = 0) many applications require clean extinguishants for use on active electrical systems or Class C fires. FM-200 has been shown to be electrically non-conductive and is safe for electrically charged equipment. It is colourless, odourless and sup-presses fire by interrupting the combustion process and affecting the available oxygen content in the area of the discharge.

FM-200 provides protection equal to that of Halon 1301. It rapidly extinguish-es fires through a combination of chemical and physical mechanisms. The minimum design concentration of FM-200 is 7% by volume, compared to 5% for Halon 1301. This means that only 70% more agent by weight is required as compared to a typical Halon 1301 system, additional storage space require-ments are minimal. There is no need to clutter a facility with bulky racks of heavy, high-pressure cylinders such as those used in inert gas systems.

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Fire Safety Plan

The fixed FM-200 (HFC-227ea) extinguishing system is designed, installed and commissioned in accordance with the latest version of National Fire Protection Association Standard NFPA 2001, (standard on Clean Agent Fire Extinguish-ing Systems)

FM-200 is stored as liquid in seamless steel containers and superpressurised with nitrogen to 360/600 psig (25/42 Bar) to increase its discharge flow char-acteristics.

Worldwide supply of FM-200 gas by M/s.Great Lake Chemical Corporation for Fire Extinguishing application is through six authorised OEM suppliers. Siemens, Cerberus Division is one of them.

Unlike other manufacturer, Cerberus offers High Pressure (42 Bar) FM-200 system. It offers better performance due to high pressure technology. It en-sures that FM-200 storage pressure is 42 bar and minimum operating pressure at the nozzle is 10 bar.

Approvals

FM-200 (HFC227ea) is recognized and listed in the NFPA 2001 “Standard • for Clean Agent Fire Extinguishing Systems 2000 Edition

FM-200 (HFC 227ea) is allowed by the E.P.A (Environmental Protection • Agency) as acceptable substitute for Halon 1301 in premises where person-nel are present.

FM-200 (HFC227ea) passed Underwriters Laboratories Inc. qualification • tests.

FM-200 (HFC227ea) is approved By Factory Mutual.•

CERBERUS passed CNPP tests for FM-200 (HFC227ea) in accordance with •

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Fire Safety Plan

the APSAD test protocol.

CERBERUS is an APSAD accredited FM-200 gas filler. This accreditation is • renewed each year after an audit of CERBERUS facilities by APSAD.

FM-200 is recognized as the best chemical (halocarbon) substitute for HA-• LON 1301

CERBERUS FM-200 systems are approved by VdS.•

The Fire Alarm System

The early detection of fire is vital for any fire-fighting operation. Smoke and heat detectors capable of detecting fire in their incipient stages therefore play a vital role. Well-designed detection systems should be provided in buildings for all the floors and at all ceiling voids. For cabins of very small size, heat detectors may be used in view of their cost-effectiveness. If overall cost is the over-riding criteria, then detectors must be located at least in the ‘return air’ areas where smoke can be sensed.

The control panel in the fire alarm system plays an extremely important role in ensuring the overall effectiveness of the system. Typically, a building also has its own air-conditioning system and proper inter-linking must be main-tained between these two systems to prevent fire spreading to other areas. Perfect matching has to be made in the two systems for this purpose.

A recent trend has been to have a separate air-handling unit (AHU) for every floor. The AHU normally supplies fresh air to the supply ducts and the return air is circulated through false ceiling voids, which are used as return air paths. Closing the dampers located at strategic points within the air-conditioning system prevents the spread of combustible particles. Arrangements should also be made to activate fire signals by the provision of alarm control panels, which start up the exhaust fans. The control panel must also be provided

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Fire Safety Plan

with a suitable public-address system so that instructions can be given to the occupants of the various floors. Evacuation instructions are also transmitted through this system during emergencies. The ‘All Call’ switch enables the control room operator to address all floors simultaneously. The capacity of the amplifier should therefore be suitably designed.

Fire in buildings usually start at one place and then spread to other areas through shafts and other openings. Depending on the location, quantity and type of combustible materials stored present in and around such buildings, the fire manifest themselves in areas rather remote from the original loca-tion. It is therefore very important to establish the origin of fire as, by the time fire-fighting personnel arrive at the site, considerable confusion can already have been caused. For this purpose, control panels must have the feature of indicating and highlighting zones, which were in operation first. A suitable ‘mimic diagram’ should also be provided along with each control panel to enable fire-fighting personnel to reach this zone in shortest possible time. The layout for this must be clear in every respect and must take into account the fact that the fire-fighting personnel may be operating in the building for the first time. The control panels, often referred to as the ‘nerve centres’ of the fire-fighting systems of buildings, are therefore of crucial importance.

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Fire Safety Plan

Fire Extinguishers and their Uses

Note : * soda-acid and water-carbon dioxide type extinguishers should never be used on fires caused by faults in electrical installations

ExtinguisherType

Used forOrdinary fires?

Used forElectrical fires?

Used forOil fires ?

Used forChemical fires?

Soda-acid/Water-car-bonDioxide *

Yes No No No

Halon No Yes Yes YesCarbon Dioxide

No Yes Yes No

Dry chemi-calPowder

No Yes Yes Yes

Foam No No Yes No

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Fire Safety Plan

Emergency Evacuation Instructions

1. Introduction:

The prevention, detection and extinction of a Fire are a fundamental part of Security function, keeping in mind the fact that a single fire of magnitude is likely to cause considerably greater financial damage to the Company than any one theft.

Fire spreads by either direct contact with flammable materials, radiation of heat, and convection movement of high temperature gas or conduction trans-fer of heat through a material such as metal. It has three basic needs: a) Fuel, b) Oxygen and c) Heat. Extinction can therefore be effected by: removing the fuel – Starving; removing the oxygen – Smothering; removing the heat – Cool-ing. Starving is rarely feasible and the other methods are those commonly used.

To effectively combat a fire situation it is essential that we have a well trained Fire Brigade – which we have – and that every single occupant of (Name of Site) is aware of the procedures to be followed, which emphasizes the need for a well planned but simple Evacuation Plan.

2. Objectives:

The objectives of the Security function are to provide an effective Emergency Evacuation Plan, simple in its presentation and easily understood by one and all.

3. AIM:

The aim of the Emergency Evacuation Plan is to make maximum use of the combined resources available in the (Name of Site) and using outside services

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Fire Safety Plan

Control and contain the fire in its incipient stage without allowing it • spread.

Minimize damage to property and facilities•

Evacuate the occupants in an orderly manner without allowing panic to set • in.

Minimize injury and casualties.•

Effect immediate rescue and treatment.•

Provide proper communication and controlled guidance.•

Provide proper documentations for further enquiry.•

Provide regular training to the designated personnel.•

Stipulate Roles and Responsibilities for periodical inspection and proper • maintenance of all Fire equipment.

Properly assess the situation to initiate correct action.•

4. Procedures:

a). Training:All Fire Fighting personnel will be trained periodically to ensure fitness to • confront realities, to carryout regular inspection of all equipment and to maintain all resources in proper functional order.

Each tenant and office will designate required number of Wardens, who • will be trained to ensure safe evacuation in any kind of emergency, assem-bling and reporting

Mock Drills will be conducted, at least once annually, to ensure awareness • and preparedness of all occupants of safe, panicless, uninjured evacuation of all occupants of the entire high rise building.

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b). Assessment:Whatever the emergency, correct assessment will help in the type of immedi-ate and follow up action. The time taken for assessment should be minimal. The procedure to follow will be

Magnitude: small, great or risky.•

Type: Fire, Bomb, Electrical, Chemical or Natural Calamity.•

Reality: Hoax or Real.•

Notification: Control Room, Fire Brigade. Security, Tidel, Outside Agencies • (Fire Station, Police, Hospital).

Alarm: If warranted. •

5. Action Plan:

Who so ever noticing any incident, be it a fire, leakage, short circuit or any-• thing suspicious, will inform the nearest Security Guard and the Control Room, giving full details as to location, type of emergency, magnitude or other valid observations.

In the case of a small fire or simple emergency, immediate action will be to • contain and extinct the emergency.

In the case of a serious emergency, take necessary action to contain it by • starving, smothering, cooling switching off the mains, cordoning the area, till help arrives or as instructed by the Control Room.

6. Notification:

Control Room.As soon as an emergency call is received, control room will inform internal a. the fire fighting squad to rush to the spot.

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Call the Chief Security Officer and give full details b.

In the case of a Major Emergencyc.

Sound the Alarm•

Call the Fire Brigade – Tel. No. 101•

Call the Police – Tel. No. 100•

Call the designated Hospital – Tel. No. …..•

Call for Transport arrangements – Tel. No. …..•

Locate the emergency spot on CCTV, if available at site.• Roles And Responsiblities.

Chief Security Officer: He will rush to the Control Room and take over 1. operations. He will apprise himself of the preliminary assessment of the emergency, operate the Public Address System and give instructions. He will order evacuation, if warranted, and ensure orderly evacuation, assem-bly and head count. He will try to locate the spot on the CCTV, if available, and with the feed backs received, make a final assessment to decide the Plan of Action and Notification. He will ensure that no PANIC spreads and the successful carrying out of all operations. After receiving all reports and ascertaining the extinction of the emergency, he will give the “ALL CLEAR” signal to resume normalcy. He will participate in all the post emergency activities, along with the CBRE and (Name of Site) teams.

Main Gate Security personnel will stop all traffic, vehicular and pedestrian, 2. from entering the premises and act as instructed by Control Room.

All Security personnel posted in the exterior of the high rise building will 3. stop all vehicular and pedestrian movement and clear the way to the desig-nated assembly points.

The Area Manager Security will supervise the activities at the Main Gate, 4.

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ensure that the Fire Fighting Squad is expeditiously dispatched to the emer-gency spot and carryout instructions given by the Control Room. He will nominate two or three guides to be in readiness to receive outside agencies and take them to the emergency spot and help identifying hydrants etc. He will arrange for receiving transport, if required, and moving the evacuees to safer places, hospitals etc., He will participate in post emergency activities.

Managers will supervise rescue operations and ensure no panic spreads 5. among the evacuees. The Electrical Branch will ensure that all mains are switched off. They will participate in the post emergency activities and bringing back normalcy.

personnel will assist disabled persons and the injured, if any, and help in ca-6. sualty assistance and dispatching the injured to hospitals. They will nomi-nate persons to accompany the injured in ambulances and in other means of transportations.

Wardens: They will ensure that their colleagues are evacuated without any 7. panic in accordance with the training received by them. They will guide them to their respective assembly points, make head counts and report to Control Room with complete details of casualties, injured, missing (if any) and the number dispatched to hospitals for treatment.

Security personnel on each floor will assist the Wardens to carryout safe and 8. panicles evacuation. They will ensure that all occupants have been evacu-ated, check the area thoroughly to ensure the mains are switched off and all doors are closed. They will be the last to leave.

The Emergency Evacuation Plan

The Emergency Evacuation Plan will be put into operation only if the type of emergency warrants it. as in the case of a major fire, electrical hazard, bomb threat, chemical hazard or natural calamity.

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Fire Safety Plan

The Emergency evacuation Plan will come into force as soon as the Alarm is sounded.

All Wardens will immediately usher the employees in their companies to the designated. Fire Exit stairways.

All Security personnel will ensure that fire doors are immediately opened..

All employees will move to their respective exits and descend down the steps only three abreast, to ensure easy ingress for fire fighting and rescue teams, and merge with the rest of the evacuees. They will not run, give room for panic will move as quietly as possible so that instructions conveyed on the Public Address System are clearly heard and carried out.

Once the evacuees are outside the high-rise building, they will proceed to their designated assembly points and remain there without creating a pande-monium or shouting unnecessarily or talking in loud voices. They will in no way hinder rescue operations.

Each tenant or occupant will be provided with a floor sketch indicating the route to be taken to the designated Fire Doors by its employees and the place of assembly.

Nobody will enter the premises until the Control Room gives the ALL CLEAR signal.

DOs and Don’ts

Evacuate using stairways only – elevators will not operate.•

Do not run or panic.•

Do not push or trip the person in front of you.•

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Fire Safety Plan

Do not shout or talk in a loud voice – you may miss an important instruc-• tion on the public address system

Do not try to fight the emergency.•

Listen carefully to the public address system.•

Act as instructed.•

Do not hinder the Fire Fighter or the Rescue Teams.•

Keep left and descend three abreast.•

If caught in heavy smoke – take short breaths, breathe only through your • nose and crawl to safety.

Do not create a stampede – you may injure yourself or even lose your own • life.

Do not rush back to your office seat to collect belongings left behind, You • may miss the bus.

Facility Management

Move Plan

166


Layout design with WP allocation of business. •

Communication to Business on finalization of WP at new facility •

IT asset movement, this needs to be done by a different agency. •

Floor wise WP Allocation to be sent to respective business with colour cod-• ing.

Communication to all employees on the move plan and facility available in • new facility.

Set up IT, Facility and Move help desk at new facility. •

Communicate the move date to all employees. •

Finalize a vendor for packing. •

Communicate to all employees on the packing procedure. •

Packing of employees items should be done in front of the employees and • packed and to be opened in front of the employee at new facility.

Packing co will move every employees box to the assigned wp. •

IT team to work closely with facility team on the date of the move. •

IT ,Facility and Move help desk to be active on the date of the move. •

Every work place should have a label with all the Help desk no, pantry no, • transport ext no, front office no.

Mapping of Storage to each work place to be ready before the date of the • move.

Communicate to all employees on the transport arrangement pick up from • and drop.

Move asset ,people, materials etc. •

Assign a place in the new facility for waste which is for Spring cleaning. •

MOVE PLAN.

Facility Management

Transport

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Transport

Employee Transport A Challenge

Out sourcing in India has experienced explosive growth with overseas compa-nies getting Everything processed here. However, with growth and maturing of this industry, there are many logistic issues which need to be addressed and one of the managing transport.

Ferrying the employees from one part of the city to the location and drop-ping them back is indeed a very meticulous planning technology support and timely action. It is estimated that around 2 lakhs employees work at BPO/call centers in and around Bangalore and virtually all of them use company transport.

What at the complexities involved in managing transport in terms of number of vehicles, employees, variations etc.,

Employee transport is very complex and dynamic in operation and require-ments. As such for any BPO or call center Company the average head count would be 1800 to 2000 employees and the geographical r3esiding location would be spread across the city. The challenge for any Facility Managers would be to make sure that these employees and provided pick up and drop as per times and shift schedule and minimum travel time. To provide trans-port services, the number of vehicle will depend on the kind of routing the number of shifts in the Company, most of the BPO, Cal centre will have an average between 15 to 18 shift a day, in which depends on the country such as UK and US process with log in and log out variation. Also the SLA with the Service Provider critical as all the logistic and the statu-tory related issues needs to be addressed and monitored.

What exactly are the issues (problem areas) involved in transporting people to BPO operation problem are one as the operations such as aligning the vehicles as per shift transport.?

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Transport

Process deviation by the service provider, deployment of number of vehicles, scaling down the number of routes by aligning with the existing routes em-ployees concerns like security issues, travel time reduction, control update in the rooster, reduce default, increase occupancy control unscheduled trip and deployment of vehicles. Verification and validition of MIS, Rolling out control mechanism, cost and more important the feel good factor of the employees.

What is the role of technology in solving these issues ?

Technology will surely help in bringing down the problem considerably like auto routing SW for routing which will help in throwing up the best possible short route, through GPS system, you will have direct control over all the cabs on road and you could monitor the cabs such as the area, cross, main road, speed over taking speed number of times break applied by the driver, driver name, cab no., route no. etc one can also get code employees in the system based on employee ID and when the cab reach a particular are you can know which employee is being picked up.

We can also install access systems in each cab by using the GPS satellite signal and bridge the same to your, HRIS and auto routing SW when employees board the cab, they have to swipe the access card and the moment they do, it will hit the server and they do, it will hit the server and indicate the employee picked up also you could know whether it’s the assigned shift or cab of a par-ticular employee.

Most companies have installed wireless for communication as this helps in knowing the real time situation of transport, traffic and this can be monitored through the GPS.

We could also have mass SMS system to update the employee about the cab assigned to them and the details of the cab driver and the shift details. These can be communicate to them 30 min before the arrival of cab. By doing so, there would be dual monitoring system such as access control and informa-

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Transport

tion and boarding. Through this employee comes to know about the cab details and also the transport department comes to know about the employee boarding details.

We could have a cctv installed in the cab, which will be3 web enabled through a dedicated server or a collocated server. One can know the real time situa-tion inside the cab on all the routes in a single frame.

One can also insist the service provider to initial speed governors to all the cabs so this will help in controlling the speed limit to 60 kmph.

Facility Management

Data Center Operations

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Safety Measures for Hub Room & Data Centers

Entry into Datacenters is controlled by access card readers/Biometric ac-• cess control system. Individuals without card reader access will always be escorted with those who have the access. All such entries are recorded in the Register kept at Datacenters.

All the works carried out by the external vendors in Datacenters are con-• trolled through Work permit systems to ensure the safety and security of the Individuals as well as the equipments.

Only LOTO compliant Power Distribution Unit Circuit breakers are in-• stalled in Datacenters and only trained in-house technicians are permitted to operate these Circuit breakers.

Appropriate Personal Protective Equipments of standard make are used • while working inside the datacenters.

Datacenters are powered by dedicated Uninterrupted Power Supply sys-• tem with appropriate level of redundancy.

Power distribution Electrical Wiring shall be installed only by qualified • technicians under the strict supervision of qualified Supervisors.

Installations of Equipments in datacenters are done only with prior ap-• proval from electromechanical team to avoid the overloading of Electrical circuits which may lead to overheating, spark or fire.

“Daisy chaining” or using extension cords is strictly prohibited, because of • Fire and Safety concerns.

All unwanted cables and materials beneath the raised floors are removed • immediately.

Load bearing capacity of raised floors is appropriately documented to • avoid overloading and damage to floor tiles.

Cable cutouts are limited to minimum requirement to limit the unnecessary •


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loss of cooling air and static pressure and also to avoid fall hazard.

Safety cones, barricades, caution tape, or other safety equipment or devices • are used to direct people away from hazardous areas, especially when a floor tile is removed and the under floor area is open with the potential for someone to fall.

Open tiles are closed as soon as possible, no later than the end of each day • to prevent any possible fall hazard and also it is ensured that the floor is flat and there are no raised edges to trip on when the tiles are replaced.

Under floor heat and smoke detectors are installed to detect any hazards • beneath the raised floor. Rat Traps/Repellents are used to protect the cables form Damage.

Dedicated Fire Hydrant system like FM 200/ appropriate fire extinguishers • are installed to protect the Datacenter equipment from any possible fire.

Dedicated Air-conditioning systems are installed to maintain the required • temperature and humidity conditions in the datacenter as per equipment specification.

Temperatures, Humidity, Power load on UPS which are critical Datacenter • parameters are monitored on frequent schedule.

Nothing shall be stored in the Datacenters, both on above as well as below • raised floors.

Tile pullers are used to Pull/Replace the tails to avoid all sorts of Hand in-• juries, only MphasiS EM staffs are allowed to access and work below raised floor area.

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Facility Management