The Australian Building Services Journal 2009_2

3 National Report

4 State News

7 From green buildings to green cities

11 Regulation Update

13 Case Study: Office lighting gets

six stars

17 No need to go into the red to be green

20 NABERS Update

23 Heat Recovery Systems

29 Crowne Plaza Alice Springs Sets Green

Benchmark for Australian Businesses

34 Security in Design

38 Developing an Asset Management

Strategy

41 ARBS 2010

42 Dust Storms, HVAC and the

Facility Manager

45 Effective Contract Management

Ensures Statutory Compliance

47 Height Safety By Design

49 Power Factor Correction Explained

52 Product News

AdbourneP U B L I S H I N G

DISCLAIMER Adbourne Publishing cannot ensure that the advertisements appearing in The Building Services Journal comply absolutely with the Trade Practices Act and other consumer legislation. The responsibility is therefore on the person, company or advertising agency submitting the advertisement(s) for publication.

Adbourne Publishing and The Institute of Plant Engineers of Australasia reserves the right to refuse any advertisement without stating the reason. No responsibility is accepted for incorrect information contained in advertisements or editorial. The editor reserves the right to edit, abridge or otherwise alter articles for publication.

All original material produced in this magazine remains the property of the publisher and cannot be reproduced without authority. The views of the contributors are not necessarily those of The Institute of Plant Engineers of Australasia or the publisher.

Adbourne Publishing seeks to provide a forum for expression of ideas and opinions from companies and individuals. By presenting these articles the publisher in no way endorses any particular ideology but gives the reader the opportunity to access a variety of different views.

contents

Melbourne OfficeNeil MuirPh: (03) 9758 1433Fax: (03) 9758 1432Email: [email protected]

Adelaide OfficeRobert SpowartPh: 0488 390 039Email: [email protected]

ProductionClaire HenryTel: (03) 9758 1436Email: [email protected]

AdministrationRobyn FantinTel: (03) 9758 1431Email: [email protected]

MarketingTania LamannaTel: (03) 9500 0285Email: [email protected]

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www.adbourne.com18/69 Acacia Road

Ferntree Gully, VIC 3156PO Box 735, Belgrave, VIC 3160

2 | Volume 1 – 2009 | The Australian Building Services Journal

Greetings to all Members and readers,

Firstly a sincere thank you to all members, for your support in my executive re election recently at the 2009 National AGM.

Amongst the troubled global issues surrounding Australia currently, the forecast for our industry within the Building Services Engineering sector has never looked so bright. Together with the housing and accommodation sectors showing signs of positive growth, the major commercial entities are continuing to provide steady future planning and construction. This is providing growth into the future for the crucial building services for which a majority of our members represent; reassuring signs for us all.

Another long term positive injection is the increase of apprentices within our industry. This valuable resource had until recently, sadly diminished over the previous 15 years. Let’s hope that this resurgence will bring with it the numbers of quality trades people that we all depend upon in supporting our businesses.

A growing number of our members including myself have been involved with market leading projects delivering Green star, ABGR (NABERS) and Energy solutions within the industry. The depth of expertise that these members possess, not only in theory but in delivery, is a very impressive; hence I encourage you all to come along to site visits and committee meetings to meet and gain exposure to our evolving industry and the services we deliver.

National Report

Feel free to contact me for an update, chat or visit our web site for the latest events as they come to hand.

www.ipea.org.au

Michael Josephs National President IPEA

4 | Summer 2009 | The Australian Building Services Journal

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State NewsVictoriaSince the last report the Victorian Division has been busy with seeking new members and also assisting current members with information they required about technical or other items of interest.

Your committee would be happy to welcome you in joining the committee to help in the growth and support of our members.

It will be an exciting time for our division this year and we hope you can participate in supporting your fellow members and also prospective new members.

All industries ensure that all information is available and up to date for those interested so that the technical information the recipient may pass on is correct. IPEA assists and supports with promoting training programs and seminars that will benefit our members and readers.

Please view our web site for National IPEA information.

If you require any state information, please do not hesitate to contact me at the following email address [email protected] or my mobile 0419 306 963.

Best regards,

Barry WildingSecretary – IPEA Victorian Division

South AustraliaWelcome to all readers of the Building Services Journal. Since my last report, the SA committee have been actively promoting the benefits of joining the IPEA. As such, it has been pleasing to see new faces and a renewed enthusiasm by our existing members.

There is a lot on offer for everyone with training, information updates and the many seminars and presentations by IPEA, CIBSE, AIRAH, etc.

However, we must not rest on our laurels, and I urge all IPEA members to continue promoting this wonderful organisation so we can make 2010 one of our best years yet.

Our organising committee is currently planning a list of events to be held throughout the year and we will bring you information regarding these in the near future.

Don’t forget to visit our website www.ipea.org.au for all national IPEA information.

Best regards,

Craig WhitePresident – IPEA SA Division

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The Australian Building Services Journal | Volume 3 – 2008 | 5


The Australian Building Services Journal | Summer 2009 | 7

Making good business sense

Of the 14.7 million square metres of CBD office space in Australia, around 11 per cent is

now ‘green’. Since the Green Building Council of Australia (GBCA) launched the Green Star voluntary environmental rating system in 2003, it has certified more than 190 buildings, with over 400 more buildings registered for the process. Today, few new buildings in CBD areas are built without attaining Green Star certification.

Indeed, as developers and builders continue to hunt for cost savings in a challenging economic environment, green construction emerges as a welcome solution. Green buildings cost less to maintain, can increase occupant productivity while enhancing wellbeing, see higher rents and yield rates, and are highly marketable to tenants and purchasers. The realisation has dawned: environmentally sound construction makes good business sense.

In the past, going green has provided a competitive edge. In the future, it will be a matter of marketplace survival.

Tenants around Australia are increasingly demanding green office space, as they recognise that corporate social responsibility starts at home. Corporations are using their workplaces as practical demonstrations of their commitment to sustainability, reinforcing their brands and attracting the highest quality employees.

We can expect this trend to continue, as tenants also begin to understand that green buildings are not only good for their brands, but for the bank balances too. Projects

certified under the GBCA’s Green Star environmental rating system for buildings are demonstrating a reduction in energy use of up to 85 per cent and a reduction in potable water consumption of up to 60 per cent against equivalent conventional buildings. This translates into savings of thousands of dollars each year.

Green buildings are also good for building owners. The GBCA’s 2008 report, The Dollars and Sense of Green Building, found

From green buildings to green citiesBy The Green BuildinG CounCil of AusTrAliA

that green building practices can reduce a building’s operating costs by as much as 9 per cent, increase building values by 7.5 per cent and realise a 6.6 per cent increase in return on investment. What’s more, going green can increase occupancy ratios by 3.5 per cent and rent ratios by 3 per cent.

As a result, we are witnessing a paradigm shift from the development of buildings that consume energy, to creating ones that actually produce energy. Resource scarcity

and rising utility prices are already exposing traditional ‘consumer buildings’ to increased maintenance costs. For the majority of building owners, these costs will become unsustainable. Eventually, this pressure will force the necessary investment required to convert buildings into ‘producers’ in order to survive. It is becoming increasingly apparent that a self-sufficient building collecting its own rainwater, creating less waste, and producing its own energy will be the most economically viable construction model. For this reason, many developers are already taking advantage of the clear financial benefits of building green. Importantly, this trend also benefits the people who use these buildings on a daily basis.

Green buildings are healthy buildingsAt the leading edge of Australia’s green building movement are developments such as The Gauge – an evolutionary workplace developed by Lend Lease at Victoria Harbour in Melbourne’s Docklands. In the past, workspaces were designed within the confines of a building’s shell. An avant-garde façade often revealed cramped working conditions with little access to natural light and poor air quality, leading to low levels of occupant satisfaction and work output.

The Gauge has reversed this traditional model, with the needs of the occupants – such as their corporate culture and vision, as well as social and environmental requirements – informing the design of the building’s external architecture.

The name ‘The Gauge’ reflects the idea of measurement and, after becoming the first building in Australia to receive a 6 Star Green Star – Office As Built v2 certified rating, it is now the yardstick for the industry to gauge its progress on environmental sustainability in new commercial developments.

Sustainability initiatives in The Gauge include a black water treatment plant which recycles 92 per cent of water each year, as well as a gas fired co-generation system which provides base building electricity and uses waste heat for pre-heating domestic hot water and air supply in winter months.

The building also features passive chilled beam cooling, two full height atriums acting as a heat buffer and ‘chimney’ to extract warm air from the building, stormwater redirection to irrigate local landscaped areas, and energy efficient shading on the building façade.

While The Gauge clearly demonstrates world-class environmental leadership, it also sets a new benchmark in design features that encourage occupant health and wellbeing. At The Gauge, a carbon dioxide monitoring system and ‘single pass’ air conditioning provide 100 per cent fresh air supply to all occupants, while glare control, optimisation of artificial lighting levels and individual task lighting controlled by workers are reducing headaches and fatigue.


Such improved outdoor air flow rates result in lower concentrations of pollutants in the indoor environment, improve occupant efficiency, increase alertness, reduce the risk of sick building syndrome and generally result in a more pleasing place to work or spend time.

Working from such a world-class green space pays dividends for a company’s brand, as The Gauge’s tenant, Fujitsu Australia, can confirm. Minimising the company’s carbon footprint is a key priority for Fujitsu and the new premises provide a workplace that supports this commitment.

According to Mike Inge, Fujitsu’s General Manager for the Southern Region, “we have found a great place for our people to work. This new work environment will inspire and enhance collaboration among our staff, driving our distinct culture in years to come.”

So, thinking green means thinking about the people who will occupy the space, as much as about the environmental features which reduce energy and water consumption, minimise waste sent to landfill and limit environmental impacts on the local ecology.

In Australia, properties such as The Gauge are demonstrating that the highest level of environmental performance – coupled with an emphasis on occupant health and comfort - can become the norm.

In fact, as one of New York’s leading green property developers, Douglas Durst, said at Green Cities 09 – Australia’s largest and most influential green building conference – earlier this year, “we’re not just building green buildings. We’re building the best buildings we can.” Durst told the audience that the green building challenge requires real commitment, courage and a new mindset.

“The easiest way to build is to do what you did last time. But you can’t do that with green building. Each building requires a new design, unique innovations and systems – and a real commitment to green thinking.”

A building is not an islandThe benefits of a green building reach well beyond its own four walls. As well as the impact upon its occupants, every building has an effect on its immediate environment. The ways in which buildings interact with their surroundings can bring further cost savings and positive environmental outcomes. With green buildings, the dynamic relationship between neighbouring developments is particularly valuable. Much like the familiar concept of ‘economies of scale’, green buildings can present enormous opportunities for achieving ‘economies of environment’.

Take, for instance, a potential group of neighbouring buildings: a commercial office block, residential units, a sport and recreation centre, and a warehouse. Each building is used for a different purpose, so naturally, their energy usage peaks at different times of the day. Some of these buildings – perhaps the warehouse or recreation centre – have large roof spaces that allow for substantial water and solar power collection. These buildings produce enough water and energy to meet not only their own needs, but also those of surrounding buildings. Similarly, neighbouring developments can avoid skyrocketing landfill costs by centralising waste minimisation systems.

This ‘district-based’ approach to energy production and consumption creates a smooth energy-demand curve across participating developments. This collaborative approach to going green effectively cancels out the costly impact of daily spikes in energy consumption and, in some cases, may even reverse it.

Clearly, we’re heading in the right direction with our individual buildings. We have the tools and the industry leadership to drive the green agenda brick-by-brick, building-by-building. However, industry leadership must now be refocused to ensure we can rapidly take on the challenge of greening our cities.

It is time to move beyond just greening our buildings and begin to look at how to green our precincts and our communities. The GBCA believes that industry leadership and voluntary mechanisms play a crucial role in achieving this.

At the opening of the C40 Large Cities Climate Summit 2009 in Seoul in May, Toronto Mayor and C40 Chair, David Miller, told the audience that we were witnessing the “dawn of the new industrial revolution – a green dawn.”

The C40 is a group of the world’s largest cities already taking action on climate change. It holds its biennial summit to share best practices, build networks, identify collaborative projects and chart future actions to help tackle climate change. The four-day summit featured former US President Bill Clinton presenting to representatives from 70 global cities. These representatives had come together to outline a radical vision for green cities.

Cities provide both challenges and opportunities in the context of climate change. The UN forecasts that today’s urban population of 3.2 billion will rise to nearly 5 billion by 2030, at which time three out of five people will live in cities.

To put this in context, in 1800 only 3 per cent of the world’s population lived in cities. By the end of the twentieth century, this figure had risen to 47 per cent. In 1950, there were 83 cities with populations exceeding 1 million. By 2007, this had skyrocketed to 468 cities. Cities occupy just 2 per cent of the world’s landmass, and yet are responsible for more than two-thirds of energy use and global greenhouse gas emissions.

Sustainable communities and precincts that make up our cities are places where people want to live and work – both now and in the future. They are well planned, built and operated. They meet the diverse needs of existing and future residents, are sensitive to their environment, and contribute to a high quality of life for all the people who live there.

In Australia, we are in the enviable position of being able to plan and design living spaces of the future. But more thinking is needed. Just what will these places look like? How will we interact with them? How do we ensure that they are liveable and enjoyable places? How do we ensure they meet the diverse needs of both existing and future residents and workers?

These are just some of the many questions facing all levels of government, owners, developers, planners, builders, communities and the GBCA as we begin to plan our future communities.

dimpleflo – new ultra-deep dimples

Australia’s leading heat Transfer solutions provider has released a new deeP dimple evolution of their proven

dimpleflo heat exchanger range.

The DEEP Dimple design results in the Australian designed and produced, Dimpleflo Heat Exchanger, achieving unprecedented Heat Transfer Co-Efficients when processing, slurries and viscous products or waste streams.

The DEEP Dimple design eliminates laminar flow characteristics that prevent traditional Heat Exchangers from processing high viscosity products, efficiently. Products that can be processed through the DEEP Dimpleflo, include mining slurries, ammonium nitrate solutions, thickened sewerage sludge etc.

The attached photograph depicts a viscous food product exiting a DEEP Dimple Heat Transfer tube. Dimpleflo Heat Exchangers generate levels turbulence similar to a scraped-surface without the high capital or maintenance costs.

The new DEEP Dimple design can be incorporated into most of the existing of ‘Dimpleflo’ range and retains features such as:

Designed and manufactured in Australia for over 20 Years.•

Flexibility in heat transfer design to meet specific dimensional or functional •requirements.

Unique Dimple profiled Monotube enables a self-draining, high efficiency heat •exchanger that is virtually unblockable.

Dimple Profile to promote a highly turbulent flow and thus maximize heat transfer •coefficients.

Can be constructed using corrosion-resistant alloys such as 2205 Duplex and •Titanium.

Short lead times.•

Requires minimal maintenance. •

For further information, contact Teralba industries Pty.

Ph: 02 4626 5000 email: [email protected]: 02 4625 4591 Web: www.teralba.com

Planning green precinctsThe GBCA, in partnership with VicUrban and other key stakeholders, is developing a national framework to drive the development of sustainable communities and precincts.

The GBCA precinct project aims to develop this national framework for industry and government land agencies to deliver best practice against measurable benchmarks for our communities and precincts. The project’s vision is to achieve optimal environmental, cultural, social, governance and economic outcomes. The framework could also be used by governments to inform policy, and, potentially, reward excellence during the planning approval process.

The impetus for the new precincts project was VicUrban’s leadership and willingness to incorporate its Sustainable Community Rating tool into a national framework. Both the GBCA and VicUrban agree that while governments can play an important role in advancing sustainability in urban developments, optimal outcomes can only be achieved through partnerships, industry leadership and informed consumer choices.

It is envisioned that the GBCA precinct project will encompass residential, commercial and mixed use, and will guide and inform the design, construction and performance reviews of new and existing communities.

The GBCA precinct project will principally equip developers with the fundamentals to minimise the impacts of their developments, capitalise on the benefits of their initiatives, and receive recognition for more sustainable design. Ultimately, these communities will be sought-after developments as reflected by public demand.

The project will also provide state and local governments with a framework for planning guidelines and development incentives for the property industry.

The GBCA will develop this project using thorough stakeholder engagement and a robust public review process. Initially, development will be led by a technical reference committee consisting of experts in urban planning, landscape design, engineering, architecture and building materials; as well as representatives from industry, government, communities and academia.

This vital project recognises the dawn of a green era for both commercial and residential development in Australia. By working towards creating greener communities in which current and future generations can thrive, sustainable living won’t be the exception – it will become the norm. n

From green buildings to green cities (continued)


AUST: Safety Barriers Coroners Report

Two NSW Government Departments have issued a Planning Circular titled ‘Safety barriers in above ground carparks – coroner’s recommendations’ (BS09-003), advising authorities of the steps to be taken to ensure that pedestrian and vehicular safety barriers built before 1989 are inspected and any defects remedied where proved to be necessary. Engineers should pre-empt an inspection by commissioning their own audit first.

QLD: Plant and Acoustics

Building Services Engineers must include acoustic attenuation in all mechanical plant upgrades to avoid the possibility of being an “Environmental Nuisance” as defined by the Queensland Environment Protection Act 1994.

Recent amendments to the Environmental Protection Act 1994 (EPA) have included a reduction in acceptable noise levels and the adoption of the Environmental Protection (Noise) Policy 2008.

The EPA does not discriminate between residential areas and commercial areas therefore many existing CBD buildings can be affected by a complaint from an occupier of an adjacent or nearby building. Obviously an investigation officer will need to take into consideration the age of the building involved and whether a building is either producing the noise or contains the receptors (complainant).

Where a complaint is made against noise from an existing building it is important that any recent upgrades to plant and/ or

equipment can demonstrate that noise levels have not been increased.

AUST: AS 1851 Fire Maintenance

The AS 1851 Fire maintenance standard has undergone a major overall for the second edition, hopefully for inclusion in the future as a referenced document in the Building Code of Australia. Meetings with the Australian Building Codes Board are continuing.

VIC: Appointing Building Surveyors

It is interesting to note that the Building Amendment Regulations 2009 have come into effect with various changes occurring in particular the introduction of a two-tiered registration system for building surveyors in Victoria. A limited building surveyor will be restricted to a scope of work of up to 3 storeys and with a maximum floor area of 2000 sq. m.

Be careful when commissioning a ‘limited’ building surveyor if the existing building is over 2000 sq. m, you both may be caught out badly by the authorities.

TAS: Mandatory Evacuation Plans

Building Services Engineers should consider making their tenants aware that the Tasmania’s ‘General Fire Regulations 2000’ requires the occupier of a specified building to submit to the Chief Officer of the Tasmania Fire Service, for approval, an Evacuation Plan for the evacuation of the building in the case of fire.

The various categories to be considered and where appropriate, addressed in the

Building Services Regulation UpdateBy dereK hendrY

plan are outlined in a document produced by the Tasmania Fire Service. The term, specified building, is also defined in the document which can be viewed at www.fire.tas.gov.au, type in evacuation plan in ‘search’.

QLD: Annual Occupier’s Statement

Building Services Engineers must be conscious of their obligations with regards to providing an annual ‘Occupier’s Statement’ to the Queensland Fire and Rescue Service Commissioner.

The Queensland Fire Safety Regulations 2008 and the Queensland Development Code MP 6.1 require that building owners, property and body corporate managers ensure that they prepare and lodge a copy of the ‘Occupiers Statement’ with the Commissioner of the Queensland Fire and Rescue Service annually.

The ‘Occupier’s Statement’ is a declaration that the prescribed fire safety installations are being serviced, maintained and tested as per the requirements and schedules detailed in AS 1851. Details of the prescribed fire safety installations are listed on the buildings ‘Certificate of Classification’ which also details the applicable Australian Standards pertaining to the maintenance and testing of the buildings installed fire safety installations. This requirement is applicable to all Class 1b, 2, 3, 4, 5, 6, 7, 8 and 9 buildings.

WA: New Maintenance Regulations

Building Services Engineers must make themselves aware of the proposed Building Act for Western Australia which


encompasses “Maintenance of Regulated Usage and Services”. This will form part of the Certificate of Occupancy and outlines the essential services of the building that are required to be maintained.

Part 1.7 of the proposed Building Act outlines the statutory requirements for building owners to maintain the essential services of their buildings.

Part of this proposal is that the building owners provide notification to the Licence Issuing Authority, that the essential services required checks and maintenance, as specified on the Certificate of Occupancy have been maintained and that they are operational.

The proposal states that this will be required to be carried out annually and that the process will be audited by the Licence Issuing Authority and that they will have the power of entry to inspect the buildings, to ensure that the prescribed essential services have been maintained. This may be carried out by Licence Issuing Building Surveyors or outside experts such as Registered Building Surveyors.

Records of maintenance & checks must be kept on site and may be inspected by the Licence Issuing Authority at any reasonable time without prior notice.

Penalties will apply to Building owners who do not carry out routine maintenance and checks, or falsify documents or fail to keep maintenance records on site.

If the Building owner is found guilty of one or more of these penalties then the Licence Issuing Authority may in the interest of safety of the buildings inhabitants, remove the building owner’s right to occupy the building.

This is a move forward for Western Australia and will be seen as a positive step in ensuring that building occupants can go about their day to day operations and know that they are working in a safe environment.

AUST: Slips and Falls

A research study of the incidents of slips and falls on floors stairs, landings and balconies has been completed by the Australian Building Codes Board. The research findings indicate 500 fatal falls and 110,000 hospital admissions resulting in falls in buildings at a cost of $1.3 billion per annum. Furthermore, the research findings indicate that the design and construction of a building may contribute to 20% of the injuries and deaths. Engineers should be diligent in this area to ensure they protect the building owners interests.

VIC: Compliance Codes

WorkSafe Victoria has released a number of new Compliance Codes to provide practical guidance to those who have duties or obligations for the occupants of a building under the Occupational Health and Safety Act 2004. If these are followed then you are deemed to have complied under the Act, see www.worksafe.vic.gov.au.

AUST: Risky Balustrades

Building Services Engineers should consider commissioning an audit of the balustrades of their building(s) in terms of Building Code of Australia compliance and risk minimisation strategies.

A recent balustrade audit undertaken by our Group found 80 non compliances for the numerous balustrades at an educational campus.

Clause D2.16 of the BCA requires balustrades to have a minimum height of 1,000mm above floor levels and 865mm above stair flights (including handrails). The clause also prescribes maximum opening dimensions for balustrades and in addition, limits the “climb-ability” of the balustrade.

Due to the prescriptive nature of the above balustrade requirements and the resulting numerous court judgments in recent years that have been in the plaintiffs favour wherever the balustrade was found to be less than 1,000mm high, it is recommended that a comprehensive balustrade audit of all balustrades to determine non compliances with Clause D2.16 of the BCA, be undertaken.

QLD: Sustainable Planning Act

The Sustainable Planning Act 2009 was passed by Parliament on 16 September 2009. It is anticipated that the Act will come into effect in late 2009. The transitional provisions have been designed to minimise disruption and to ensure that all the Integrated Planning Act 1997 (IPA) can be completed under the IPA.

The web page relating to the Sustainable Planning Act 2009 can be found on the Department of Infrastructure and Planning page: www.dip.qld.gov.au/spa n

About the Hendry Group

Derek Hendry is the Managing Director of the Hendry Group of Consulting companies, including Essential Property Services. Derek pioneered the ‘private certification’

system of building approvals in Australia, and his nationally based consultancy offices assist clients in all facets of building control and essential safety measure audits. The Hendry Group publish an e-newsletter entitled ‘essential matters’, available online at www.emau.com.au, and their new service, BCA Illustrated (at www.bcai.com.au), offers 3000 illustrations explaining and interpreting the BCA as it applies to your building.

Regulation Update(continued)


Rated world class in the sustainability stakes, Sydney’s One Shelley Street has propelled green office design into a new realm. A huge contributing factor in the building’s environmental 6 Star Green Star rating is the lighting control and energy management system.

Located on the banks of Sydney’s Darling Harbour, the new Sydney premises of the Macquarie Group has set new standards in sustainable office design.

Developed, built, owned and managed by Brookfield Multiplex, One Shelley Street boasts a host of environmental initiatives that include innovative lighting, air conditioning and water management technologies. In November 2008 it was awarded a 6 Star Green Star - Office Design v2 Certified Rating from the Green Building Council of Australia—just the third office building in Sydney’s central business district to do so.

Mindful of global environment drivers, Brookfield Multiplex earmarked One Shelley Street for the coveted Green Star certification from the building’s inception. Similar to the UK’s ‘Building Research Establishment Environmental Assessment Method’ (BREEAM) and the USA’s ‘Leadership in Energy and Environmental Design’ (LEED) system, Green Star is a holistic environmental rating scheme that evaluates both the sustainable design and potential performance of a building. Its highest rating is 6 Star Green Star, indicative of ‘World Leadership’ in environmentally sustainable design and/or construction.

The use of light—both natural and artificial—plays a key role in Green Star accreditation, with points awarded for various lighting credits related to both indoor environment quality (IEQ) and energy management. From an architectural standpoint, the innovative design by architects fitzpatrick+partners includes a high-performance facade and central atrium for promoting natural light ingress. This is complemented by an advanced lighting energy management system, conceptualised by lighting designers Vision Design (a specialist service of WSP Lincolne Scott), and founded on a lighting control system from Philips Dynalite.

Smart & sustainableThe impressive One Shelley Street structure essentially comprises two window-dressed buildings separated by a central atrium. The vast majority of the 11-level 33,000-square-metre premises is devoted to open-plan office areas, with multiple meeting room ‘pods’ jutting into the atrium cavity, several board and multimedia rooms, two cafeterias, plus kitchens and amenities on both sides of each level.

The designers specified that a centralised control system from Philips Dynalite be deployed to manage lighting energy consumption for the entire building. “In the last five years, we’ve found that not only are lighting technologies more efficient, but the management structure for controlling them is becoming smarter,” says Nani Melwani, Services Manager for Brookfield Multiplex. “The intelligent lighting system is one of the key sustainability initiatives used in this building.”

Case Study:Office lighting gets six stars

One Shelley Street in ‘after hours’ mode: motion sensors and time-out sequences ensure that lights are on only when and where needed. (photo by Andrew Krucko)


According to Donn Salisbury, Associate at WSP Lincolne Scott and head of Vision Design in Sydney, the lighting design incorporates several strategies to optimise energy consumption. A distributed single-lamp solution was selected for the office areas, utilising high-performance luminaires incorporating16mm T5 linear fluorescents to achieve the required uniform lux levels (320 to 400lux). “The resulting light power density is just over 5W per square metre—significantly below the targeted level of 9W per square metre outlined in the initial brief,” says Salisbury. Moreover, the control system permits lighting levels to be tailored to the use of space, allowing total flexibility for zone switching and dimming, ensuring no areas are overlit or illuminated when not in use.

Fundamentally, the lighting system is programmed to operate in two distinct modes—‘trading’ and ‘after hours’—which are timer-based. Although the precise timing and functionality is individually configurable for each floor and/or zone, it essentially corresponds to ‘lights on’ at the commencement of trading mode, followed by a timed sequence of dimming to ‘lights off’ when the system goes into after hours mode. At this time, motion sensors are activated in amenities areas and lift lobbies to initiate lighting if motion is detected, with a 30-45min time-out sequence. Intermittent-use areas, such as the meeting pods, utilise motion detection at all times.

When in trading mode, daylight harvesting sensors ensure that the perimeter lighting is dimmed when natural light is available. “There is a massive amount of perimeter on this building, coupled with the full-height, high-performance glazing. Even on a cloudy day you get excellent usable daylight penetration from outside, so the perimeter lights should rarely be on anywhere near 100 per cent during the day,” Salisbury says.

DALI masterclassA key consideration in sustainable commercial fit outs is making sure the building will accommodate re-configuration as tenancy requirements change. This means the lighting solution—for the open office areas in particular—needs to cater for a multitude of different scenarios and be easily configurable.

To ensure the required level of flexibility, the digital addressable lighting interface (DALI) data protocol and transport mechanism is used in the main open office areas at One Shelley Street. Up to 64 individually addressable DALI devices—including the fluorescent HF ballasts and various sensors—can be controlled by a single DALI network (or ‘universe’). Moreover, control groups/zones can be configured and reconfigured from a computer terminal, without reconfiguring the fittings themselves.

According to Salisbury, this is where the DDBC320 DALI controller from Philips Dynalite comes into its own as the only controller on the market that can control three DALI universes—up to 192 ballasts/devices per controller. “We have used a single controller for each ‘quadrant’ (or half-floor) in the two adjacent buildings,” he says. “Yet all the DALI ballasts can be individually controlled—be they dimmed or switched—depending on how you set up the zones. There’s ultimate flexibility to cater for tenant functionality and environmental influences—dimming wherever and whenever.”

A distributed single-lamp solution lights the open-plan office areas, with a light power density of just over 5W per square metre. (photo by Andrew Krucko)

Featuring restrained LED architectural lighting, the central atrium is overlooked by a series of meeting ‘pods’, which feature motion sensors and time-out sequences to minimise energy usage. (photo by Andrew Krucko)

Another energy-saving feature of the DDBC320 DALI controller is that it powers down the DALI universe when not in use. The controllers have integral relays that switch off standby power to the DALI ballasts, when luminaires are dimmed to zero per cent. “That


is the difference with this system,” says Anthony Seddon, Philips Dynalite NSW State Manager. “With most DALI systems all the ballasts have to be powered up all the time, because they need to know if the signal is coming. But with this system there’s no wasted energy.”

Salisbury adds that this is not such an issue for buildings that operate 24/7, but the reality is most commercial buildings shutdown for long periods every day. “In today’s modern buildings, clients do not expect to see the energy meter ticking over when the building is shutdown—and this can add up in buildings of this size,” he says. “With the ability to shut off the system’s power, you have all the benefits of the DALI system without the energy sacrifice after hours.”

The window into the lighting control system is delivered by the Philips Dynalite MapView graphical user interface located in the basement server room. This provides a visual schematic of the entire lighting system, plus allows easy configuration of timed events and facilitates scene adjustments.

“The software makes it very easy to reconfigure the zones on each floor, leveraging the individually addressable DALI fittings,” Brookfield Multiplex’s Melwani says. “Plus, we have the power to adjust scenes both temporarily and permanently. The graphical interface shows all the lighting levels, indicating where the daylight harvesting system kicks in. It’s not uncommon for perimeter lux levels to be under 50 per cent during daylight hours.”

Salisbury too is a fan of the MapView user interface. “Other systems are nowhere near this level,” he says. “It’s incredibly simple for end-users—the building manager can see what’s connected floor by floor and access any part of the system with a sweep of the mouse.”

Energy by numbersAnother energy goal for the One Shelley Street building is to meet the ‘National Australian Built Environment Rating System’ (NABERS) Energy rating. This evaluates the actual energy consumption and greenhouse gas emission performance of an existing building, and is derived from the actual amount of energy (electrical, gas, coal and oil) a building or tenancy consumes over 12 months.

According to Melwani, a separate energy monitoring system sub-meters all electricity, water and gas consumption across the whole of the One Shelley Street building. “Initially we looked at integrating the lighting control with both the energy management and building management system (BMS),” he says. “But we ultimately decided that this would eliminate some of the smarts of the MapView system. As a result, certain key data from the MapView server are fed into the BMS, so it can see when certain floors are activated.”

Floor lighting may be switched on as the result of timed events, activation of motion sensors, or manual override via a host of attractive user touch screens spaced at regular intervals on each floor of the building. These Philips Dynalite DTK600-SS LCD touch screens (with stainless steel facia) display an interactive graphical representation of each floor, with details of each zone available with a tap of the LCD panel. This allows employees to control the lighting in their workspaces—particularly after hours when the default state is lights off and workers might need to manually extend the lighting in selected zones. The touch screens are also used to put the system into after hours ‘cleaning mode’.

Given the predominance of open-office areas at One Shelley Street, it is not surprising that these have attracted most of the lighting energy management focus. However, as with any large, high-end, office building, there are many other important areas that are also controlled by the fully integrated Philips Dynalite lighting system. These include LED architectural lighting in the central atrium lobby areas and adjoining multifunction room; DSI control of lighting and blinds in various meeting/board rooms; and relay control of lights used in public/amenities areas. The system, which was engineered and installed by HeyDay Electrical, also supports integration with third-party AV systems in meeting rooms.

The entire lighting control system is founded on Philips Dynalite’s sophisticated peer-to-peer communications serial bus network, DyNet, which links the multitude of controllers with over 300 multi-function sensors and around 75 LCD touch screens throughout the building. “Electrical isolation between all the quadrants and other areas is achieved using network bridges or gateways,” Seddon says. “This and the distributed intelligent control architecture help ensure maximum network availability—if any one part of the network goes down it doesn’t affect anything else.”

Crowning gloryOne Shelley Street is the crowning glory of Brookfield Multiplex’s nine-year redevelopment of Sydney CBD’s King Street Wharf precinct, a new lifestyle destination that comprises commercial, office, retail, entertainment and residential spaces. “We’re really happy with how the building has turned out,” Melwani says. “We set out from the start to achieve the 6 Star Green Star rating for design and now we are hoping to achieve the ‘as built’ rating in the near future.”

The contribution of the lighting control system to this Green Star certification should not be underrated; although it is too early in the building’s life to quantify any energy savings, they are predicted to be significant. With lighting typically accounting for 30 per cent of a commercial building’s electricity consumption, it will presumably not be too long before such lighting/energy management systems are installed in major office buildings as a matter of course. n

The One Shelley Street structure essentially comprises two window-dressed buildings designed to maximise natural light, separated by a central atrium.


Some of Australia’s major portfolio owners have cut energy costs by half by making simple non-technical and operational improvements.

In an environment where capital for new build projects is scarce, the focus for Australia’s property

industry is on maintaining performance and income of existing assets. Maximising occupancy and reducing operational costs are integral to this focus, and the NABERS tools are crucial on both fronts.

Department of Environment & Climate Change (DECC) NSW Built Environment Manager Matthew Clark said evidence shows that simply obtaining and disclosing a NABERS rating can lead to reduced energy and water use and, consequently, utility cost savings.

“Obtaining and improving a building’s NABERS rating increases its competitiveness and market appeal to tenants, reduces operating costs and improves its environmental impact,” Mr Clark said.

“A NABERS rating can increase the competitiveness of an asset’s market appeal to tenants not only because utility costs are lower, but also because prospective tenants are demanding improved environmental performance,” he said.

“Importantly, a substantial capital outlay is not usually necessary to achieve this. It comes down to management – by recognising the shared responsibility and improving collaboration between owners, managers and occupants. There is a raft of simple measures that can be implemented to reduce the environmental impact of a building.

“The NABERS tools inform this process, creating a common language that all parties can understand, enabling them to respond to the challenge and unlock the operational savings,” he said.

No need to go into the red to be green

A recent study of low energy high rise buildings, conducted by Sydney University’s Warren Centre, showed a direct relationship between lower operating costs and a NABERS rating. The study found that disclosing ratings led to the identification of low cost, non-technical improvements and enhancements to maintenance regimes and control systems. It also encouraged dialogue between parties.

Most buildings have the capacity to easily make energy savings equivalent to half a star - about a 10% reduction. The study also highlighted that innovative strategies are being used to extract capital for environmental improvements from maintenance or operating expenses, rather than from capital budgets, and show a return on the investment within 12 months.

“At a time where maximising occupancy is the key for building and portfolio owners, obtaining a NABERS rating and using the tool to improve environmental performance has the added benefit of making a property more desirable to tenants eager to demonstrate corporate social responsibility,” Mr Clark said.

For Investa Property Group, one of Australia’s largest portfolio owners, the focus is not on technology or engineering to improve performance, but rather overcoming the non-technical barriers.

Investa’s Sustainability Manager Craig Roussac said the company has used NABERS to achieve ambitious targets for improved energy and water performance, achieving a 25% reduction in energy use across its portfolio since it began benchmarking performance with NABERS in 2003. Over the same period, Investa’s average NABERS Energy rating has increased from 2.5 to 4 stars.


“Because NABERS simply looks at performance and is not an attribute based scheme, it lends itself to a creative approach,” Mr Roussac said. “NABERS is only concerned with how successful improvements have been, be they advanced technologies or simply a result of better management.

“We started down the sustainability path years ago and we have found that some measures to improve performance work well in some buildings and not in others. What we can conclude, however, is that the non technical factors are the major influence on the outcome, rather than advanced technologies or engineering.”

Mr Roussac lists factors such as a building manager’s skills, the commissioning process, even balancing discrepancies in temperature in different areas of the building as having a significant bearing on the amount of energy used.

He said Investa initially focused on capital spending to measure systems across the portfolio and put metering into place.

“Today, half the energy savings we have achieved have been from capital investment and the other half has been achieved by managing our efforts and expertise,” said Mr Roussac.

“It is about being vigilant and turning our attention to achieving reductions without spending money, such as training staff and learning from each other. Services not required until a certain time are not turned on until then, while all non essential equipment is turned off at weekends and public holidays.”

Another major property owner, Industry Superannuation Property Trust (ISPT), has also made substantial savings through non technical and operational improvements.

What began with an environmental audit process in 2005/06 aimed at identifying areas for improvement across ISPT’s extensive property portfolio has now become a key business consideration.

By 2008, through good housekeeping, ISPT had saved more than 250,000kL of water and reduced energy consumption by approximately 10% across its retail and commercial portfolios. This represented an overall cost saving of $2.5 million since implementation, as the year on year benefits continue to flow through to the bottom line.

According to David Pullan, Portfolio Operations Manager for ISPT, the first step in greening the portfolio was to take a common sense approach and complete all the relatively simple tasks such as switching off lights when not in use and fixing leaks in toilets and landscape sprinkler systems.

“Initially, we implemented a building tune-up program to benchmark energy and water consumption across the portfolio,” Mr Pullan explained.

“ISPT has national contracts with energy suppliers that enabled us to collect energy consumption data at half hour intervals.

From here, we drew up ‘demand profiles’ to identify peak energy consumption periods and periods for which we could target a reduced consumption level, such as after hours,” he said.

“We could then enlighten our property managers with this information and work with them to improve efficiencies across the portfolio.”

ISPT took a similar approach with water. Consumption data was analysed, peak use periods were identified and targeted for reduction, and after hours periods were monitored to minimise water waste.

The tune-up program proved instantly successful. After the first year of implementation ISPT recorded a $1.28 million saving in energy and water bills.

Mr Pullan said another technique that has proven successful is the inclusion of energy and water reduction incentives as a key performance indicator in property management contracts. n

No need to go into the red to be green (continued)

Investa was the first company in the Australian property industry to commit to water consumption benchmarks, and the five star rating certifies its strong water management structures.


New NABERS ratings for shopping centres

Shopping centre owners and managers will soon be able to benchmark their energy and water efficiency with NABERS. NABERS will provide a reliable benchmark of the actual environmental performance of a shopping centre, enabling owners and managers to understand and compare their performance to other centres. The new NABERS Energy and Water rating tools are being finalised and will be available from November 2009.

The new NABERS tools will make it possible for the first time to communicate shopping centre environmental performance in a common language, using reputable government certification. Centres will be able to compare themselves on a national scale. NABERS will calculate a custom benchmark for each centre based on the location and unique assembly of retail stores, common areas, food courts and car parks. Ratings will be available to centres over 15,000m² throughout Australia, and cover all services within the control of the centre owner.

The NABERS team has worked closely with major shopping centre owners and managers to deliver the rating tools, which are based on extensive data of the actual environmental performance of Australian shopping centres.

The goal of NABERS is to encourage innovation and market best practice to improve sustainability in the built environment. NABERS currently rates offices, hotels and homes, and is also developing ratings for schools, hospitals and data centres. NABERS is a national initiative managed by the NSW Department of Environment, Climate Change and Water (DECCW) on behalf of Commonwealth, state and territory governments.

NABERS Energy for Data Centres

The NABERS team has commenced the development of a NABERS Energy rating tool for Data Centres. This important initiative is a collaboration between the NSW Department of Environment, Climate Change and Water (DECCW) and the Commonwealth Department of Environment, Water, Heritage and the Arts (DEWHA).

NABERS Energy for data centres will be a best practice rating tool that will benchmark a data centre’s energy efficiency against the market place using the nationally recognised framework of NABERS. NABERS already have ratings tools for offices, hotels, and homes, with tools for hospitals, shopping centres and schools in development.

Data centres are one of the most intensive greenhouse gas emitters in the built environment. Data centre energy efficiency is the focus of current national and international research and data centres have been identified by DECCW and DEWHA as a priority building type for NABERS development.

DECCW has established a Technical Advisory Group (TAG) comprised of data centre operators and designers, IT specialists and State and Commonwealth representatives to provide both technical input and strategic advice.

The rating will be developed using national data on the energy consumption of data centres. DECCW is inviting owners and managers of data centres who would like to contribute data to the project to email an expression of interest to [email protected]. All the data collected as part of this project will be kept confidential. The rating is expected to be completed by mid 2010.

NABERS Update

For more information on NABERS, visit www.nabers.com.au


Summary Heat recovery systems reduce energy use as well as heating and cooling plant requirements. Some key functional areas benefiting from heat recovery or heat exchange systems include indoor pools and kitchens etc. where air is generally used on a “once through” basis. Up to 50% to 60% of heating or cooling energy that would otherwise be lost could be recovered with these systems.

Background The majority of air conditioning systems utilise heat recovery through the recirculation of air from the occupied space. Where operational requirements prevent

Heat Recovery Systems (Air Handling)

the reuse of air from the space, higher quantities of external air maybe required, which can impose substantial loads on the cooling and heating systems. In these cases heat can be reclaimed from the exhaust air stream and transferred to the entering outside air steam, to pre-cool or preheat the air reducing plant size and energy use.

Opportunities and Constraints The most effective heat recovery system available in air handling systems is to filter and recirculate the air, with the required volumes of outside air introduced to meet statutory requirements. This philosophy is

used extensively and forms the basis of air conditioning systems.

Where operational requirements indicate that large volumes of outside air need to be introduced into the building then this air, which is at ambient conditions, needs to be heated or cooled to suit the required space conditions. This can be a significant portion of the cooling and heating loads imposed on the plant. In a hotel environment these particular areas may include: -

pools where outside air is used to •control humidity within the space.

kitchens where outdoor air is required •to replace exhaust air flow >

Heat recovery systems include:

heat recovery system Advantages disadvantages description of system

return air 100% efficient in energy •

usually low cost•

is not suitable for all situations •due to particular operational requirements

Air from the space is returned back to the air handling unit and mixed with the incoming ambient air prior to being supplied into the space.

enthalpy wheel total energy transfer (latent •and sensible heat)

reasonable efficiencies can •be achieved

air to air contamination is •possible although can be minimised by a purge cycle

both air streams need to be •next to each other

Both the exhaust air and ambient air streams pass through the wheel. Energy is absorbed by the wheel from one air stream and is reclaimed when the wheel rotates into the second air stream. A small amount of outside air can be used to purge the wheel prior to intake air stream passing through the wheel.

Plate heat exchanger no moving parts •

minimal pressure loss •when not in use

reasonably efficient with •sensible heat transfer

latent heat transfer not possible•

both air streams need to be •next to each other

The plate heat exchanger splits the two air streams into many parallel channels at right angles to each other. Sensible heat (change in temperature) is transferred across the dividing plates. When not required, bypass dampers remove the heat exchanger and hence the pressure loss from the air path

run around coils relatively easy to install, •particularly as a retrofit

air streams do not have to •be physically close to each other

prevents air to air •contamination

comparatively low efficiency•

coils present a continuous •pressure loss

sensible heat transfer only•

Coils are placed in both the exhaust stream and the ambient air stream, with water being pumped around through both coils allowing sensible energy to be reclaimed from the exhaust air stream. Air streams are separated hence air to air contamination can not occur.


the functional area may not be available for normal use. It may therefore be advantageous to coordinate the upgrade works of the mechanical systems into a general refurbishment program.

Analysis

Typically a heat recovery system can “capture” and “re use” up to 50% to 60% of the energy that would otherwise be “lost” through the exhaust system. The overall reduction in energy consumption on an all outdoor air systems using heat recovery can be in the order of some 20% to 30%.

For example, based on an air handling unit of 1200 L/s, operating 24 hr/day with full outside air, a run around coil heat recovery

system is expected to save around $1200/pa (gas $4/GJ, based on energy costs of electricity at $0.13/kWhr). This provides a simple payback of around 5 years with an installation cost around $6,000.

Where the hospital heating energy is other than natural gas, this payback period may be reduced.

Conclusions Heat recovery systems are generally suited to full outdoor ventilation systems, where there is an operational requirement limiting the recirculation of room air through the air handling system. These specialised areas include kitchens, indoor pools and similar high ventilation requirement areas.

Where not fitted as a component of the initial air handling system, run around coils can provide reasonable operational efficiencies. The sizing of these systems depend on the balance between the energy savings and the increased fan energy caused by the pressure loss of the heat recovery system (heat exchanger, air coils and the like).

The main benefit is in new installations where heat recovery systems can reduce peak cooling and heating demands, thereby reducing the size of central plant which can then help offset the cost of the energy saving measure. n

References and Sources for Further Information

• www.seav.vic.gov.au

• www.greenhouse.gov.au

• SEAV“ModelTechnicalSpecification”

Heat Recovery Systems (Air Handling) continued

These application notes are for general guidance and information only. Users will need to undertake independent analysis for specific site if any of these measures are to be implemented. Consideration should be given to engaging the services of a suitable consultant to assist with this task.

Article run with kind permission of Aurecon.

< To minimise the cooling and heating loads, heat recovery systems can be utilised to pre-cool or preheat the incoming ambient air using energy leaving on the exhaust air system.

Retrofitting heat recovery systems to existing equipment often limits the choice of system to the run around coil system, due to duct locations. For new equipment all of the heat recovery systems could be considered, with high efficiencies available for heat wheels and plate heat exchangers.

Systems may need to be analysed and selected so that the energy savings are not negated through increased fan energy due to the pressure losses through the heat reclaim system components.

Impact of Implementation The implementation of a heat recovery system has no impact on staff or patients. During the installation process,


Less water usageStill many processes, particularly in industrial applications, use the cooling water in a so called once-through systems. Thermal polution and waste of this precious resource are not favouring the environment, hence other cooling systems should be considered. Evaporative cooling reuses over 95% of the cooling water, which is a major advantage.

Less power generation requiredStill many processes, particularly in air conditioning applications, use air cooled equipment to reject the process heat. This results in a very high electrical energy consumption and first cost. Evaporative cooling requires considerably less energy and first cost investments in the cooling process. Since we all aim to reduce the global warming effect and the exhaust of ozone depleting gasses, reducing the generation of electrical power leads to a healthier environment.

Less sound dissipationEvaporative cooling equipment as such has, compared to other cooling systems, a lower sound level. The low cooling water temperature generated by evaporative cooling allow the chillers in the process to be smaller as well, and hence generate less sound. We all experience an increase of the noise level in our daily life, hence all measures should be taken to limit the sound dissipation from cooling equipment in general, and chose that equipment that results in the lowest overall sound level.

Less occupied spaceBecause of its compactness, evaporative cooling equipment requires less footprint than any other heat rejection system. As a consequence less floor space is required. Evaporative cooling equipment can be installed inside the building, often a requirement by the architect. Evaporative cooling equipment, contrary to air cooled equipment, does not necessarily makes our living environment uglier.

Use true closed loop coolingEvaporative cooling equipment with a true closed loop implies that the water cooling the closed loop is not in contact outside the evaporative cooler with other devices like for instance heat exchangers. By keeping the water which is in touch with the atmosphere within the evaporative cooler, it cannot get

contaminated by bacteria located in hidden areas in the piping or other equipment. Moreover, closed cooling systems have usually lower spray water temperatures than the cooling water in open systems. The lower the temperature, the lower the growth rate of bacteria.

Use true hybrid cooling systemsHybrid cooling systems incorporate the best of two worlds: evaporative cooling in the summer, to benefit from the low water temperatures and less system energy consumption, and dry cooling in the colder season, saving water during a major part of the year. Operating these type of systems in a controlled way result in a reduced risk for bacteriological contamination.

Installing a finned coil on top of the evaporative cooling equipment is one step in that direction, however it is not walking the whole mile. True hybrid systems operate 80% of the time in dry mode, and provide all the benefits related to energy consumption and risk control.

Use state-of-the-art water treatmentUnfortunately many evaporative cooling systems are not equipped with a proper water treatment package; this may lead to scaling of the heat transfer section, resulting in decreasing efficiencies, to corrosion of the equipment, which results in a much shorter equipment life, or to uncontrolled bacteriological growth, which may lead to legionnaire’s disease outbreaks. Proper water treatment is designed to take into account the material characteristics of the evaporative cooling equipment and the sometimes varrying characteristics of the make-up water. The right decision at the beginning can avoid trouble in the future.

Use a single supplierA single supplier takes full responsibility on the evaporative cooling installation. If something would go wrong during operation, a situation that occurs frequently in case of different suppliers of cooling equipment, water treatment and services, he has nobody to point at. Moreover a single supplier will design and implement every equipment and service such that it focuses at maximising operational efficiency and reducing operational risk throughout the equipment life. n

information supplied by Baltimore Aircoil (Aust) Pty ltd. www.baltimoreaircoil.com

The Benefits of Evaporative Cooling

A D V E R T O R I A L

TherMosCAn® insPeCTion serViCes PTY lTd

Thermoscan® Inspection Services - leaders in the field of preventatitive maintenance thermography have expanded further with the addition of the very latest thermal imaging camera. This

makes Thermoscan® Inspection Services the largest and amongst the longest serving Consulting Thermographers in Australia.

Our new Condition Monitoring enables our customers to predict when faults are about to happen. Todate the savings that have been achieved at just one site are over $2,000,000 and growing; another, production failures have been averted by timely changing of faulty components before they fail.

At another site the serious thermal abnormality was not repaired. The switchboard failed, the resultant fire cost $10,000,000.

And, where they are able to determine the cause of a fire, in 80% of cases it is an electrical fault.

Further, our improved report presentation allows for component and repair method feedback to the maintenance management, thus creating a proactive maintenance environment.

We at Thermoscan® are committed to providing timely and accurate information to the maintenance engineer, thus enabling them to perform their tasks more efficiently. We are specialist Thermographers and do not perform the repairs of the faults we find.

All our Field Operators are Certified Electrical Fitter/Mechanics (Electricians) and are trained to Level 1 Thermography – AINDT standard. n

Thermographic Services Australia Wide since 1980

1300 13 25 17www.thermoscan.com.au

Fault*Ref. T =: 50.5°C

Terminal*


Crowne Plaza Alice Springs has set the green benchmark for Australia’s business sector and hotel industry when it switched on the largest building

mounted solar photovoltaic (PV) system in the Southern Hemisphere and began its $50,000 in-house energy efficiency program.

The ground-breaking $3.3 million PV installation will reduce the hotel’s energy consumption by 40-80 percent dependant on the time of year, with the energy efficiency program further reducing consumption by 18 percent.

The Crowne Plaza Alice Springs energy efficiency program includes:

Drawing live data from the hotel’s rooftop solar panels to feed •into an in-house solarPV television channel so guests can see how much energy the hotel is saving at any given time of the day; important with the increasingly green-conscious consumer.

Installation of ‘Energy Eye’ - an innovative technical solution •to managing heating and cooling of guest rooms, allowing the hotel to minimise the energy consumption of its air-

Crowne Plaza Alice Springs Sets Green Benchmark for Australian Businesses

conditioning by detecting whether or not a guestroom is occupied. The system is smart enough to detect a room is occupied even when a guest is sleeping allowing a comfortable night’s rest at their desired temperature.

Replacement of over 3110 light bulbs with energy efficient •options in all guest rooms, foyers, meeting spaces, restaurants, corridors and back of house areas to save nearly 270,000kWh per year; the equivalent of powering 30 family homes.

Installation of Jemflo showerheads into all guest rooms to •improve water and gas usage - savings of 11,580 kilolitres of water each year, enough to fill over 30 Olympic swimming pools, and 778,120 MegaJoules of gas.

The rooftop solar PV installation will provide the greatest overall energy saving and reduce the hotel’s annual carbon footprint by 420 tonnes of CO2. The system will generate over 530,000 kWh per year, which is enough to power a further 60 family homes.

The Crowne Plaza Alice Springs building-mounted photovoltaic installation extended the capacity of the Australian solar industry at each stage of the project, from design through to logistics and


implementation. The 305kW solar power plant is the largest roof mounted solar PV system in the southern hemisphere and one of the largest grid connected solar arrays in Australia.

Achieving this installation in a retrofit situation involved the development of an innovative system configuration that located the system across 13 different array sites, and 5 different electrical marshalling and inverter housing points across the hotel.

Despite the system’s distributed configuration, it is supported by a single integrated data and communications system reporting to an online database. This database informs several other processes and applications around the hotel complex designed to optimize the client’s outcomes in line with their project objectives. Achieving this required the incorporation of wireless, Ethernet, RS485 and field bus protocols in what we understand to be a first of its kind integration.

CAT Projects managed a national public tender process for this project, resulting in a quality outcome and significant cost savings for the client. As project managers, CAT Projects oversaw the work of seven local and national contractors, to deliver the project on time and to budget, for a launch in February 2009.

The photovoltaic installation’s inclusion as part of a wide-ranging and strategic power, gas and water efficiency program across the hotel underpins the project’s real and meaningful impact on the hotel’s carbon emissions.

BackgroundThe Crowne Plaza Alice Springs (CPAS) 305kW building mounted photovoltaic system is part of the hotel proprietor Invest North Pty Ltd’s (INPL) ongoing commitment to developing the resort as a sustainable user of power and water through employing technologies appropriate to its arid Central Australian setting.

INPL acquired CPAS in 1992, and recognised the obvious potential of its multiple north-facing roof surfaces for mounting a solar generator. This project

Dual Channel Temperature Data Logger

Inside & Outside Inlet & Outlet

Before & After Fridge & Freezer

T-TEC 7-3F Dual channel data logger with display that alternates between the 2 channels

10,500 logs for each sensor Range: -40 +85°C

Both curves appear on same screen Operated by the T-TEC software with features like zoom, plot and statistics

Temperature TechnologyTel: 08-8231 1266 Fax: 08-8231 1212

email: sales@ t-tec.com.auwww.t-tec.com.au

Available from refrigeration wholesalers

In November 2007 the INPL, engaged consultants Energy Focus to conduct a detailed energy audit of the entire CPAS complex and to provide an itemized

list of the various measures that could be undertaken to increase the energy efficiency of the complex. Wide ranging recommendations are being executed through an ongoing program, with the completed photovoltaic generator a high profile centerpiece of this work.

CAT Projects was engaged in April 2008 to manage the process of realising a large scale photovoltaic installation from inception onwards.

CAT Projects promoted the inclusion of the CPAS installation as one of Alice Springs Solar City’s Iconic Projects – which made the project eligible to apply for partial funding from the Australian Government’s Remote Renewable Power Generation Program (RRPGP,) administered by the Northern Territory Government.

INPL’s priority in installing the photovoltaic generator was to achieve an efficient and significant reduction in the greenhouse gas emissions associated with energy

was an initiative of proprietors INPL in conjunction with appointed managers Intercontinental Hotel Group Pty Ltd (IHG.)


use at the hotel. Through the strategic application of data and communications technology, CAT Projects have achieved additional objectives for INPL, namely enabling remote assessment of system performance and load demand trends, and demonstrating the operation of the system through establishing engaging data visualisation for hotel patrons and the public.

ImplementationCAT Project’s development of the CPAS installation from inception involved a detailed assessment and scoping process as part of the RRPGP funding application. The RRPGP application is attached to this report, as Appendix 1.

Through this process CAT Projects conducted an assessment of existing infrastructure, and identified the system configuration that would accommodate an installation of the scale requested by the client. This solution involved an innovative system configuration spanning 13 different array sites, and five different electrical marshalling and inverter housing points across the hotel buildings.

Array sites were assessed for their power generating capacity under the various environmental conditions.

CAT Projects managed the certification process relating to this configuration, to conform with relevant legislation. CAT Projects also carried out a detailed assessment of CPAS’s existing electrical infrastructure and conducted an evaluation of the system’s capacity to accommodate the large scale solar generator.

Design SpecificationCAT Projects’ high level system design specified a framework that would realise INPL’s requirements to retrofit a large scale generator to the CPAS in an innovative way, while allowing tender applicants to leverage their individual products’ advantages.

This specification identified the approximate size of the system (kW capacity,) array and electrical component locations, minimum photovoltaic and inverter requirements, wiring requirements, roof mounting and array frame requirements, and connections to the existing electrical infrastructure.

Technical DetailsPhotovoltaic Modules: The final system design involved the installation of 1,326 SunPower 230W high efficiency monocrystalline panels.

This technology is especially suited to the application, due to the lower roof surface demands of the high efficiency panels. Compared to other crystalline PV modules, SunPower 230W panels have a favourable temperature coefficient, making them particularly appropriate for a Central Australian application.

Inverters: 52 SMA Sunny Mini Central 6000 inverters were installed in the project, each connected to a maximum of 6kW of photovoltaic modules, and outputting 240V AC electricity to the hotel’s supply at an average efficiency of 95%.

Array mounting system: Panels were secured using the Alzone Array Mounting system. This system is rated for Alice Springs’ Zone A wind loading classification, with roof penetrations protected by a rubber boot and weather resistant rubber sealant.

11 000 fasteners were used to mount the PV system to the existing roof structure, and the system has performed faultlessly through several recent in heavy storms.

Project Annual savings Co2-e Total Cost status

Elec MWh/yr Gas Gj/yr Water kL/yr Tonnes/year $(k)

Pool Heating - 365 - 35 $25 Complete

Air-Con Control 340 - - 238 $66Installation Commences August 2009

Lighting Control Upgrades 30 - - 21 $13 Complete

Lighting Upgrades 370 - - 265 $55 Complete

In Room HVAC Control 303 - - 241 $137 Complete

Jemflo Water Control - 778 18000 70 $40 Complete

Hotwater Replacement - 2300 - 150 $285Installation Commences August 2009

Solar PV System 504 - - 353 $3,084 Complete

Total 1547 3443 18000 1373 $3,705

% Reduction 40% 59% 23% 43%

Crowne Plaza Alice Springs Sets Green Benchmark for Australian Businesses (cont’d)

Communication and Data systemImplementing a single automated data and communications system across the installation’s distributed marshalling points required an innovative integration of wireless, Ethernet, RS485 and field bus protocols. CAT Projects specified the high level requirements for this system.

Load and photovoltaic system performance details are monitored by the installation of 5 Class 1 ION 6200 meters, and one Class 1 ION 7500 meter, to monitor power quantity and quality variables.

This information is relayed to a web-based data storage system able to communicate with various applications – including remote system management and load trend assessment access for hotel management based interstate, and a real time animated data visualisation display broadcast via the hotel’s closed circuit television channel and also accessed at the Sustainability Corner in the hotel foyer. n

We would like to thank Daniel Phillips, Area Chief Engineer at IHG for his assistance with this story.


When most people think about security in buildings or facilities they often think of security guards, CCTV cameras, access control cards, keys and ID badges. All of these security measures can be effective in supporting security. However, the level to which these type of measures are relied on can be affected by the level of security offered by the basic design of the building. In other words, if the design of the building is inherently secure, then less reliance may be required on additional electronic, physical and procedural security measures.

Security Add- OnsWhen a building or facility is being designed, security is generally not the first consideration, unless the facility is a prison or a bank. Security is often not considered, at least until the architectural design is completed. Whatever security ‘holes’ are left by the design are then dealt with, generally with electronic and physical security measures that are ‘tacked-on’ to patch the problems. In some cases, security holes created by the design aren’t recognised until the building has been built and occupied, which impacts on cost, and it is generally too late to correct other than by tacking-on further security measures.

In some cases add-on security measures can be effective in patching a hole in security. However, design issues can present

Security in DesignBy SIMON HENSWORTH BSc (Security Science), (ICCP-Advanced), GHD Pty Ltd.


on-going problems regardless of the addition of security measures. Adding security measures to support a non-secure design can be an on-going, frustrating and expensive exercise due to the incompatibilities, compromises and inappropriate use of technologies.

Security in DesignThe design of a building or facility can contribute greatly to the security of people and assets in and around a building. It can also contribute to the building’s occupant’s perception of their own safety, freeing them from fear and distraction from their work or activities. Design strategies can assist in managing many potential issues including: unauthorised access, break-and-entering, armed hold-up, theft, internal theft, fraud, graffiti, vandalism, workplace violence and assault.

CPTED CPTED (Crime Prevention Through Environmental Design) is based on embedding safety/security into the built environment. CPTED suggests that opportunities for crime can be reduced by maximising opportunities for Natural Surveillance, Territorial Reinforcement and Natural Access Control to raise the risk perceived by would-be-offenders.

Natural Surveillance is about maximising opportunities for surveillance by authorised users of the space. This can have several beneficial effects. It contributes towards authorised user’s perceived safety and increases risk perceived by intruders, because they feel more likely to be seen, challenged or caught. Maximising Natural Surveillance can reduce the necessity for electronic surveillance (CCTV). Maximising Natural Surveillance can also assist electronic surveillance by providing clear, open views.

Territorial Definition is about facilitating ownership of defined spaces, ensuring that users of a space are given clear indicators of what is public space, semi-private space and private space, and providing indicators of what are the desired behaviours permitted in each space.

Natural Access Control is about limiting or deterring admittance to spaces. This can be achieved in numerous ways, for example: channelling users of a space into areas (or thoroughfares) with good Natural Surveillance, using elements of the built environment to act as barriers and limiting the number of entry/exit points.

DIDDefense in Depth is another security concept that can enhance built-in security. The Defense in Depth concept suggests that security should not rely on any one security barrier/measure. For example, compromising one barrier (or security measure) should not provide an intruder with access to an entire facility. Rather, Defense in Depth suggests that security measures should be layered in succession, with most critical assets being located centrally to provide maximum protection.

Benefits of Built-in SecurityIf security is considered early in the design stage, it is possible to identify potential issues that could save a lot of money, time and

effort by avoiding on-going security measures to fix problems after a building/facility is established. A simple example is the removal of unnecessary doors. A door does not require a reed switch alarm, access control reader, CCTV monitoring, procedural-lock-up by a guard etc, if there is no door in the first place. Further, intruders cannot use a door as a point of entry if it does not exist. Non-essential doors or poorly located doors can create security problems that could be avoided simply by removing or re-locating a door in the design stage of a building or facility. Significant savings can be made by removing the necessity for (or reducing the numbers of) CCTV cameras and digital-storage space, electronic access control points and numbers of guards or patrols etc, not to mention on-going costs associated with issues like internal theft, robbery, vandalism, graffiti removal, compensation claims or litigation, and maintenance of systems equipment.

End NoteAn early minor investment to ensure security issues are identified and considered during the design stage of a building or facility can improve the quality of life for a building’s occupants, minimise frustration, minimise loss and provide significant savings in the life-cycle cost involved with the management of a facility.

Before undertaking any activity related to this article, it is recommended you consult a licensed Security Professional. n

About the authorSimon is a Senior Security Professional with global engineering consultancy GHD based in GHD’s Perth Operating Centre. Simon has a Bachelor of Science Degree in Security Science from Edith Cowan University and is an ICA (International CPTED Association) certified CPTED practitioner (Crime Prevention Through Environmental Design). Simon has provided security solutions for many clients with major assets in Western Australia. Simon is involved in all aspects of security, security technologies, promoting security and security awareness.

Simon Hensworth BSc (Security Science) (ICCP – Advanced), GHD Pty Ltd

T 61 8 6222 8640, E [email protected]


Why have an Asset Management strategy? Or maybe the question is, what

is a Asset Management Strategy? We all have strategies of some sort in our business environment. The old adage of “if you fail to plan you plan to fail“ could equally apply to the concept of strategy. If you don’t have a strategy your strategy will fail. There are many different approaches to maintaining a facility, but generally each approach impacts on a few basic areas such as cost, sustainability, performance and compliance.

So what is a strategy?

Strategy is a collection of decisions that detail the company purpose, goals, and objectives. Strategy reveals the policies and plans for achieving those goals while defining the resources needed, such as the economic and human capital the company intends to use, the nature of the contribution financially, other non-financial contributions it intends to make, and a time-frame in which the strategy is intended to be achieved.

There are many different definitions of a strategy and many objectives within a strategy, with no single definitive answer. A short-term strategy could be likened to the tactics employed by a coach to overcome the challenge from the other team, within the overall strategy of how they may be more successful in the future. We see this

Developing an Asset Management Strategy

By BruCe ChAPlin Director, FM Essentials developers of fmXpert Asset Management software

in tactics during a game, tactics employed when developing teams for the future, and tactics utilised for the organisation to align itself with sections of the community. All are important but can be conflicting if you are only focused on the short or long term objective. We need to have a strategy that provides a successful outcome for both short and long term objectives, and in our example’s case, we need to have some wins on the way to the premiership, while still adding value to the membership and community.

Strategy is best described as multi dimensional. It is made up of process, content, context and purpose, each of which can be further broken down into sub sections, with opposing tensions. Strategic thinking, strategic formation and strategic change are not separate subjects but are different aspects of the strategic process, which are strongly linked, because a particular view on one aspect will have a consequence for the other related aspects.

What is in a Strategic Asset Management Plan?

The plan should contain a clear vision statement for the asset management team of one or two sentences, as well as a list of the values held by the team, a description of the purpose of the asset management strategy, an explanation of how the asset management team determined the strategy, what process was followed and the decisions made. The plan needs to contain

the asset data, budgets and resources that are impacted by the asset management strategy, and the plan should also list the one, five and ten year objectives and targets for your assets

So where do we start for an Asset Management strategy?

When I start any type of strategic asset management workshop, I always like to start with the organisation’s vision and values. This provides a good starting point that is already agreed within the organisation. Also, if you link your asset management strategy to the organisation’s vision and values, you are able to demonstrate to management how your strategy goals fit with the organisation’s goals, and you then have less difficulty in obtaining management approval or agreement for the proposed strategy. If you don’t have a company strategy then you have to start from where you think the organisation is headed and develop a vision and values that reflect the current work place. The outcome of this part of the process is to develop an asset management vision and values statement, which can be used to underpin the decision making process of strategy development.

Once the vision and values are agreed, the process is to get the asset management team to provide some ideas of how to meet the agreed vision and values and goals and objectives with respect to the asset management process. These ideas


will be assessed and decisions made on the ability of each idea to meet the stated objectives and goals, how the idea would be implemented and what impact would it have on the business performance, maintenance team, asset performance and maintenance budget. You would also need to determine what impact the change might have on the business and the maintenance team with considerations such as whether the business or maintenance team cope with a revolutionary change, or will it need to evolve over a period of time.

With the overarching guidelines in place, you can start to tackle some asset management rules. Firstly you need to determine what is an asset, and to do this you need to consider what attributes assets have. An example of asset attributes are its physical characteristics, its value, whether it has compliance requirements, whether it is a safety aid, and so forth. You then list the types of assets that have these attributes.

Once you determine what you consider an asset, you need to prioritise your assets, If you had unlimited time and money, you could fully manage everything, however with limited or reducing budgets you need to decide each asset’s strategic importance to the organisation. This includes priorities of assets which are fully maintained and replaced before breakdown, and assets that will not be maintained and just replaced after failure. These decisions will be made with consideration to the asset management vision and values, goals and objectives, compliance and safety requirements, and environmental and sustainability objectives.

After prioritising the assets, you need to determine what information is necessary to manage them in accordance with that priority. There are many details that can be known about an asset. In the workshops I have conducted, some participants have listed over 50 different details which can be known about an asset, and the cost of collecting and maintaining all this information may outweigh the benefit of the knowledge. The trick here is to know just enough about each asset in order to maintain it to its level of importance.

Next, you determine the maintenance needs, frequency and lifespan. This information can be obtained from

maintenance standards, manufacturer recommendations, organisation standards or even current experience.

So now you have determined what our assets are and what details you need to know about them, the next item to tackle is collecting the asset data. Here you have a number of issues to resolve. Where is the data currently, how do you collect the data needed? Where will the data be stored once you have it? How will it be maintained?

Generally most organisations have some asset data or at least an asset register, the register is a good place to start. I then get the team to review the existing data and do a gap analysis and decide how they will gather the data needed. It is important to consider the following before collecting the data. Are you going to tag the asset as you collect the data? Who is going to collect the data? What format are you going use for the collected data? Where is the data going to be stored?

As a guide, I suggest that each asset is tagged with a unique ID.

Collecting data can be costly, so be sure of what you are collecting. One client undertook an asset audit of 100 sites at the cost of $150K to be left with a list of assets that had no naming convention. They could not tell if one type of machine was the same type as another, as they had different local names or because the data had been recorded differently by different auditors. (For example, is it a shovel or a spade, a water pump or a pump for water?) The result was to redo the whole audit. But before the auditors were sent out again, I developed a catalogue of equipment for each auditor, so they could note the correct asset type for each asset. I also recommended they take a photo of each asset so that the data could be checked quickly without a return visit.

Data storage is dependant on who needs access to the data and the method of collection. I have seen many methods of storing data from rooms filled with folders, massively complex spreadsheets, to fully functional database systems. Usually when I’m conducting theses workshops the client has already purchased our asset management system fmXpert which will be used to store the asset data so the

requirements are clear. If you’re not going to use asset management software, then be careful how much effort you expend in collecting data. Large spreadsheets have no validation (ie: no ability to ensure the information entered is consistent causing reporting errors) and can become unusable very quickly. Folders can be found but can be very difficult to update. Folders can also can get up and move around, and you can therefore never be sure if the page you’re looking at is the latest version of the information you need.

In Summary:

Asset Management strategyAlign your Asset Management •Strategy with your organisation’s vision and values.

Workshop Asset Management Team •ideas and assess their worth and impact on business performance.

Asset Management PlanDetermine and prioritise your assets.•

Determine the information necessary •to manage the asset in accordance with their priority.

Determine the asset’s maintenance •needs, frequency and lifespan.

Determine asset data requirements, •including information integrity such as naming convention, storage, archival, retrieval, and tracking.

And last but not least:

Strategies are not forever. Because the world changes, strategies need to be continually reviewed and updated. The most successful organisations are ones that keep their strategies in the forefront of their staff minds. n


The Air Conditioning, Refrigeration and Building Services exhibition (ARBS 2010) returns to Sydney from

12-14 April. It provides those working in the building services industry a chance to see hundreds of exhibitors, the latest innovations, network with thousands of peers, and attend a range of seminars, workshops and panels, all under the one roof at the Sydney Exhibition and Convention Centre.

Each show, exhibition manager Sue Falcke manages to create a unique, refreshed, event, and this year the inaugural ARBS Industry Awards has been added to the exhibition.

“The Awards will showcase outstanding achievements across a range of categories, from young achievers to product and service excellence to sustainable solutions, leadership and education.

“It’s an opportunity to recognise the integrity, expertise and success of individuals and companies in the heating, ventilation, air conditioning, refrigeration and building services industry,” said Ms Falcke.

A comprehensive three day seminar program, which will run alongside the exhibition, will host a number of international speakers, as well as leading minds from Australia.

Sue Roaf, author and Professor of Architectural Engineering at Heriot Watt University and Visiting Professor at the Open University, will stimulate thinking on the process of why and how to reposition buildings and their services in the emerging markets for more resilient buildings.

ARBS 2010 –Explore the premier building services exhibition

“Global markets in the building industry are in turmoil after being hit by a perfect storm of economic instability, rising energy prices and a changing climate. In this environment it is important to use sense and science to help us reposition ourselves in the rapidly and radically changing markets,” warns Professor Roaf.

In this gloves-off talk, she will discuss the nature and the scale of the problems we face from climate change, together with solutions that designers and industries can begin to work with as they re-position themselves to survive and thrive in the future.

The highly respected Bill Bordass from the UK Usable Buildings Trust will join the program live by video link to address the disparity between accepted truths, universal beliefs and the actual science of buildings, energy and carbon.

One of Dr Bordass’ passions is investigating why design intent is often so different from reality. He argues it’s not only up to the design and construction industries to solve the problem, but that it’s just as much about the occupiers – what they do and what equipment they bring in.

“In many commercial buildings, heating and cooling aren’t necessarily the main energy users,” he says. “Other end uses often dominate the carbon footprint.”

In his presentation, Dr Bordass will dispel some of the more common myths, and help attendees discover the real interrelationship between buildings, energy and carbon, and possible ways to move forward.

“The answers are surprising, but straightforward,” he said.

The seminar program will also feature a host of practical topics including:

A contractors guide to handling payment •problems

An update on the upcoming new legislation •on Occupational Health and Safety

A look at the potential role of solar air •conditioning in Australia

How design teams can address common •challenges in increasing the sustainable performance of existing buildings

An insight into Soft Landings, an acclaimed •new process that helps low energy design aspirations become a realityNavigating the regulatory environment for workers and companies in the air-conditioning and refrigeration industry

The use of energy modelling or energy •simulation throughout the building design and construction process

How to establish a comprehensive •commissioning process to ensure HVAC&R systems are designed, installed, tested and set up for maximum efficiency within changing building environmental management needs and seasonal fluctuations

The general principles of cogeneration •technology, the products as applied to specific climate conditions, the barriers to optimal efficiency and where this technology will take us in a carbon constrained future

Navigating the energy efficiency provisions •under the changes to Section J of the BCA, which come into effect May 2010.

Simple, effective ways to reduce energy •consumption in new and recommissioned buildings.

Ms Falcke advised that some seminars will be free of charge, while others will have a nominal registration fee. Entry to the exhibition is free. For further details on the seminar program visit www.arbs.com.au n

ARBS at a glance

When: 12-14 April, 2010

Where: Sydney Exhibition and Convention Centre Darling Harbour

Registration: Visitors to the exhibition are encouraged to pre- register online to avoid queues on the day. Visit the website now to register online.

Info: www.arbs.com.au


AIR POLLUTION AND HEALTHEight years after the devastating September 11 attacks on New York City’s World Trade Centre towers, questions linger concerning the long term health hazards presented by airborne particulate matter generated at the time. Similar questions arise following the recent dust storms that covered much of SE Australia in our own September event not to mention the airborne impact of this year’s appalling bush fires in Victoria.

So what are the human health effects of breathing fine particles? The answer is still unresolved but there is considerable anecdotal evidence that increases in heart and lung disease result and there is little doubt about respiratory problems as a consequence (5000 fire fighters developed respiratory problems and 500 of them took medical leave after the twin towers event).

For the indoor environment, health effects vary but are greatly reduced with the use of good quality filters at air handling plants. Filters of class F5 (AS 1324 Part 1) are relatively inexpensive, may be long lasting, yet are able to trap respirable particles including those containing bacteria.

AIR POLLUTION AND HEALTH OF COOLING TOWERSA special focus of this article is the effect of elevated concentrations of airborne particulates upon cooling towers which inherently act as air scrubbers. Airborne particulate matter is thereby concentrated in the basin water and they may circulate around the system as suspended or dissolved solids, or may settle out as sediment in the basin or elsewhere.

In cooling water applications, sediment is any visible particulate matter found in the system. It comprises insoluble matter, including inorganic materials such as clay, silt and sand, and organic materials such as loose algae or decaying plant matter. Sediment accumulates in areas that are stagnant, eg system dead legs, or that have prolonged water retention, eg low water velocity areas such as basin corners.

An extensive government sponsored field study of Legionella colonisation and growth in 84 cooling water systems located in Adelaide and Melbourne found that:

Significant increases in • Legionella populations in operating systems occurred only after a dormancy period of several days following prolonged operation

The fill packing was a poor niche for colonisation; • Legionellae were rarely detected in this part of the system even though counts in other parts of the system, when shutdown, were significant. Legionella populations are sensitive to desiccation and in cases where the fill becomes dry it is likely that conditions prohibit their survival (not withstanding this finding, maintenance of fill packing in a clean condition is obviously essential for uniform water and air flows, absence of channelling, and for efficient heat transfer)

Legionella• counts significantly higher (by 2 logs) than those in the circulating water were recorded in sediment samples (taken from system dead legs) and from biofilm samples (taken from surfaces in condenser water boxes).

It appears that Legionella derives benefit from attachment to sediment (and solid surfaces) in aquatic environments via nutritional accumulation in the biofilm on these particles.

BIOFILMHigh levels of airborne particulates may support biofilm development in open water systems.

Dust Storms, HVAC and the Facility ManagerBy CliVe BroAdBenT AM, fieAust, l.AirAh


What is biofilm? It is a surface layer, only microscopically thick, comprising bacterial cells and the goo they secrete. The goo – or, more precisely, the extracellular matrix – holds micro colonies of bacteria together. A biofilm comprises countless groupings that are separated by open water channels, much like a planned city with individual suburbs, containing communities of people and activities, separated by green belts.

Dental plaque is one form of biofilm as also is the plaque (biofilm) implicated in heart disease. Biofilm forms on contact lenses; these slime-enclosed communities of microorganisms can cause corneal infection in wearers. Biofilms in industry hasten corrosion of metal pipes. It is now realised that biofilms also impact adversely in oil recovery rigs, at ship hulls, in drinking water reticulations, in paper manufacturers, in medical implants, etc.

Two key components of biofilm formation are:

surface area, allowing adhesion of bacteria•

moisture.•

Multiplication of bacteria in biofilm at practical piping systems depends on

carbon, the main food source•

availability of nitrogen and phosphorous to support growth•

temperature (determines the type of bacteria most adapted)•

hydrodynamics of a piping system (low flow or stagnant •pockets)

effectiveness of challenges such as disinfection or physical •removal.

The process that leads to increases in bacterial growth depends on a loss of disinfectant residual and accumulation of sediment and debris. With bacterial cells escaping from biofilm (sloughing) due to water velocity, any increases in bacterial counts at biofilm soon become apparent within the recirculating water. In the case of cooling towers, such escaping bacteria may include Legionella species (as the water temperatures generally found in these systems favour growth) which may be emitted from the tower as drift and so pass further along a potential chain of transmission leading to human disease.

SURFACE AREAReturning to the key component of surface area, and the observation that bacterial cells are most often found attached to surfaces, it is apparent that collections of foreign matter within a system potentially increase the opportunities for bacterial attachment. Individual grains of silt, when in abundance, may total a very large surface area so presenting ideal conditions for substantial growth (many satellite communities) and so present a burden to normal water treatment approaches. Even the microscopic water channels between bacterial communities are significant as they provide the means of circulating nutrients as well as exchanging metabolic products around the wider bulk water system (re-seeding).

Biofilms are persistent. They do suffer from stresses (such as temperature changes or increases in disinfectant strengths) but


are tolerant and therefore rarely removed completely. It is important to ensure that biofilms, if present, are controlled.

SOIL AMOEBASA further opportunity for growth of Legionella within open water systems is by its unique ability to act as a parasite for certain protozoa and grow intracellularly. Legionella cells may then burst from the host cell (lysis) in a mechanism not unlike that presented to the ancient city of Troy with the Greek gift of a Trojan horse.

The protozoan groups include soil amoebas able to act as hosts for Legionella multiplication. Soil amoebas, or their cysts, may be carried in dust storms.

It is incumbent therefore on owners and managers of cooling towers to recognise that, although cooling towers are inherently highly efficient heat rejection devices, they may also present a health hazard due to their characteristics:

intake of water (containing low counts of microorganisms so •seeding the system)

intake of air (with particulate matter, nutrients and •microorganisms including soil amoebae)

warm, wetted surfaces presented to sunlight encourage •algal growths (nutrients from algae provide a food source for Legionella)

variations in water velocities may create stagnant or low flow •areas favoured for biofilm development

operational features such as intermittent operation or operation •of duty/standby pumps may dislodge biofilm.

A CLEAN SYSTEMEnsuring a system is clean greatly reduces the opportunity for bacterial multiplication and the potential for disease.

When airborne pollution levels are elevated, as may occur during a dust storm or bushfire, attention to the cleanliness of a system becomes imperative. A clean system ensures the amount of surface area for biofilm attachment, as at sediment, is minimised. A clean system also provides the basis for effective disinfection strategies. A well-known edict in hospital applications is to clean an item before disinfection. To clean and then provide disinfection is mandated in some codes of practice for Legionella control at cooling towers. Only when a biocidal agent (disinfectant) is able to make contact with the microbial target is it then able to remove those microorganisms from becoming pathogens.

Solids entering a water system may continue in suspended form called Total Suspended Solids. Excessive suspended solids provide surface area for biofilm attachment and may settle and interfere with heat exchange performance. Dissolved solids, called Total Dissolved Solids, similarly need to be controlled as they may precipitate out of solution forming scale and sludge.

Physical cleaning is the traditional method of breaking down biofilms in cooling water systems. Emerging technologies include use of enzymes to break biofilm linkages. However, induced breakage of biofilms by appropriate means is essential for the effective use of biocides. An extreme level of biofilm (biomass) is

unlikely to be overcome using only shock treatment with biocides. Although a temporary effect may result, without the combined treatment using both cleaning and biocides, the microorganisms will be back on surfaces within a short time (say, one week).

FACILITY MANAGER RESPONSEAs a suitable response to extreme weather events, a building facility manager should review the condition and type of filters at air handling plants; and at cooling towers:

bring forward scheduled cleaning events•

check for fill clogging•

clean tower basin screens•

check tower sprays for even distribution•

ensure wet areas exposed to sunlight (eg top decks) are •covered

check pump inlet strainers for foreign matter that may have •collected (and drain the strainer basket area as it may act as a deadleg)

ensure disinfectant residuals are maintained (oxidising •chemicals such as chlorine or bromine may need to be increased in concentration)

ensure at least one biocide in use has proven efficacy against •common protozoa

ensure at least one biocide in use has proven efficacy against •Legionella

ensure TDS values are held at normal levels representing, say, •6 cycles of concentration

with cooling towers located indoors, consider introduction of •air filtration to the plant room (proven to be highly effective at many sites in Sydney and Melbourne)

consider introduction of water filtration not only to reduce •levels of suspended solids but also to reduce the quantities of chemicals dosed into the system

maintain all mechanical services plant in a clean condition; •this includes the dosing equipment, electrical devices, switchboards, air handling plants, chillers, pumps, valving assemblies and plant room floors and bunds.

Extra care and attention to plant is needed following special ambient effects such as bushfires, dust storms or nearby building demolition activities. This immediate attention needs to be followed with both air and water management strategies including maintenance of good quality air filters and, at cooling towers, use of dual biocides and/or the continuous presence of a disinfectant residual to provide an ongoing suppressive effect. n

Clive Broadbent is a Canberra based consultant specialising in Legionella risk management investigations. See www.broadbent.com.au.


Building owners and senior management have been aware for some time of the impact of

increasing regulatory and corporate governance requirements on the operation of their organisations. In answer to this, managers require sophisticated management reporting and controls to ensure they can meet corporate governance requirements, provide answers for their stakeholders and be seen to be adding value to their organisation.

No longer restricted to the domain of the annual report, hotel managers and senior management rely on Balanced Scorecard or Executive Dashboard approaches to ensure that organisational objectives remain on track. In case of the Balanced Scorecard approach, organisational objectives are impacted by the identification of Critical Success Factors, which in turn are impacted by the performance of lead key performance indicators*, or KPI’s.

In the meantime, many building owners and hotel mangers are looking beyond capital gains and leasing income, to realising additional income from the provision of value-added services for their stakeholders and tenants. These services also require more sophisticated reporting and controls to ensure these returns are maximised. These reporting and control measures again drill down the utilisation of such things as Service Level Agreements, and KPI’s.

In addition to this, recent legislation requiring accountability from building owners and hotel

Effective Contract Management Ensures Statutory ComplianceBy dereK hendrY

managers regarding essential safety measure compliance has had a major impact on the property and facilities management sector, and places greater emphasis on the use of effective and efficient reporting and controls. Since many organisations choose to outsource their maintenance (or part thereof) and essential safety measure compliance obligations, contractual arrangements and the KPI’s listed within them become increasingly significant.

Much study has therefore been devoted to the development of meaningful contracts that utilise KPI’s as a means of stating required outcomes that are attuned, ultimately, to organisational objectives. In the contract development process, KPI’s are chosen

because of their ability to impact positively or adversely on these objectives, and these contracts usually provide incentives for desired results, and punitive measures for failure to meet specified performance targets. These KPI’s include essential safety measures, since these definitely impact adversely or positively, on organisational objectives.

However, just how effective are these contracts and the compliance KPI’s contained within them, if there is no real resolve for senior or middle management to measure them?

My staff have come across many instances of missed essential safety measure testing


or maintenance calls, and we suspect that this might be because the contractor effectively controls the paperwork.

We find instances where the contractors sign the essential safety measures reports and maintenance contracts, knowing that the organisation does not have the management resources to provide effective controls over the enforceability of KPI’s. The punitive measures that would theoretically be utilised in ensuring the desired contractor performance results do no happen, and the contractor is paid for work that is not done.

In these instances we find that while it might be efficient to develop a contact that states all the relevant requirements and identifies the KPI’s, it is not in itself an effective means of ensuring compliance. In short, we find the effective contracts are those that are enforceable.

Some smaller organisations do this by maintaining their own spreadsheets or paper-based system of reporting and controls which they have to reconcile with the contractors records, but many find these systems quickly become unworkable when the property portfolio extends beyond one or two buildings.

My staff are exposed to our clients outsourced maintenance control systems/products/solutions on a daily basis. In the main nearly all are labour intensive and do not confirm that the job is done. These solutions, in the long term are unsustainable and they do not close the loop and protect the client (bulding manager).

We find that our clients need a system that:

Ensures these KPI’s are being met•

Monitors the efficiency and effectiveness of service delivery,•

Provides the documentation necessary to verify it.•

And effectively brings the document ownership and control •back to the client, not the contractor.

In relation to this, we have noticed a significant number of our clients requesting us to fall in line with a new system they have commissioned, called Verified.

Verified provides an overlay over existing systems, that produces electronic media from the written word. This liberates the information so that it can be measured and managed. This effectively removes the client’s reliance on the maintenance service provider’s documents as a means of processing information.

The information is then made instantly available via the Verified website; including an actual image of the original test sheets. Business rules can be applied to provide automatic notifications and alerts should items fail to comply.

Implementation of Verified has demonstrated an increase in compliance across many maintenance processes such as fire safety measures, testing and tagging of leads, security, general site management reporting and many other paper-based reporting processes, since the delivery process becomes transparent.

Just as important, the Verified system provides contract KPI enforceability, and gives control of the documentation process back to the client. The building owner and hotel manager not only have the documentation proof of compliance they need, management can utilise and additional option called Verified Dashboard to monitor contractor performance. Clients appear to value this option because it ensures they do not pay for services not performed.

It is tools like these that ensure transparency and accuracy up and down the management chain, and assist the breaking down the information silos inherent in many organisations. They provide an excellent management tool, since they offer a vital link in the loop of defining goals – developing the plan – selling it to the stakeholders – executing the plan – and review, as they provide the feed-back necessary to further redefine the goals.

And finally, building owners and managers can rest assured that the contracts that govern the outsourcing of their compliance obligations are effectively managed, because they have a system that ensures the contracts are enforceable, with documented evidence to prove it. n

(* Lead key performance indicators are those events happening in the present that will impact on an organisations performance. Lag indicators on the other hand, provide only historical data. A monthly report for example, is a lag indicator.)

The Hendry Group pioneered the private certification of building approvals in Australia. Derek’s nationally based Group (includes Essential Property Services) provides building control and essential safety measures audits. The Group’s monthly e-newsletter can be viewed on www.emau.com.au and BCA Illustrated (BCA Online with 3000 illustrations) on www.bcai.com.au.

Effective Contract Management Ensures Statutory Compliance(continued)


Employers are faced with obligations to manage work-at-height issues in the workplace. This may require formal assessment to determine which approach to height safety is best for your needs, and what solutions from the available range are appropriate. The following article provides practical design advice in accordance with WorkSafe Victoriaís guidelines, but also reads as interesting background for those in other states.

Items of plant/equipment that could lead to a fall of more than 2 metres, even those mounted at ground level or below, are now required to be designed so they can be

safely serviced and maintained. Maintenance must be able to be safely conducted on such things as items of roof-top plant (exhaust fans, air-conditioning, solar panels, header tanks etc.), skylights, high-level lighting, security cameras and building perimeter guttering.

In 2007, the Prevention of Falls Regulations were amalgamated with other Victorian regulations to form the new Occupational Health and Safety Regulations 2007. Under Part 3.3, employers are obliged to ëidentify any task that an employee is required to undertake at a workplace that involves a fall hazardí and ensure that where there is a risk of a fall, that risk is controlled.

The OHS Regulations prescribe a hierarchy of risk controls from 1 to 5, with Option 1 nominated as the best or preferred approach.

Option 1: Arrange for the task to be conducted at ground level, or on solid construction

This option is best implemented at the design stage of building construction, when it is still possible to construct plant rooms at ground level, or to position items of plant on solid construction away from a roof area or exposed edges of the building. Similarly, roof safety for gutter maintenance can be improved at building design stage by designing the roof membrane to slope inwards, so that future gutter maintenance tasks will not put the roofing plumber at risk of a fall.

Height Safety By Design By BRUCE HAINES, Noel Arnold & Associates

Option 2: Install passive fall prevention devices such as guard rails, a temporary work platform or roof safety mesh

If Option 1 is not practicable, then Option 2 should be implemented. This option is also best accomplished during the design phase of a building, as protective parapets and safety guard rails can be designed to form part of the building - to minimize their visual impact in the appearance of the finished structure. Alternatively, permanent lightweight guard railing can be retrofitted to existing buildings, custom-built to provide risk control around specific items of plant. Guard rails, fixed ladders and work platforms should be designed and installed in conformance with the requirements of Australian Standard AS 1657. Option 2 also includes the use of temporary scaffolds and elevated work platforms such as boom-type elevating work platforms, ëscissor liftsí and ëcherry-pickersí for the less frequent periodic maintenance tasks and monitoring activities at height.

Option 3: Use a work positioning system such as an industrial rope access system or a travel restraint system

Option 3 involves the introduction of an industrial rope access system or travel restraint system that has been designed and installed to met the requirements of Australian Standards AS 4488 and AS 1891. When using one of these systems a worker must always wear an approved safety harness connected by rope to a certified safety anchor system. Industrial rope systems are visually less intrusive than guard railing, they are relatively inexpensive and are easy to install. One disadvantage of these systems is that the workers using them must undertake training

in their application and use, to be aware of the limitations and risks they present. Also, there is an obligation on both the users of these systems and building owners to conduct periodic inspections of all fittings and fasteners.

Option 4: Put in place a fall-arrest system (e.g. industrial safety net, a catch platform or safety harness system)

Option 4 involves the use of an industrial rope system that includes provision for a fall from height incident. Shock absorption is built into this fall-arrest system to protect the user, typically by allowing for a stretching or unravelling of one or more of its components. As a consequence, allowance must be included in the design of the fall-arrest system for the increased length of connecting parts under a fall situation. A major consideration in the selection and use of a fall-arrest system is the need to establish and promptly implement an emergency rescue plan for the event of a fall ñ as there could be as little as 20 minutes from the time of the fall to achieve a successful rescue.

Option 5: Use a fixed or portable ladder

Option 5 refers to the use of a standard ladder (step ladder, extension ladder or fixed ladder) for work at height. Use of a rung or step ladder to work from is considered to be the last option and should only be considered if options 1-4 cannot be

implemented. This option is discouraged unless the work height is less than 2 metres from support level, or some additional means of fall prevention is introduced, such as a permanent ladder tie-off point against the building or other means of lateral stabilisation. If they are to be used, portable ladders should conform to the requirements of the Australian Standard AS 1892. They should be rated to carry 120 Kg, be inclined at an angle of approximately 75 degrees (4:1) when in use and be positioned on a stable, level supporting surface.

The degree of safety that a ladder provides can be improved by combining elements of Options 1-4 in its design. An external safety cage or a vertical fall-arrest cable can be installed with a fixed ladder to improve its safety rating. The introduction of intermediate horizontal work, or rest platforms in the design of an extended fixed ladder can similarly reduce the risks of its use. A portable ladder can also be made safer, by incorporating a work platform with safety railing in its design.

Which fall prevention option is best for our workplace?

The selection of an appropriate height safety work system can only be made once the required work-at-height tasks have been identified and assessed and the conditions and limitations of the associated building or surrounding structures have been inspected and reviewed. n


The vast majority of the total load connected to today’s industrial power systems is inductive and has a low operating power factor. In most installations, low power factor is caused by oversized or lightly loaded induction motors. Other causes of low power factor include: fluorescent and high intensity discharge (HID) lighting, battery chargers, arc welders, induction furnaces, rectifiers and other electronic equipment.

A low operating power factor usually results in poor electrical efficiency; wastes money in the form of increased power bills and places an extraneous

burden on the entire power system.

Power factor fundamentals

The total current required by inductive loads such as motors, transformers, and fluorescent lighting may be considered to be made up of two separate types of current

Active current is the current that is converted into useful work such as turning a lathe, providing light or pumping water. The power produced by this component is the kilowatt (kW) or active power.

Reactive current is the current which energises the magnetizing circuit of these loads. The power produced by this component is the kilovar (kVAR) or reactive power.

The total current is the current which is measured on an ammeter. It is the vector sum of both the active and reactive components. The power produced by the total current is called the apparent power and is measured in kilovolt-amperes (kVA).

Power factor correction

A properly sized capacitor bank offers an ideal solution for improving the power factor of a site. When a capacitor bank is connected to an inductive load, it acts as a reactive power generator locally supplying the reactive current required by the inductive load. In fact, capacitor banks are rated in KVAR to indicate their reactive power generating capability.

Power Factor Correction ExplainedBy sChneider eleCTriC

Capacitor banks are able to perform this function since they draw a leading reactive current which will effectively cancel lagging inductive current. If the leading current from the capacitor banks equals the inductive lagging current from the loads, complete cancellation of the current components occur and the reactive power component will be reduced to zero. This is illustrated in the figure below.

Benefits of improved power factor

Power factor correction can provide financial and technical benefits. Direct financial benefits are attained when the energy tariff structure from the utility is based in KVA demand or if power factor penalty is enforced. Technical benefits like improved system efficiency, release of system capacity, reduction of power losses and voltage improvement may also be achieved.

Reduced power cost

Apparent power (kVA) is considered to be a more accurate measure of a customer’s impact on the network. Therefore a tariff based on kVA will better reflect the costs imposed on the network by users compared to a tariff based on kW.

Power factor correction results in the reduction of apparent power (kVA) consumed by the loads. Hence, consumers enjoy substantial reduction in the kVA demand charge on their utility invoice.

Free up system capacity

When capacitor banks are connected at the terminals of an inductive load, it delivers all or most of the reactive power required


by that load. This reduced the kVA load on the transformer allowing additional loads to be connected to the system without increasing the size of the transformers, switchboards and other distribution equipment. Often, this benefit is enough to justify an improvement in power factor. Especially when the main transformer is running at an overload or close to overload condition.

Reduced power losses

Another benefit resulting in power factor improvement is the reduction in power system losses. Since power losses are proportional to the current squared, and the current is proportional to the power factor, an improvement in power factor will cause a reduction in system losses which then leads to a reduced utility bill.

Schneider Electric’s Varset Automatic Power Factor Correction Banks

Varset is a power factor correction bank that was designed, engineered, built and tested in Australia. It is controlled automatically to supply the right amount of reactive power (kVAR) to reach a target power factor when the load is varying.

Varset comes in a wall-mounted enclosure for ratings up to 104 kVAR and in floor-standing cubicles for ratings above that. It makes use of the components such as, the superior Varplus2 capacitor units, special contactors for capacitor switching, detuned reactors to protect the capacitors from the effects of harmonics, a protective device (circuit breaker or switch) and a Varlogic power factor controller.

Varset is a complete solution for power factor correction ready to be installed and used on site. n

Power Factor Correction (continued)

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The Safety Cooling Tower

The locally designed and locally manufactured new Superchill cooling tower type MPCT (Modular pulltruded cooling tower) is the latest and safest addition to the high quality Superchill

cooling tower range, which includes the German designed Modupol range and the low noise and super low noise fibreglass forced draft towers.

The MPCT tower is a modular tower, with an extremely strong and durable pulltruded fibreglass frame. The basin and fan cowling are made in traditional high quality marine grade fibreglass. The full size removable side panels are made from preformed plastic and are designed for easy removal and handling to allow entire access for cleaning and maintenance.

The panels are very light and small enough for one person to handle without the risk of any injury.

The tower is designed to fully comply with the Australian standards and has the best and most efficient drift eliminators and air intake louvers available on the market.

The air intake lovers are double the thickness compared with most currently offered local cooling towers. This reduces light ingress into the tower basin and helps prevent algae and bacteria

growth. It also reduces water splashing outside the tower and reduces noise level.

The best fill for this tower is the high quality 2H plastics cooling tower fill called Sanipacking. (see www.sanipacking.com for more information) This fill is arguably the safest cooling tower fill available. It is made from moulded polypropylene (PP) and treated to prevent bacteria growing on it’s surface. To distinguish this high quality fill from normal fill the colour of the fill is blue. The polypropylene fill is also extremely long lasting and can withstand temperatures up to 80 degrees.

Superchill is working closely together with 2H plastics and we are the local distributor and manufacturer for the number one European fill producer GEA 2H Water Technologies (former 2H Kunststoff).

For further information please contact Superchill Australia or 2H plastics Australia

www.superchill.com or www.2h.com.au or 1300667 018 and 03 9793 6166

The Classic POWERSTAR HQI® -TS has had a face-lift Introducing the new POWERSTAR HQI® -TS EXCELLENCE metal halide lamp

Offering up to 15% more light compared with its predecessors, the new POWERSTAR HQI® -TS EXCELLENCE lamp from OSRAM offers outstanding performance benefits including an extended life of 12,000 hours, a smaller and

more compact design and excellent colour rendering properties.

The POWERSTAR HQI® -TS EXCELLENCE metal halide lamp is a direct replacement for corresponding conventional HQI-TS lamps from OSRAM. Developed using UV filter technology, the lamp provides an intense and uniform distribution of light in combination with a high luminous flux.

To increase the lifetime of the lamps even further to 16,000 hours, the POWERSTAR HQI® -TS can be combined with highly efficient POWERTRONIC electronic control gear (ECG).

The lamp is available in 70W and 150W in three light colours: Warm White DE LUXE, Neutral White DE LUXE and Daylight. It is ideal for indoor applications such as lighting foyers, hotels, trade fairs, sports halls and outdoor applications including floodlighting and lighting for building façades and monuments.

Product characteristics

Direct Replacement for HQI-TS 70W and 150W versions•

Up to 15% more light in existing luminaires•

Longer average life: 12,000 hours•

Slimmer design for compact luminaires and better luminous efficiency•

3 Light colours: Warm White DE LUXE, Neutral White DE LUXE and Daylight•

For more information on the POWERSTAR HQI® -TS Excellence and other OSRAM HID please visit www.osram.com.au.

OSRAM’s POWERSTAR HQI® -TS Excellence Photo: OSRAM


MapView software streamlines lighting management

Philips Dynalite has continued its pioneering role in lighting control system management, with the latest evolution of its MapView lighting control software solution/operator interface. In combination with the company’s flagship DLight III Server, MapView provides users with a scalable and simple-to-use software application, delivering unmatched facility-wide lighting control, programming and energy management functionality.

Residing on any standard PC, MapView features a graphical user interface, which provides a detailed pictorial representation of the controlled space, and allows operators to intuitively configure and monitor all load devices on the network. Here, users can drill down to individual lighting circuits, channels and luminaires, and execute a change with a single mouse click.

MapView’s functionality is endless. It enables operators to: program complex lighting tasks into automated macros; make manual changes quickly and easily; implement timed/scheduled events; access a wide range of performance and device-condition data; and perform automated lighting tests. It also automatically identifies and enumerates all DALI ballasts on the network, including emergency fittings. “This combination of functionality and accessibility makes what can essentially be an extremely complex system, very easy to operate and manage,” said Philips Dynalite Energy Segment Manager, Brett Annesley.

By its very nature, MapView is an effective energy management tool. “Operators can easily ensure lighting is only activated when and where it is required—and at the desired lux level—resulting in savings,” said

Annesley. “Furthermore, if building owners and/or designers plan on achieving any kind of ‘green’ building accreditation, a lighting management tool such as MapView is essential. Here, MapView’s notional power monitoring capability can assist building owners in planning and managing energy consumption.”

MapView’s scalability makes re-commissioning or making changes to the lighting control system straightforward. DALI ballasts can be re-grouped, channels taken on or offline, and sequential or conditional tasks created via the MapView software. This is especially valuable in buildings that experience ‘building churn’, or are flexible in their layout and functionality.

“Highly functional, yet easy to use, MapView is the most complete lighting control software in the marketplace,” said Annesley. “It delivers true site-wide visibility, access and controllability, and enables building owners to easily customise and expand lighting control systems as they evolve into the future.”

Liftronic Pty Ltd

Creative multi level building designs demand a creative approach to moving people throughout their space. Liftronic Pty Limited an Australian owned and operated vertical transport supplier uses it’s 2 5 years of experience in the market to supply a range of vertical transport options for its clients.

Liftronic not only offers a large range of standard and customised lift and escalator products but provides high quality modernisation and service products as well.

Fine examples of Liftronic’s product range may be seen in many major shopping centres, bulky goods developments, museums, and railways stations across Australia.

These products are cost effective, technically diverse and made to withstand the rigours of public use.

Liftronic Preventative MaintenanceProperty owners and managers are aware that the quality, presentation and reliable operation of lifts and escalators in high-rise buildings have a direct impact on the overall value of their investment. They are equally mindful that the safety of their passengers requires critical attention and that it is their obligation to ensure that lifts and escalators comply with code requirements.

Liftronic’s experienced service team performs preventative maintenance at regular intervals to ensure that lifts under its maintenance program are both safe and reliable.

Excellence in Customer service is Liftronic’s principal priority backed by high quality spare parts and industry experience Liftronic’s service team is a sound choice for your vertical transport maintenance.

For more information on Liftronic Pty Limited products and services contact the Liftronic offices on 1800 663 922

“Liftronic Pty Limited elevate your expectations for creative lift solutions”

hoW To sAVe A MArriAGeThermoscan® Inspection Services can save a marriage!

Consider this scenario.

It’s Friday afternoon and the Facilities Manager is due home at 5:30pm this evening for a romantic anniversary dinner at a swish restaurant.

Unfortunately at 4:55pm, just before he leaves, the main switch on the Main Switchboard fails stopping his building dead. That is really bad.

Because of his position our Facilities Manager has to remain on site to organise and supervise the repairs and restoration of the hotel’s operations.

Can you imagine the consternation at home when he phones home to say he will be delayed.

There is a strong possibility that had a regular Thermoscan® inspection regime of his plant and facilities been undertaken, the potential failure may have been discovered and repaired, averting this catastrophic failure.

Our Facilities Manager could then have attended his romantic anniversary dinner and happiness would have prevailed.

BRISBANEP 61 7 3878 1444 F 61 7 3378 0908 E [email protected]

SYDNEYP 02 9824 5103 F 02 9824 5108E [email protected]

MELBOURNEP 1300 132 517 F 1300 132 518 E [email protected]

MapView permits users to drill down to individual lighting circuits, channels and luminaires, and execute a change with a single mouse click.

Documents

The Australian Building Services Journal 2009_2