1. Introduction
2. Key Model Framework
2.1
O&M Input on Design for New Building
2.2
Asset Information (Documentation)
2.3
Operation Procedures
2.4
Emergency Preparedness
2.5
Preventive Maintenance Procedures / Standards
2.6
Corrective Maintenance
2.7
Maintenance Record Management
2.8
Spare Parts Management
2.9
Addition, Alteration and Replacement (Planning and Implementation)
2.10
Incident Management
2.11
Environmental and Safety Management
2.12
Application of Technologies
2.13
Stakeholder Management
2.14
Information Management
2.15
Structure and Qualification of O&M Team
3. Innovative & Technology Initiatives
4. Industry Standards and Requirements
5. Useful Forms/ Check List - Samples
5.1
Recommended Minimum Monitoring Frequency for Different Water Quality Parameters for Cooling Tower System
5.2
Recommended Routine Inspection Checklist for Cooling Tower System
5.3
Recommended Routine and Preventive Maintenance Checklist for Cooling Tower System
5.4
Recommended List of Personal Protective Equipment
5.5
Operation and Maintenance Records for Cooling Tower System
5.6
Sample Independent Audit Report for Cooling Tower System
Key Model Framework
2.1 O&M Input on Design for New Building
Design for maintainability emphasises the importance of timely integration of design and construction knowledge with O&M experiences into the project design in order to optimise building life.
Accessibility and maintainability should be considered, and incorporated in to the building system design, ensuring the ease, accuracy, safety, and economy of maintenance tasks within that system. Maintainability refers to the effectiveness and efficiency of maintenance activities. New working practices encouraged, such as Building Information Modelling for Asset Management (BIM-AM), require the involvement of asset owners and FMs to understand the information they require on handover. FMs should be involved during design stage and ensure the information handed over by the contractor fits their specific needs.
2.1.1 General Practice
•
Develop design according to various codes of practice and guidance documents on operation management and maintenance of HVAC systems;
•
Seek and integrate design and testing and commissioning advice from maintenance team on maintenance accessibility and maintainability aspects of HVAC installations;
•
Seek and integrate testing and commissioning advice from maintenance team;
•
Test and commission the system to the satisfactory of the building owners, designers, operation and maintenance personnel (in house or outsourced), FM Manager;
•
Provide training to operation and maintenance personnel (in house or outsourced) before putting the system in operation.
2.1.2 Good Practice
•
Identify key design, commissioning and maintenance requirements for referral by designers, installers, operators and management;
•
Collaboration of O&M team and project design team at various design stages of project to provide input a system design with the best operability and maintainability of installed systems; Project Team to walkthrough the O&M provisions incorporated in the design for the O&M team review;
•
Establish design checking matrix covering accessibility and maintainability for incorporation by design consultants;
•
Obtain maintenance requirements from potential major equipment suppliers for review by designers, operation and maintenance team.
2.1.3 Best Practice
•
Develop design with considerations of requirement in the life cycle of HVAC systems from commissioning, operation and maintenance through mid-life refurbishment to decommissioning or total replacement;
•
Adapt design to incorporate facilities (e.g. isolation facilities for equipment replacement or sectional piping/cabling replacement, redundancies, interconnections, changeover and by-pass facilities) to maximise system resilience at contingency and minimise impact to users during maintenance activities;
•
Establish in-house design guidelines for accessibility and maintainability aspects with regular review and update;
•
Adopt Construction Design and Management (CDM) guidance to improve health and safety aspects on building construction and maintenance;
•
Collect views from O&M team on the operability and maintainability of various building services systems to provide support to improve/refine the system performance before end of defect liability period.
2.2 Asset Information (Documentation)
Asset Information should be compiled, covering all major items of HVAC systems in a format that is useful to the FM and Maintenance Service Provider. The information should be placed in readily accessible locations, and updated regularly with:
•
Any repairs, upgrades, refurbishments, maintenance or decommissioning work.
•
Updates to assessment information (relating to performance or risk).
•
Changes in the wider environment (including regulations, responsibilities or ownership).
2.2.1 General Practice
•
Maintain proper upkeeping of certificates, license, as built drawings, final approved statutory design submissions, O&M Manual and other documentations as per statutory Requirements;
•
Assign designations for each equipment for easy reference;
•
Possess design documentation (e.g. design criteria, room datasheet, design calculations etc.).
2.2.2 Good Practice
•
Possess up to date as-built drawings, testing and commissioning (T&C) reports, O&M instructions/manuals, and equipment lists showing brand name, model, rating, year of installation, etc., backup software, recommended spare part lists, tool lists and suppliers' contact, etc.;
•
Maintain efficient asset information and filing system to administer and update all possessed asset information is available;
•
Designate person(s) responsible to regularly update asset information and / or asset register.
2.2.3 Best Practice
•
Possess design documentation (e.g. design criteria, room datasheet, design calculations etc.);
•
Digitise of all asset information with standardised file naming system in a reliable database server for easy retrieval;
•
Implement computer-based Asset Management (AM) systems for asset records and version control, with corresponding workflow for data retrieval and as built updates, to ensure date validity throughout life cycle of assets;
•
Maintain a computer database for monitoring of statutory documents with reminder functions for expiry and renewal, and ensure statutory compliance;
•
Provide an interface for computerised asset information models such as BIM to enable essential asset information to be retrieved from asset information database easily whenever necessary.
2.3 Operation Procedures
Operational efficiency refers to the life-cycle, cost-effective mix of preventive, predictive, and reliability-centred maintenance technologies, coupled with equipment calibration, tracking, and computerised maintenance management capabilities all targeting reliability, safety, occupant comfort, and system efficiency.
2.3.1 General Practice
•
Provide guidelines on requirements of manning level and qualification of O&M direct staff and / or contractor staff in discharging routine O&M services;
•
Provide basic operation procedures of HVAC systems / equipment (e.g. plant switching instructions);
•
Provide guidelines on requirements of maintenance frequency and procedures, performance target on fault attendance and rectification, inspection, testing and certification works;
•
Provide general safety-related guidelines as well as induction training, risk assessment procedures and permit-to-work systems for routine O&M services;
•
Provide guidelines on requirements of tools and equipment such as platform ladders, trestles, hand-held communication tools, calibrated measurement & testing equipment, materials or parts necessary for execution of O&M services and transportation tools and equipment;
•
Provide basic guidelines including emergency plan and contact list for property management personnel.
2.3.2 Good Practice
•
Maintain standardised checklists for inspection, testing and recording operation parameters of HVAC installations and equipment;
•
Provide guidelines on requirements of uniform with badges and identity cards for O&M direct staff and contractor staff;
•
Conduct awareness briefings and/or refresher training on "Do's and Don'ts" for property management personnel for using HVAC equipment under emergency situations;
•
Upkeep essential operation information for review;
•
Adopt system optimisation for improvement on energy performance and monitoring.
2.3.3 Best Practice
•
Establish hierarchy of policies, standards, procedures, instruction manuals and guidelines on O&M practices with appropriate approvals from competent and responsible personnel;
•
Adopt risk-based approach to regularly review all associated guidelines and procedures by competent responsible personnel;
•
Implement computerised maintenance management system (CMMS) with workflow and document control complying with ISO9000 standards;
•
Adopt BIM-enabled workflow to suit routine operation works;
•
Integrate HVAC-related sensor information via central building management system for ease of routine monitoring;
•
Review the need for retro-commissioning with the view to implement if it proves beneficial.
2.4 Emergency Preparedness
Building Emergency Preparedness is an effort to connect the emergency planning and response with the building users. The goal is to train personnel in basic emergency response actions who know the building and occupants and can act as a resource and liaison to the stakeholders and building users.
An emergency action plan should identify all the potential hazards associated with the HVAC Systems, with a personnel responsibility matrix for allocating appropriate resources. The written plan should become an action document, updated according to an appropriate timeframe to ensure accurate information, such as contact information, is provided.
2.4.1 General Practice
•
Maintain an up-to-date emergency contact list including utility companies, registered specialist contractors, etc., on site;
•
Ensure availability of up-to-date communication flow between the client (both administrative and operation), maintenance team and contractors.
2.4.2 Good Practice
•
Maintain an Emergency (Contingency) Plan / procedures/kit / drills;
•
Include specific requirements in maintenance contracts for emergency situations such as response time;
•
Provide sufficient materials and / or critical spare parts available on-site for quick fix to resume operation;
•
Conduct training of operation and maintenance and property management personnel when system is upgraded,
•
Provide opportunities for internal sharing of lessons learnt from incidents,
•
Ensure availability of mobile air conditioning units / mobile chillers / ventilation fans.
2.4.3 Best Practice
•
Conduct annual reviews on emergency plan and drills;
•
Digitise all reference documents including drawings for easy retrieval;
•
Conduct regular training of operation and maintenance and property management personnel for emergency drills;
•
Ensure availability of mobile chillers / ventilation fans.
2.5 Preventive Maintenance Procedures / Standards
The goal of Preventive Maintenance is to prevent equipment failure caused by fatigue, neglect, or normal wear, through replacing worn components before actual failure.
Maintenance activities include partial or complete overhauls at specified periods, and include oil changes, lubrication, minor adjustments, and so on. Typical procedures recommend that personnel record equipment deterioration upon any inspection to facilitate the replace or repair worn parts before any system failure. It is necessary to undertake preventive maintenance of installations and equipment to maintain efficient working order of the building's HVAC systems and their components. The HVAC systems require periodic inspection, testing and maintenance throughout their life cycle in addition to the need for overhauling, or replacement, at a certain age or interval, or due to specific issues or causes. These must be outlined specifically in a Preventive Maintenance Program. The Preventive Maintenance Program must include the methodology and record for all actions that are necessary to maintain the efficient working order of the HVAC systems. The required maintenance procedures will be unique to each property and the installations and equipment within these facilities.2.5.1 General Practice
•
Conduct Preventive Maintenance in accordance with statutory requirements;
•
Ensure O&M personnel induction training on safety, statutory requirements and performance target and work manner.
2.5.2 Good Practice
•
Conduct Preventive Maintenance and overhauls with clear maintenance schedule, instructions and procedures;
•
Provide notification to stakeholders for testing / shut down of major plant and equipment;
•
Conduct periodic maintenance and testing, servicing, checking, calibration, overhauls, and certification; and annual inspection testing, witness regular test, and certification:
i)
Half-yearly: override control system for ventilation / air conditioning control system;
ii)
Annually: witness annual testing and issue of F.S. Certificate for ventilation and air conditioning control system.
2.5.3 Best Practice
•
Adopt Condition based / reliability based maintenance where appropriate;
•
Conduct a regular review of all procedures / standards;
•
Conduct a regular update of relevant procedures / standards against the latest statutory requirements and latest international standards, maintenance records and fault history by a working group comprising competent personnel;
•
Adopt a web-based / mobile application-based Performance Monitoring System for maintenance that is contracted out.
2.6 Corrective Maintenance
The goal of every maintenance team is to be fast and effective, especially when it comes to unexpected breakdowns of critical plant and equipment, aiming to achieve:
i)
Reduced duration of both planned and unplanned downtimes;
ii)
Reduced cost of running a reactive maintenance strategy;
iii)
Reduced overall cost of your maintenance operations.
2.6.1 General Practice
•
Provide O&M personnel induction training for safety, statutory requirements, performance target and work manner
2.6.2 Good Practice
•
Establish a reporting mechanism for fault calls to responsible parties including the Owner, Owner's representatives, building management, end-users and maintenance team, with recordable means;
•
Conduct corrective maintenance work during non-operating hours to minimise interruption and provide provision of temporary measures whenever possible;
•
Maintain efficient and prompt response to breakdowns, emergency call-outs or complaints for installation / equipment failure and / or unsatisfactory services. For all situations, the Maintenance team should provide staff on site within different defined time periods;
•
Establish Key Performance Indicator (KPI) on Corrective Maintenance for continuous improvement on performance.
2.6.3 Best Practice
•
Establish an Emergency Call Centre (ECC) to process work flow;
•
Provide 24-hour ECC operations throughout the year, even in adverse weather conditions;
•
Designate personnel to attend emergency cases and execute all works necessary to resume services promptly;
•
Enhance system resilience to avoid service interruption due to corrective maintenance work;
•
Provide regular updates to stakeholders to highlight major O&M activities and service levels attained;
•
Utilise an electronic platform or software application to ensure that users receive notifications on the progress of Corrective Maintenance and facilitates the provision of feedback on service levels.
2.7 Maintenance Record Management
Good maintenance records are essential for ensuring that a piece of equipment is performing in line with manufacturer warranties and help to determine an equipment's preventive maintenance schedule. It also assists service technicians with diagnosing repeat problems with a plant or equipment. Clear records can also provide assistance in legal proceedings, if ever necessary.
2.7.1 General Practice
•
Maintain paper records of all maintenance related activities including testing and commissioning certificates, records of tests, as-built drawings, statutory approved submission document, statutory maintenance certificates and calibration records of equipment, etc.;
•
Maintain a register to monitor due dates of all testing equipment calibration and renewal dates of all statutory maintenance certificates;
•
Maintain list of stock of spare parts, equipment and other components that are necessary to maintain the safe and satisfactory working condition and operation order of major plant and equipment at all times;
•
Maintain emergency call / fault attendance report;
•
Maintain records of usage of refrigerants.
2.7.2 Good Practice
•
Set up efficient computerised registers and filing system to administer all statutory certificates, records, drawings, O&M documents, fault history etc.;
•
Assign designated person(s) responsible to review and update routine maintenance inspection schedule, emergency call / fault attendance reports, etc., on a monthly basis;
•
Set up record systems able to automatically provide alerts for outstanding shut down notices and annual maintenance certificate renewal dates.
2.7.3 Best Practice
•
Digitise all documents and records with a standardised file naming system in a reliable database server for easy retrieval;
•
Maintain and regularly update and review the record of maintenance service and fault history.
2.8 Spare Parts Management
Spare parts management refers to a systematic and structured way to store and extract spare parts efficiently for any maintenance activity. A good system should minimise downtime during service disruption and simplify equipment maintenance.
2.8.1 General Practice
•
Maintain a spare parts list for plant and equipment and an updated contact list of spare parts suppliers.
2.8.2 Good Practice
•
Maintain sufficient spare parts including critical parts and equipment with long-lead items as well as the new equipment after their commissioning to minimise downtime of critical systems;
•
Assign designated person(s) responsible for regular updates of any changes in spare parts inventory;
•
Centralise and consolidate spare parts. Store spare parts in dedicated location for swift response to maintenance and repair works;
•
Adopt security measures in locations where spare parts are kept;
•
Monitor condition of spare parts to ensure their quality is maintained.
2.8.3 Best Practice
•
Derive the type, quantity of on-site spare parts from fault history, maintenance record, age and criticality;
•
Utilise an inventory control system, such as barcodes and scanning functions to enhance the efficiency accuracy of stocktaking of spare parts;
•
Review constantly the quality and quantity of spare parts in stock and restock when necessary;
•
Identify long-lead items for early procurement;
•
Identify discontinued items for sourcing of alternative parts or upgrade of the system.
2.9 Addition, Alteration and Replacement (Planning and Implementation)
This includes the analysis, procurement, and management on additions, alterations as well as disposal and replacement of HVAC Installations to meet the organisation's long term aims and objectives.
2.9.1 General Practice
•
Conduct replacement of plant / equipment as corrective maintenance;
•
Conduct alterations and additions works as per user requirements;
•
Obtain confirmation from users before commencement of works and provide anticipated completion date for the works to users;
•
Fulfil all the latest statutory requirements when conducting AA&R works;
•
Provide all drawings and documents, including design calculations, equipment schedules & details, as-built drawings, testing and commissioning records, and O&M manuals of AA&R works, for record within a reasonable period;
•
Prepare all necessary statutory submissions and obtain approval, if required.
2.9.2 Good Practice
•
Establish detailed method statements and risk assessments for replacement and implementation plans to minimise impact on user operation;
•
Risk based approach to plan and schedule replacement works in accordance with equipment age, fault frequency, criticality and spare parts availability as well as any specific law and safety requirements, etc. (i.e. Replacement Priority Planning);
•
Develop an equipment and spare parts database, with all equipment schedules and ages for easy tracking;
•
Review the routine maintenance report regularly to monitor the condition and performance of systems and conduct AA&R works when necessary;
•
Develop a seamless action plan and contingency plan with users for equipment replacement works.
•
Develop standard T&C records and O&M manuals for all AA&R works for equipment.
2.9.3 Best Practice
•
Acquire feedback from users regularly to keep track of actual performance of different systems according to their location and their fault frequency, so as to develop a more user orientated replacement plan;
•
Conduct a holistic review on system performance and design for equipment replacement planning and where possible, introduce latest technology, i.e. energy dashboard, energy optimisation software, etc., that can enhance overall system reliability and energy efficiency;
•
Digitalise all as-fitted drawings, T&C records, O&M Manual, catalogues of materials and associated statutory submissions for proper recording;
•
Develop a database to record the expiry dates of certificates of materials. Those with upcoming expiration dates Bring up notices would be generated, once the date of statutory certificates coming to expire;
•
Register all AA&R works conducted for various systems properly for easy tracking;
•
Consider life-cycle cost of systems in the planning and design stage of replacement works.
2.10 Incident Management
Incident management refers to the "the combination of facilities, equipment, personnel, procedures and communications operating within a common organisational structure, designed to aid in the management of resources during incidents". When a service is disrupted or fails to deliver the promised performance during service hours, it is essential to restore the service to normal operation as quickly as possible. In addition, any condition that has the potential to result in a breach or degradation of service ought to trigger a response that prevents the actual disruption from occurring. These are the objectives of incident management.
2.10.1 General Practice
•
Conduct incident investigation, review condition of similar systems and equipment to avoid recurrence;
•
Keep proper records of incident investigation, downtime of system, rectification works and loss / damage to properties, etc.;
•
Report workplace accidents and dangerous occurrences to Labour Department as per the statutory requirements.
2.10.2 Good Practice
•
Establish an incident management plan to define alert levels, investigation procedures, reporting mechanism and requirements of investigator;
•
Maintain updated emergency contact and escalation list, call appropriate level of management staff according to pre-defined incident levels when an incident occurs;
•
Specify requirements for emergency situations, such as time for arrival for fault calls and emergency fault calls, etc.;
•
Conduct regular training and emergency drills to strengthen staff's local knowledge to prepare for real incidents;
•
Conduct necessary alteration, addition and improvement to enhance system reliability.
2.10.3 Best Practice
•
Conduct timely reviews of incident management plan, emergency contact and escalation list, training and drill documents;
•
Share incident information with all O&M personnel within the same organisation / trade, and document all outcomes;
•
Set up remote monitoring system, if applicable, for early fault detection and reporting;
•
Set up working group to steer incident management, maintain good communication with all stakeholders for improving system's performance and reliability;
•
Conduct review and lessons learnt from incidents for staff sharing, and take precautionary actions to eliminate future problems, and potential problems in other venues;
•
Establish emergency task-force teams for incident response;
•
Recommend critical parts and equipment with long delivery lead times to minimise downtime of critical systems.
2.11 Environmental and Safety Management
Environmental and Safety Management ensures that operations are safe for all building users and visitors. Building Owners are obliged to implement all reasonable precautions to protect the environment, and maximise the building's lifecycle efficiencies.
2.11.1 General Practice
•
Fulfil all statutory requirements on environmental and safety management.
Under the Factories and Industrial Undertakings (Safety Management) Regulation (Cap. 59), proprietors or contractors of certain industrial undertakings are required to develop, implement and maintain, in respect of their undertakings, an environmental and safety management system which contains a number of key process elements.
2.11.2 Good Practice
•
Establish and implement Environmental Management Systems (e.g. ISO14001) and Safety Management Systems (e.g. OHSAS18001 or ISO45001);
•
Optimise / minimise the use of materials and resources (e.g. electricity, fuel, hazardous chemicals, etc.) wherever appropriate, to be both energy and resource efficient;
•
Avoid the use of environmentally unfriendly materials or equipment (e.g. refrigerants with high global warming potential (GWP) and ozone depletion potential (ODP));
•
Minimise the production of all kinds of waste, and properly dispose of refrigerants and lubricating oil, etc., through registered recycler where applicable;
•
Consider future health and safety issues that could occur while maintaining the building (Guidance on Construction Design and Management) during design phase;
•
Conduct job hazard analysis and risk assessment on hazardous activities and take appropriate risk control measures to protect personnel;
•
Provide training to equip staff with knowledge to work safely and without risk to health;
•
Conduct chemical drills, such as refrigerant leakage, etc., to ensure staff are equipped to handle the occurrence of accidents.
•
Establish and implement safety rules for safe working;
•
Supervise personnel to ensure that safety rules are observed, and personal protective equipment is used and maintained properly;
•
Report and investigate accidents and incidents to identify causes and to develop prompt arrangements to prevent recurrence;
•
Identify potential equipment failure leading to refrigerant leakage and take appropriate action to fix the problem in advance.
2.11.3 Best Practice
•
Identify improvement opportunities on environmental (especially energy efficiency) and safety aspects;
•
Reuse or recycle materials / construction waste as appropriate, e.g. adopt recycled components or equipment for maintenance works;
•
Provide incentives to contractors similar to Development Bureau's "pay for safety and environment scheme" in government works contracts;
•
Establish green purchasing plan and incentive scheme to use more green and efficient products whenever possible.
2.12 Application of Technologies
Technology and tools used to lower the cost of implementing and managing O&M best management practices.
2.12.1 General Practice
•
Adopt minimum market available technologies as required by statutory requirements (e.g. BEC);
•
Check and ensure that relevant statutory requirements are fulfilled when adopting new technological solutions.
2.12.2 Good Practice
•
Calibrate tools and equipment as per the advice from the supplier / manufacturer;
•
Get aware of the latest technologies available in the market;
•
Introduce the latest available technologies that can enhance overall system reliability and energy efficiency for major replacement works or new installation works as appropriate (e.g. after payback calculation study);
•
Review the existing maintenance approach and study the possible improvement in quality, cost and time if new technologies are implemented.
2.12.3 Best Practice
•
Actively review the plant and system specific problems and performance targets and explore technological solutions, e.g. by involving the supplier / manufacturer to provide tailor made solutions;
•
Share the problem solving experience in applying new technologies with others;
•
Conduct research and development of innovation and technology applications for continual improvement of O&M works.
2.13 Stakeholder Management
Stakeholder management is a set of techniques that harnesses the positive influences and minimises the effect of the negative influences. It involves systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders. Stakeholders are individuals or groups with an interest in the building or facility operation because they are involved in the work or affected by the outcomes. Most buildings or facilities and portfolios will have a variety of stakeholders with different, and sometimes competing, interests. These individuals and groups can have significant influence over the eventual success or failure of the work.
2.13.1 General Practice
•
Notification of Stakeholders on Service Interruption
•
Notify stakeholders (e.g. property management company, incorporated owners, building occupants and tenants) on the works schedule of maintenance activities and installation works which involve service interruption;
•
Implement an emergency plan to minimise service suspension.
2.13.2 Good Practice
•
Notification of stakeholders on scheduling maintenance activities involving service
•
Agree with stakeholders the works schedule well in advance of works commencement;
•
Coordinate with stakeholders on service needs to improve O&M arrangements;
•
Establish a structured information sharing channel with stakeholders;
•
Maintain a log book at each installation and keep it at an agreed location for future reference by stakeholders.
2.13.3 Best Practice
•
Engagement of stakeholders on O&M activities scheduling for addition, alterations and replacement works
•
Engage stakeholders in scheduling of O&M activities as well as AA&R works as appropriate;
•
Keep stakeholders informed of the progress of all O&M activities and AA&R works, and performance of electrical installation;
•
Form a taskforce or establish a communication mechanism with stakeholders to regularly review the needs and measures to improve O&M practices, system reliability and performance.
2.14 Information Management
During the life of the system, the O&M phase is the longest and most expensive and the information system provides the most value to the organisation in this phase.
2.14.1 General Practice
•
Proper record of certificates and documentations as per statutory requirements by relevant parties
•
Keep proper records of certificates and documentations (e.g. Form WR1/WR2 and relevant testing records) as per statutory requirements;
•
Ensure easy access to the updated list of REWs and RECs by making reference to EMSD’s website;
•
Keep proper records of design documents, as-fitted drawings, O&M manuals and T&C results, if any;
•
Keep proper records of maintenance activities.
2.14.2 Good Practice
•
Sharing of maintenance information among different stakeholders
•
Keep proper and updated as-fitted schematic diagrams at site;
•
Share O&M information among different stakeholders;
•
Set up an electronic database system for information storage;
•
Digitise maintenance related information such as design documents, as-fitted drawings, O&M manuals, T&C results and O&M records;
•
Arrange designated person(s) for regular updating of O&M information of various systems/equipment.
2.14.3 Best Practice
•
Common platform for storage and dissemination of O&M information with a view to enhancing the transparency
•
Set up a common electronic platform for storage and dissemination of O&M information with a view to enhancing transparency and version control;
•
Set up a common electronic platform for online sharing of O&M related information among different stakeholders;
•
Enhance data security of digitised information, e.g. by assigning different levels of access rights to different user groups;
•
Carry out periodic audit/review on the stored records.
2.15 Structure and Qualification of O&M Team
Structure is the people, positions, procedures, processes, culture, technology and related elements that comprise the organisation. It defines how all the pieces, parts and processes work together. This structure must be totally integrated with the strategy defined for the organisation to achieve its mission and goals. Structure supports strategy. If an organisation changes its strategy, it must change its structure to support the new strategy. When it doesn’t, the structure acts like a bungee cord and pulls the organisation back to its old strategy.
2.15.1 General Practice
•
Provide on-call maintenance team / contractors.
•
Ensure electrical work is led by registered electrical contractors and registered electrical workers of the appropriate grade.
2.15.2 Good Practice
•
Set up an O&M team with supervisors and maintenance personnel with proper qualifications and training;
•
Arrange designated personnel to oversee and review system/team performance, maintenance activities and practices;
•
Require Electrical Engineer / Building Services Engineer / Contract Manager to be professionally qualified with The Hong Kong Institution of Engineers (HKIE) of an appropriate discipline such as Electrical or Building Services / The Institution of Engineering and Technology (IET) / The Chartered Institution of Building Services Engineers (CIBSE).
2.15.3 Best Practice
•
Set up a resident O&M team on shift duty to oversee O&M activities round the clock;
•
Continually enhance the knowledge and skills of the O&M team, for example, by adopting Continuing Professional Development ("CPD") mechanism;
•
Set up a dedicated emergency service team for emergency repair;
•
Provide training for maintenance team on use of BIM
•
Set up Centralised / Regional Command Centre(s) for O&M activities.
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