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A data centre is a facility used to house computer systems and their components, and it can be far and away the biggest contributor to an organisation’s carbon footprint. A data centre’s life expectancy is relatively long so it is imperative it is built to the highest standards in terms of efficiency as any excess energy use will lead to significant cost implications over the years.

1. Build the most energy-efficient data centre possible. This will save energy and costs over its lifespan. 2. Only get the data storage capacity that is currently required and forecast for the lifespan. Many data centres have excess capacity that burns energy (and therefore costs) unnecessarily. Don’t have servers or equipment that will not be used. 3. Cooling data centres. Traditionally cooling has been done by air circulation, which is very inefficient. Larger data centres already use other technologies to cool more efficiently, such as water cooling. 4. Virtualisation technology. Improve your system’s resource utilisation through virtualisation technology. Virtualisation is the creation of a virtual (rather than actual) version of something, such as an operating system, server, network, etc. and allows a single user to access several physical devices on one terminal. A computing device dedicated to an individual member of staff or allocated for one software application is highly inefficient and expensive. Virtualisation consolidates resources, requiring less power and cooling. 5. Consider cloud computing. This is a location-independent IT service, typically available over the internet, where shared servers provide resources, software and data to computers and other devices on demand, increasing IT capacity and capabilities without an organisation having to invest in new infrastructure. Keeping data virtually, or “in the clouds”, means less information stored on IT systems and therefore less energy being used to run the systems. Systems such as BT’s Virtual Data Centre, a hosted data centre that enables businesses to create, deploy, monitor and manage their own service through a self-service portal, claim to offer savings of up to 40% of the total cost of running one’s own data centre as well as reducing the space required, the level of emissions produced and the power consumed.

1. Upgrade. Before buying new, investigate options to upgrade with the latest energy-efficient components to extend appliances’ working life and efficiency. 2. Green labels. Look out for the certification labels denoting more energy-efficient equipment, from Blue Angel in Germany to TCO in Sweden and Energy Star in the US (see below). 3. Screens. Opt for flat screen monitors, which reduce energy use by over two-thirds. 4. Get the right equipment. Consider your information technology needs against the tasks required. For example, laptops may be a better option in some circumstances because they have been developed to be energy-efficient and generally match the computer to the task required. Remember: not all staff have the same needs. 5. Consider running costs. Look at the life cycle costs, not just the purchase cost. Take note of running and standby costs of equipment. These can vary enormously.

6. Measure and monitor power usage. Once you know what’s using the power, focus on why and whether it’s possible to reduce consumption.

Top 10 Tips to reduce running costs of office equipment (source: Carbon Trust) 1. Computers. Activate energy-saving features. In fact, most office equipment will have these features, so make sure they’re activated. 2. Standby features. Introduce a policy to activate standby features, don’t assume employees will do it. 3. Turn it off. Buy seven-day timers. These can save up to 70% on energy costs. 4. Monitor and manage the equipment that is peripheral to computers, such as speakers, printers, etc. and consider installing intelligent switch-off solutions. Printers can consume 30%-40% of their peak power demand when idling between printing and standby modes, so minimising this can produce cost savings, reduce heat output and increase its operating life. 5. Educate your staff. Consider a screen saver with an energy-saving message. 6. Rationalise your equipment via networking to reduce the number of printers (for example) in any office area. 7. Printers Use only black and white for internal documents and colour only when absolutely necessary. Consider the benefits of inkjet printers v laser printers. Inkjet energy use is much lower than that of a laser printer. Encourage staff to use print preview functions. Set default printing mode to double-sided. Use lower-specification printers, such as inkjets, for internal documents and encourage staff to use these for day-to-day use.

8. Photocopiers High volume copiers use more energy so should be used sparingly. Use low melting point inks (available from stationery suppliers). Encourage staff to copy in batches to increase standby time. Stick to black and white copiers and only use colour when absolutely necessary. Set default copying to double-sided. 9. Invest to save and purchase only what you need. 10. Don’t forget to motivate staff. Keep repeating the message of the importance of energy saving in ways that they can understand (for example, a computer monitor switched off overnight saves enough energy to microwave six dinners).

WEEE (Waste Electrical and Electronic Equipment), or e-waste, is the term used for old or disposed electronic equipment. It covers both the toxic and valuable materials found in appliances. The most important lesson is to reuse, not recycle. With so much e-waste, and electrical devices such as computers and flat screens often being replaced well before the end of their shelf life and ending up in landfill, it’s imperative that the most is made of these materials by reusing them productively.

Options to investigate when trying to reduce e-waste are: 1. Can you upgrade your equipment with new energy efficient components? 2. Can it be used by someone else in the company? 3. Can it be given to a charity? (Note: charities must be registered to take WEEE.) 4. Will the manufacturer take back the old equipment and reuse parts in new products?

Developments on the horizon include: 1. Smaller, more efficient processors. The continuing development of microprocessors means a mobile phone can have around the same computational power as the average desktop computer back in 2000. 2. Memristors. Electronics giant HP is in the process of developing “memristors” (see photo above), which have greater memory storage capacity while requiring less energy and space. They are due to be on the shelf in about three years. 3. Specialist data centre design. Siemens recently launched its transformational Data Centre Solution, a groundbreaking strategy in data centre energy-efficient design and operation. It claims the system, which uses virtualization and efficient power and cooling, offers many benefits for businesses, including up to 50% energy savings through ground water cooling and IT costs reduced by 30%. 4. Outsourcing. Hotels of all sizes are starting to view IT outsourcing as a viable option to gain flexibility and reduce short-term costs and increase transparency of cost structures and processes. 5. Optimisation of resources. This will become a necessity either through virtualisation, networking or cloud computing. 6. Water cooling. IBM is currently working on a supercomputer that is cooled by water (a given volume of water can hold 4,000 times more waste than air), which claims to be 50% more energy efficient than the world’s leading systems. The Aquasar stacks many computer processors on top of each other with cooling water flowing between each one. IBM’s Dr Bruno Michel told the BBC in November 2010: “We plan that 10 to 15 years from now, we can collapse such a system into one sugar cube — we’re going to have a supercomputer in a sugar cube.”

Choose a hotel telecommunications equipment supplier offering a secure and reliable messaging system A good hospitality messaging system covers a wide range of services to guests, such as voicemail, wake up calls, and general information messages

Determining appropriate telecom equipment for the hotel industry is becoming more and more complex. There are many companies focused on providing telecommunications equipment for the hospitality industry, however you must first determine the best equipment to fit your needs.

The role of dive supervision was assessed by recording dive guide interventions underwater, and how this was affected by dive group size.

Over recent decades, tourism activities benefiting from the pleasing aesthetics and biodiversity of coral reefs, primarily SCUBA diving and snorkelling, have experienced rapidly increasing numbers of participants globally

We found evidence that the ability of dive guides to intervene and correct diver behaviour in the event of a reef contact decreases with larger diver group sizes. Divers from operators with high levels of compliance with the Green Fins programme exhibited significantly lower reef contact rates than those from dive operators with low levels of compliance.

Damage to corals on dived reefs often occurs as a result of skeletal breakage, particularly in branching species (Guzner et al. 2010;H a s l e ra n dO t t 2008). Tissue abrasion can also result from diver contact (Hawkins et al. 1999), and a recent study reported a higher incidence of coral disease in areas heavily used for recreational diving

It is possible that other diver characteristics such as qualification level or dive experience may affect the ability to respond to dive briefings, although several studies have failed to find a correlation between divers’ reef contact rates and experience

Due to the difficulties of effectively addressing global stressors, an emerging recommendation is the focus of coral reef management on local scales (e.g. Anthony et al. 2014). A frequent challenge facing managers and policy makers at local levels relates to the maximisation of tourism benefits whilst simultaneously reducing its environmental impacts

Alternatively, previous experience and possible affinity and attachment to a specific dive site may influence how closely divers follow pre-dive briefings and affect their behaviour underwater, as suggested by place attachment theory

The methodologies which have been developed to minimise the environmental impact of SCUBA diving on coral reefs can be summarised as follows: (1) managing or restricting diver numbers, (2) regulating the locations in which SCUBA diving activities occur, (3) regulating the types of equipment used, and 4) implementing programmes which seek to manage the methods used by the dive industry in providing their services. Restricting diver numbers is based on the concept of a reef dive site’s ‘carrying capacity’; a level beyond which diving impacts become readily apparent.

Restriction of SCUBA diving equipment has focused on banning the use of accessories believed to increase reef contacts within marine protected areas such as gloves, muck sticks, or underwater cameras; however, such regulations are often unpopular within the SCUBA diving community

Governments and reef managers seek evidence that the effort expended in implementing programmes translates into measurable benefits; however, research into the effectiveness of such programmes at influencing diver behaviour and reducing diving impacts is limited.

In this study, we focused on dive operators participating in the Green Fins diving programme at three major dive locations within the Philippines.

Nonetheless, levels of dive supervision underwater would intuitively appear to be linked to rates of reef contact, and when examined, the willingness of dive guides to intervene in correcting diver behaviour underwater has been found to significantly reduce diver contact rates

Malapascua Island, Moalboal, and Puerto Galera.

divers may have been aware that a Green Fins compliance assessment was taking place, but they were unaware that diver contacts with the reef were being specifically recorded. Green Fins environmental assessments and diver observations were conducted simultaneously.

Dive guides and guest divers from 44 dive operators participating in the Green Fins programme were followed

Diver characteristics with potential to influence underwater behaviour were categorised as the following factors: diver qualification level (three levels), dive experience (five levels), and previous number of dives at site (three levels).

Divers were assigned a unique diver number, and then followed and observed underwater for the entire duration of their dive.

If the overall group was very large such that the dive guide could not be seen from the rear of the group, the pair immediately behind the dive guide was selected.

Compliance with the Green Fins approach was determined by utilising diver contact rates and dive guide intervention rates as at the dependent variables of interest, and by defining dive operators according to those who had received a high score (above the median score) versus those with a low score (below the median score) on the most recent conducted Green Fins assessment

The part of the body or item of equipment making contact with the reef was recorded as follows: hand, fin, knee, camera, muck stick (a handheld stainless steel or aluminium rod approximately 30 cm in length) and equipment (e.g. tank, submersible pressure gauges, octopus regulator), and multiple (parts of the body and equipment simultaneously). The time during the dive at which the contact occurred was also recorded.

If observable damage (i.e. breakage, obvious physical damage, or injury) occurred as a result of the contact this was recorded, together with the apparent awareness of the diver to the contact, regardless of damage caused.

Contacts made with a camera (77.7 %) accounted for the highest proportion of contacts which resulted in damage, followed by contacts made with the knee (43.3 %), multiple body and equipment parts (38.2 %), equipment (30.7 %), fins (29.8 %), hands (24.7 %), and muck sticks (23.5 %).

A total of 100 SCUBA divers were observed at three diving locations within the Philippines (Table 1). The majority (72 %) of these divers were male, and diving experience ranged from those completing diving training to those who were instructors elsewhere with experience of hundreds of dives.

Following dive completion, divers that had been observed underwater were asked to complete a survey to determine diver characteristics.

Most contacts were made with fins (45.5 %, n = 261); however, hands (19.5 %, n = 112) and dive equipment (15.9 %, n = 91) were also major contributors to the total number of contacts

Interventions were defined as an event in which the dive guide intervened in diver behaviour through signalling or demonstrating correct behaviour in order to minimise or prevent contact with the reef.

A total of 81 interventions were observed (in comparison to 573 reef contacts—see Fig. 4 for the distribution of contacts and interventions);

Camera systems were carried by 55 % of divers; camera-wielding divers accounted for 52.7 % of the total contacts made with the reef. Of divers who utilised a camera, 35 % carried a non-specialist compact type and 20 % carried an SLR type within a specialist underwater housing.

Mean (±SE) dive time was 49.3 ± 0.42 min. A total of 573 diver contacts with the reef were recorded during all assessed dives.

The difference in the frequency of interventions was statistically significant (ANOVA, f = 4.81, P = 0.03)

although a significant portion (36 %) appeared unaware of the contact they made with the reef.

In addition to overall contact levels, some studies have also quantified reef contacts either as the mean number of contacts per diver over the duration of a dive or the diver contact rate per minute of dive time. The mean contact rates of 5.7 contacts per dive, or 0.12 contacts per min, which we observed at dive sites in the Philippines are lower than those previously reported

All divers observed within the present study were diving with operators participating to various degrees in the Green Fins environmentally responsible diving programme.

Identifying factors and policy measures which influence SCUBA diver behaviour underwater can help coral reef managers determine where to most effectively focus effort and funding with respect to dive management. In this study, we found that 88 % of the divers observed made at least one contact with the reef at some point

Divers who are more conservation aware and who contact the reef less may preferentially choose to dive with environmentally ‘accredited’ dive operators; indeed, this assumption partially drives dive operator participation in such programmes.

Underwater interventions by dive guides have been suggested to be the most successful deterrent to diver contact with reefs (Barker and Roberts 2004). In this study, there was no significant difference in the intervention rates between dive centres of high and low Green Fins compliance. Therefore, we cannot attribute the observed difference in diver reef contact rates to differences in intervention rates between these two groups.

Studies examining the effect of carrying camera equipment on the frequency of diver contacts with the reef have produced conflicting results.

Additionally, the administration of a pre-dive briefing can influence diver contact rates underwater (Medio et al. 1997). The Green Fins programme incorporates the use of a pre-dive briefing that emphasises the importance of refraining from contacting the reef, which would be expected to result in lower diver contact rates.

A concern amongst representatives of the diving industry is the use of muck sticks to manipulate animals unnecessarily—pushing animals out of holes for better viewing, stressing animals to show customers their stress behaviour (e.g. an octopus changing colour), and physically breaking hard coral to be used in photographs.

When examining the part of the body or dive equipment which made contact with the reef, we found that the majority of contacts were made with fins, in agreement with Krieger and Chadwick (2013) and Rouphael and Inglis (1998).

It has previously been noted that dive guides customarily perform different roles at dive locations globally; at some locations, they act primarily to lead the dive group around the reef, whilst at others, pairing with and closely supervising individual divers throughout the course of a dive

this suggests that dive guides carry out the closest supervision during the initial phase of the dive and then switch to a ‘dive leader’ role at the front of a dive group.

This study provides evidence that the effective implementation of environmentally responsible practices, via programmes designed to reduce diving impacts, may translate to reduced diver reef contacts.

Many diver characteristics which might intuitively be expected to impact reef contact rates, such as level of qualification and overall experience, were not significant influencing factors in this study, and high versus low levels of Green Fins compliance did not influence the number of interventions made by dive guides underwater.

For continued economic benefit and conservation of Philippine reef dive locations, we recommend that management measures facilitate high levels of compliance with environmentally responsible diving programmes to reduce the impact of diving on coral reefs.

These more streamlined efforts lead to increased productivity among your staff

Older software and hardware are more prone to viruses or hackers attacking.

It takes up so much time to make things work, saving files differently to be compatible, or transferring data to a different machine that will work together.

it delivers an obvious ROI

Take some time to tinker with settings and deploy power-management, and you can expect even greater potential ROI.

Climate control equipment is frequently the biggest purchase cost for a guestroom, and costs the most in energy usage throughout the year

Advances in wireless and mobile technologies, products and services are changing the landscape of the hospitality industry and how it operates,” says Craig Mathias, principal, Farpoint Group . “With a demanding client base equipped with increasing numbers of smartphones, tablet computers, notebook PCs and even rugged devices, successful hospitality IT organizations recognize the need to upgrade their existing WLANs to improve network reliability, capacity and coverage to support customer-facing applications, as well as internal services that enable their own mobile workforce and improve the guest experience.”

Improved guest experience is the top driver for mobility investments, cited by 76 percent of hospitality venues surveyed. Hospitality decision makers are investing in mobile technologies to support customer-facing applications that improve guest services by handling wireless email, guest/attendee check-in, table-side order/payment or event ticketing, among others. Sixty-one percent of respondents plan to deploy some form of video capabilities, including video surveillance, video conferencing and streaming video, in public access areas such as lobbies. Fifty-eight percent of surveyed hospitality organizations deploying mobile technology today see improved customer satisfaction. 

Key facts from the survey

A recent Motorola Solutions, Inc. study uncovered that information technology (IT) spending in the hospitality industry is expected to increase in 2011, with guest experience cited as the top driver for investment.

The Motorola Solutions 2011 Hospitality Market Barometer reveals that 91 percent of hospitality decision makers realize the increasing importance of mobile and wireless technology, while 78 percent recognize the role mobility plays in ensuring a competitive advantage for their business.

Elevating the guest experience

Improved guest experience is the top driver for mobility investments, cited by 76 percent of hospitality venues surveyed.

Hospitality decision makers are investing in mobile technologies to support customer-facing applications that improve guest services by handling wireless email, guest/attendee check-in, table-side order/payment or event ticketing, among others. Sixty-one percent of respondents plan to deploy some form of video capabilities, including video surveillance, video conferencing and streaming video, in public access areas such as lobbies.

Fifty-eight percent of surveyed hospitality organizations deploying mobile technology today see improved customer satisfaction. 

Empowering the mobile worker

Fifty-nine percent of respondents currently deploying mobile and wireless technology witnessed an increase in employee productivity and efficiency, while 55 percent saw improved sales results.

Currently, the most popular applications on two-way radios are project management (51 percent) and collaboration (41 percent). Unified messaging and remote management/monitoring have the highest rate of planned deployments into 2012.

Among survey respondents, tablets and VoIP handsets are the top two mobile devices planned for new deployments by 2012.

Know the total cost of all facility work done both directly and indirectly. “To the untrained eye, the facilities maintenance arm of a business appears to be a black hole of cost. The costs of these FM services add up, and unless discrepancies arise, that is where most of the business analysis ends. However, facilities maintenance managers, who are privy to all of the nuances that make up eac

h work order, understand the complexities and overhead involved in this sector of business.

Consider less obvious improvements that impact facility energy use. “Some energy-related projects will be more or less hidden from the users and primarily pursued to reduce energy demand, such as chiller and fan-unit upgrades. Such projects may end up providing the building users with better temperature control, but this is not the primary goal of the upgrade

Operational changes such as reducing the hours of HVAC and lighting operation, and changing setback temperatures, which require very little expenditure (if any at all) do not directly affect user experience, but can produce large reductions in electricity loads. In general, working with the building operations team to reduce energy use can produce impressive reductions in loa

his allows building and facility management professionals to determine whether the cost to improve a particular element of a building or a system in it against the cost savings over the same period. If the cost of an upgrade over its lifetime offers an advantage over the building operational costs it will save, then it’s generally considered a good investmen

“Finding the right suppliers to maintain your facilities can be difficult and time-consuming. From janitorial services, to groundskeeping and maintenance supplies, ensuring suppliers are providing apples-to-apples quotes, developing contracts with clear service levels, and validating that supplier quality

“Boilers today can reach efficiencies of up to 96 percent using condensing technology; however, a typical building, including new buildings, uses atmospheric type boilers which, for all intents and purposes, are only slightly more advanced than a science lab Bunsen burner. This technology is reliable and it works, but it is expensive to operate

An energy audit systematically identifies and develops opportunities to help reduce energy use in an institutional or commercial facility and, as a result, decrease building operating costs. Focusing the audit is imperative for maintenance and engineering managers.

“Commercial kitchens are high energy users, consuming roughly 2.5 times more energy per square foot than any other commercial space, according to the US Environmental Protection Agency (EPA).  Of that, as little as 40% is used in the preparation and storage of food, says the UK’s Carbon Trust; much of the wasted energy is dispersed into the kitchen.

All commercial buildings are insulated; building codes make it mandatory to insulate up to  a certain level. Unfortunately, because most buildings are put up under strict guidance to budgets, they are usually put up with only the minimal amount of insulation

Develop performance measures for your PM process with an emphasis on measuring the amount of PM that is work completed compared to all other work. Total PM hours should be the highest percentage of all the department’s maintenance work. This goal might seem impossible, but over time, it is very achievable

“Preventative maintenance is all about planning, plain and simple. Every piece of equipment or machinery at your disposal or under your care should have a schedule of what type of maintenance it requires and when it requires that check-up.

“Failure modes are defined as “how something fails.” Let’s use a flat/membrane roof to show an example of what a failure mode is. On a flat/membrane roof, one failure mode may be “penetration of roof membrane,” and the causes of this failure mode could be many. Knowing the failure mode(s) of a specific maintainable item such as a membrane roof and its causes can be key to early detection of roof failure (not meeting the intent of the end user) so the repair can be made before it affects an operatio

“Catch small problems now before they become big ones. Addressing small details can add up to huge improvements in appearance and functionality. Ask your facilities services provider, janitorial company

You may schedule preventive maintenance based on meter readings on an equipment. However, equipment meters usually do not differentiate between work time and idle time

Greasing the rack and pinion of a beam saw, for instance, can cause grease and saw dust to solidify inside the gears over time, eventually preventing them from moving. If you’re unsure which tasks are beneficial to each piece of equipment, ask your equipment representative.”

Having spare parts and supplies around the time of a major preventive maintenance schedule is absolutely critical. Asset management software allows you to check the availability of the spare parts for dates when the work orders are due. This report can help you identify parts that are insufficient for the required work orders in the future. If you know which parts you are falling short on, you can order them in advance from suppliers rather than waiting till re-order limits are reached

“Appropriate repetition and reinforcement are necessary. The average person is bombarded with more than 300 messages while at work, and multiples of that outside of work, Finney says. Getting a message to land with an audience might take as many as 12 repetitions, in some cases, he says

Let’s get together: when you’re designing your facilities, design social spaces for your employees. These might be lunch or break rooms, games rooms, gyms, or even community gardens.

While other managers may work to manage clients or staff, your job is to manage facilities and all that occurs in them. Your corporation’s physical assets are just as important as your human resources, and you are the expert in this field. Whether it’s collating data or contributing to the organization’s bottom line, your input is a valuable part of corporate decision-making

 “Workplace inclusion has to be clearly defined before any initiatives can be pushed forward. One useful definition of an inclusive office is a workplace in which all staff are treated with respect and have equal access to resources and opportunities. Facility managers should build on this high-level description to create an idea of what concepts like equal access, diversity and fairness look like in their own facilities

Space costs money. Knowing that we are moving towards a working environment consisting of virtual or mobile workers, investing time in developing new workplace designs that can suit these new ways of working while increasing space utilization rates can result in impressive cost savings

Performing facility maintenance and engineering tasks is like sailing among icebergs. What technicians can’t see will sink them — or their facilities. Thermal imaging technology gives technicians the ability to see the unseen, making it easier to spot failing motors and electrical components,

This concept is broadly used to describe our attempt to formally identify in-house talent in many of our labor shops. We identify talent through a competitive selection process based on potential vs. skills and promote our selected personnel to the worker and helper level while training them to achieve appropriate full mechanic level with associated certifications/licenses

This directly leads to the client receiving a more fit-for-purpose solution and ultimately receiving greater value which grows a greater relationship.

In other words, there has to be a compelling reason based on our mission for why we would submit budgets for anything.” By presenting specific information on how and why you’ve chosen your budget numbers, you can help the C-suite see that your budget is well within reason

When you automate the work order process, you remove human error associated with it. Essentially, you’re taking the people out of the process and ensuring nothing gets missed or overlooked

“There are many different software options out there than can aid FMs in organizing and streamlining their everyday tasks. This ranges from software designed to help manage all maintenance activities to logging and tracking facility visitors for security purposes. 

uch smart sensors, operating costs are dramatically reduced, productivity is enhanced, and occupants’ comfort is improved.

“One of the most exciting features of Facilities Management software is the ability to manage heating and cooling remotely, or set a programmable thermostat to move set temperatures up or down throughout the day. Facilities planners love the ability to analyze and explore energy use from heating and cooling systems

“Maintenance and facilities administration systems must frequently abide by national and global regulatory requirements. All maintenance administrators face occasional random or audits inspections by regulatory authorities. Maintenance software enables you to prove regulatory conformity and decrease the amount of paperwork and preparation that is needed for an audit.

KPIs allude to opportunities and errors in your company. Paired with the Internet of Things (IoT) and energy management systems, KPIs can be used to highlight missed maintenance tasks, greater traffic area of your business or problems with machinery

“Closely monitoring energy and water use to reduce building-operating costs is another benefit. By allowing owners to monitor and analyze the performance of multiple systems—air-conditioning levels, lights on automatic dimmers, water usage

“A feature that’s gaining a lot of ground is using facial recognition technology to let people in and out of the building. It’s more secure than key fobs or cards, and unlike cards and fobs, you can’t forget your face at home. It’s like batting a triple, or killing three birds with one stone

You cannot do your job properly without the correct information. If you don’t have proper records on the state of your facilities, you can’t do your job as a facilities manager.

“A surprising number of facilities managers have no true system in place for managing their space.  More than a quarter of everyone interviewed – 28 percent –

. It may help significantly with compliance with various industry standards, such as HIPAA in the healthcare industry and Sarbanes-Oxley in the financial field. It can help to document best practices for avoiding accidents, or in the worst case scenario,

This method identifies how critical a piece of equipment or maintenance task is to your business and will ultimately show you where it should land in your prioritization process

Smartsheet is a spreadsheet that you share with your co-workers, but its features go far beyond Excel. This tool combines the traditional spreadsheet with project management tools, templates, and forms and allows you and your colleagues to access spreadsheets on mobile devices and work on them collaboratively

The business world is increasingly embracing a larger remote workforce. Offices are used as areas to collaborate, develop, and design new ideas. The day-to-day work can be, and often is, done from home

“Another possibility for cutting costs, say experts, is not just moving staff around, but moving work around also. This means carefully examining all outsourcing contracts to see if they can be scaled back and the work completed by in-house staff

“Verify assets from a minimum of two data points, such as the barcode and the item’s serial number.

After collecting data and developing a maintenance schedule for your assets, you need to plan for the long-term maintenance of your asset inventory

However good asset management and maintenance planning is, there comes a time when an asset reaches the end of its useful life and should be disposed of.

“If you’re trying to get a handle of your documents, the first thing you should do is an asset assessment. Detail the condition of all the main equipment and systems, and document those conditions

Strategic asset management integrates key relationships between planning and delivery activities.

Maximize your use of vertical cubic footage by placing seasonal products or those that move less frequently in harder-to-reach vertical storage areas

Necessary hardware components

Technical support

Software to track data

User friendliness.

Financial reporting capabilities

Point of Sale (POS) equipment is the computer-based order-entry technology many restaurants use to capture orders, record data and display or print tickets. Restaurant servers, bartenders and cashiers can all use POS systems to easily enter food and beverage orders.

By tracking workflow in SynergyMMS for the maintenance of these assets, the tasks are completed efficiently. This also aids in establishing the equipment's useful life, prolonging replacement cycles for equipment, and reducing energy and water consumption.

n addition to improving the lifecycle of equipment, SynergyMMS also adds accountability for our Engineering teams,"

SynergyMMS not only helps identify what work needs to be done and when — both in the villas and across the entire property — but the system tracks exactly when work is completed. SynergyMMS provides another tool for our engineering leaders to monitor productivity and efficiency of the preventive maintenance program.

Hailed as the ultimate solution for today's mobile and multilingual workforce, SynergyMMS offers tools that help hotel maintenance staff work together without increasing demands on their time

SynergyMMS is all about time, efficiency, and solving today's most tedious preventive maintenance tasks.

Many brands let guests know about their sustainability efforts, but elect to keep guests from having to actively participate. But in certain niches, such as properties marketing to millennials, it makes sense to put energy savings front and center.

"The issue of electronic waste is overlooked, as electronic items that could be fixed easily go to waste instead, contributing to pollution and increasing the demand for components like rare earth elements, which can have a damaging impact on the environment when sourced."

The rare earth elements being mined are currently crucial components in high-tech electronics, but they are hazardous to extract.

"But the truth is that one in five people - at best - are going to be motivated to do that, so for the remaining four out of five, we need to put systems in place that are convenient, that match their lifestyles and enable us to get the electronic equipment back... into the next item."

"There is the high risk that the pollutants are not taken care of properly, or they are taken care of by an informal sector and recycled without properly protecting the workers, while emitting the toxins contained in e-waste," Prof Williams says.

By far the biggest contributors to the level of e-waste are household appliances such as irons, vacuum cleaners, washing machines and fridges.

There are rules on the management of e-waste. Sellers of electrical and electronic equipment (EEE) within the European Union must provide ways for customers to dispose of their old household device when they sell them a new version of the same product.

"This project allows you to reduce waste, extend the life of objects, and it helps people who cannot afford to get rid of items that have developed a fault," he says.

world-wide collections are stagnating or even decreasing

In countries where there is no national e-waste legislation in place, e-waste is likely treated as other or general waste. This is either land-filled or recycled, along with other metal or plastic wastes

the rapidly-growing "Internet of things" - internet-connected gadgets - is expected to generate e-waste at a faster rate, as connectivity becomes embedded into everyday items

is when it comes time to do larger upgrades, or migrate systems to new servers, the migration/implementation time could be multiplied 2-10 times just because you haven’t kept your systems up to date.

In situations where you do have a valid good warranty from a recommended vendor, you can often have hardware replaced under warranty by the next business day, minimizing downtime.

Vendor Warranty – We are called in to resolve an issue on a new server environment, but it turns out the equipment just came off warranty after 3 months.

Consumer Grade Equipment – Some IT Solution providers, and/or IT staff feel they can build their own servers, or purchase off-the-shelf consumer grade equipment for business use.

Equipment Age – They need to purchase new equipment, since replacement parts aren’t available anymore, and the equipment’s warranty has expired.

Security and critical updates need to be applied urgently when possible. Upgrades or updates that increase features, functionalities, and correct software flaws are also important, but not as important as security/critical updates.

Hardware should be upgraded when either the equipment is coming off warranty, or when you need to upgrade for performance/capacity reasons.

Dell supported a multi-stakeholder group in developing the Electronics Products Environmental Assessment Tool (EPEAT). All Dell computers purchased by the university meet the EPEAT standard

Outdated Apple equipment is processed through Apple’s Trade-In Program, often for purchase credit. Apple either refurbishes the equipment or recycles it in an environmentally safe manner.

All electronic waste on the Puget Sound campus is recycled in one of the following ways:

Apple focuses on a comprehensive strategy for their machines, with specific goals for each phase of product development, use, and disposal. Every computer Apple sells has earned the highest rating of EPEAT Gold.

Other outdated equipment is processed through the university’s recycling partner, GreenPC Electronic Recycling. Such equipment is then refurbished and resold to other users.

By employing virtualization technology for servers and desktops, Technology Services promotes sustainability while also improving services!

Through PrintGreen, instituted in Fall 2012, students were allotted 750 free prints each semester - an amount that the majority of students did not exceed based on past usage records.

The ultimate goal of PrintGreen is to provide students with better information on the environmental impact of their printing and to promote the sustainable use of campus resources.

Recycling bins are placed prominently in all computing labs, Print & Copy Services, and TS offices.