Refurbishment over replacement

According to Ascot Air General Manager Robert Wolfe, many hotel owners are choosing to invest in existing properties rather than wait for new supply to come online.

“Owners are starting to plan now rather than wait,” Robert says.

“A lot of Brisbane and South East Queensland hotel stock is 15 to 30 years old and the mechanical plant is at or past the end of its life. Operators know 2032 brings a hard deadline and a lot of competition for contractors, so the smart ones are getting scope, budgets and staging sorted early.”

The focus is increasingly on refurbishment projects that improve guest experience, modernise ageing infrastructure and increase operational efficiency, all while keeping rooms available and revenue flowing.

Why HVAC sits at the centre of hotel upgrades

While room finishes and guest amenities often attract attention during refurbishments, HVAC systems are one of the most critical investments hotel owners can make.

“Air conditioning is what guests notice straight away when it is wrong,” Robert explains.

“Noisy fan coils, rooms that won’t hold temperature and poor air quality all end up in reviews.”

Modern HVAC systems can also deliver significant operational benefits through improved energy efficiency, smarter controls and reduced maintenance requirements.

“It is one of the biggest energy costs in a hotel. Replacing tired plant with modern VRF or upgraded chilled water systems, tied into a proper Building Management System, helps reduce operating costs and supports sustainability targets.”

For many hotels, refurbishment presents the ideal opportunity to tackle both guest comfort and long-term asset performance in a single project.

The challenge of upgrading a live hotel

Unlike many commercial projects, hotels rarely have the option of shutting down for major works.

Keeping guests comfortable while replacing critical building infrastructure requires careful planning, staged delivery and close coordination with hotel operations teams.

“Keeping guests comfortable and the hotel trading while the work goes on is the biggest challenge,” says Robert.

“That means working floor by floor or in room blocks, controlling noise and dust, planning shutdowns around occupancy, and making sure plant changeovers don’t leave occupied areas without cooling.”

Early planning is essential. Access routes, riser strategies, temporary services and back-of-house logistics all need to be considered well before work begins.

“Tight coordination with the hotel’s operations team is what makes or breaks these jobs.”

Delivering upgrades while hotels stay open

With more than two decades of experience delivering mechanical services projects across South East Queensland, Ascot Air specialises in working within live environments where business continuity is critical.

The company has delivered HVAC refurbishment projects across a range of hospitality assets, including Elysium Noosa, Vibe Hotels, Novotel and Mercure properties.

Today, Ascot Air is also involved in early contractor engagement on the refurbishment of InterContinental Brisbane, helping ensure design, staging and budget planning are developed before construction begins.

“We get involved early, ideally at the mock-up room or early contractor involvement stage, so the design, staging and budget are realistic before anything goes to tender,” Robert says.

“On site we work to the hotel’s operation, not the other way around.”

This early involvement allows hotel owners to better understand costs, minimise disruption and develop realistic refurbishment programs that keep rooms earning revenue throughout the project.

Planning ahead

As 2032 moves closer, Robert believes hotel owners who start planning now will be best placed to avoid future capacity and cost pressures.

“Get a condition assessment of your plant now, do a mock-up room, and lock in a staging plan and budget before the market gets busy,” he says.

“Contractor capacity and equipment lead times will tighten as 2032 gets closer, and owners who leave it late will pay more and have less choice.”

For Queensland’s hotel sector, the road to Brisbane 2032 is already underway. While new developments will play a role, refurbishment is likely to be a major part of the solution, helping hotels modernise their assets, improve guest experiences and maximise room availability when demand peaks.

And for HVAC systems, the message is simple: start early.

Tell us about your area of the business?
I lead projects and project teams, specialising in the delivery of complex capital works programs across critical infrastructure, aviation, telecommunications, commercial property and government sectors.

Our team help clients take projects from an initial idea through planning, procurement, design, construction and handover. We act as trusted advisors throughout the entire journey, ensuring projects are delivered safely, efficiently and with strong commercial outcomes.

What is unique to working in your area of the business?
I think what sets our delivery service apart is we’re often embedded within our clients’ businesses, supporting them across the entire asset lifecycle. This means we understand not only the project scope, but also how that project impacts operations, maintenance, workplace performance, customer experience and long-term asset value.

We drive a strong culture of collaboration and accountability. We don’t operate as individuals managing projects independently; we work as one team, sharing lessons learned, technical expertise. That collaborative approach enables us to bring innovative thinking and proven solutions from one client environment into another, creating better outcomes for everyone.

What innovation(s) has your team introduced into your projects?

Our focus has always been on finding smarter ways to deliver better outcomes. We’ve adopted more data-driven digital project controls and tool, enhanced risk management and collaborative procurement strategies that allow us to identify challenges earlier and make better decisions throughout the project lifecycle.

Innovation isn’t always about technology. Sometimes it’s about challenging traditional delivery methods and finding a safer, more efficient or more cost-effective way to achieve the same result.

How do you keep across what the client wants?

For me, it comes down to listening and the mindset of ‘walk a mile in their shoes’. The best projects are delivered when you genuinely understand what success looks like for the client. That means spending time with stakeholders, asking questions, understanding their operational challenges and maintaining regular communication throughout the entire project lifecycle.

I always encourage my teams to think beyond the immediate project scope and understand the client’s broader strategic objectives. When you understand the “why” behind a project, you’re far better positioned to deliver outcomes that create lasting value.

How long have you worked for BGIS?

I’ve been with BGIS Project Delivery Services (PDS) since late 2022 and have had the opportunity to work on a diverse range of projects across the industrial, aviation, government, education, commercial, healthcare and retail sectors. During that time, I’ve built strong relationships with both clients and colleagues and have been fortunate to contribute to projects that create real value for the people and organisations we support.

Tell us about your area of the business.

As part of BGIS PDS, our team manages projects from concept through to completion, helping clients bring their vision to life while balancing scope, budget, time, quality, and risk. We work across a wide variety of sectors and project types, partnering closely with clients, consultants, contractors, and stakeholders to deliver successful outcomes. As the WA State Lead, I have the privilege of supporting a talented team of project managers while continuing to work alongside our clients to ensure we deliver projects that make a meaningful difference to their operations and environments. My talented team includes – Moni Dolot, Assistant Project Manager WA, Jessica Matthews, Project Manager WA and Priscilla O’Neale-Searancke, Project Manager WA.

Tell us any highlights and/or interesting things about your work.

One of the highlights of my role is the diversity of projects and people I get to work with. No two days are the same. I enjoy leading and coordinating multidisciplinary teams, bringing together different perspectives and expertise to solve challenges and achieve great outcomes. It’s incredibly rewarding to see a project evolve from an idea on paper into a finished space that people can use and benefit from every day. Equally rewarding is watching team members grow and develop throughout the journey.

What is unique about working in your area of the business?

What makes project management unique is the opportunity to bring together people, processes, and shared goals to deliver something tangible. Success is rarely achieved by one person. It’s built through collaboration, communication, and trust across the entire project team. I enjoy being in a role where I can help connect people, navigate challenges, and create an environment where everyone is working towards the same outcome. The variety of industries, projects, and stakeholders we work with also means there is always something new to learn.

What innovation(s) has your team introduced into your projects?

Our team is always looking for better ways to deliver projects and improve the client experience. This includes using different project management tools to improve collaboration, reporting, and transparency, as well as implementing structured project governance and risk management processes that support better decision-making. We also focus heavily on lessons learned and continuous improvement, ensuring that knowledge gained from one project helps enhance the delivery of the next.

How do you keep across what the client wants?

I keep across what the client wants by maintaining regular communication and building strong relationships throughout the project lifecycle. Understanding a client’s priorities goes beyond the project brief. It comes from listening, asking questions, and staying engaged throughout the journey. By creating open lines of communication and collaborating closely with stakeholders, we can proactively manage challenges, adapt when requirements evolve, and ensure the project continues to align with the client’s objectives and expectations.

A key piece of career advice

Be curious, stay adaptable, and never underestimate the value of teamwork. Some of the most valuable lessons in my career have come from stepping outside my comfort zone, taking on new challenges, and learning from the people around me. Building strong relationships, supporting others, and being willing to ask questions can make a significant difference to both your personal growth and long-term success. Great outcomes are rarely achieved alone, and the best results come when everyone works together towards a common goal.

Measuring performance

NABERS provides an independent assessment of a data centre’s operational energy efficiency and environmental impact. NABERS ratings are based on actual operational performance, giving organisations an accurate picture of how efficiently their facilities are operating.

The rating system provides a transparent and standardised way to compare performance across the sector, enabling owners and operators to identify opportunities for improvement, reduce operating costs and demonstrate environmental leadership.

Importantly, NABERS recognises that data centres operate under different ownership and management models. To accommodate this, three rating pathways are available:

• • IT Equipment Rating for organisations that manage their own IT equipment but not the supporting infrastructure.
• • Infrastructure Rating for data centre owners and operators responsible for cooling, power delivery and associated support services.
• • Whole Facility Rating for organisations that both own and operate the entire facility.

This flexibility allows organisations to benchmark the areas of performance they can directly influence while still gaining meaningful insights into overall efficiency.

Creating value

For many organisations, sustainability reporting requirements and ESG commitments are driving increased interest in NABERS ratings. However, the benefits extend well beyond compliance.

A NABERS rating provides independent, third-party verification of energy performance, creating confidence among clients and stakeholders. In a market where major corporates and government agencies increasingly consider sustainability credentials when selecting service providers, a strong NABERS rating can become a genuine differentiator.

The rating also provides valuable operational insights. By identifying inefficiencies within cooling systems, power distribution, HVAC controls and other critical infrastructure, organisations can uncover opportunities to reduce energy consumption and operating costs while maintaining reliability and resilience.

According to NABERS, organisations participating in the program have demonstrated significant reductions in energy costs over time through continuous performance improvement and optimisation initiatives.

Improving performance

One of the strengths of the NABERS framework is that it encourages ongoing improvement rather than a one-off assessment.

Data centre operators can use the results to establish performance baselines, set improvement targets and track progress year after year. Because ratings are renewed annually, organisations gain a consistent and measurable way to demonstrate improvement while validating the effectiveness of energy efficiency initiatives.

The process itself is straightforward. Organisations collect twelve months of historical energy data, engage an accredited assessor and complete a site review to validate the rating. Once certified, the findings can be used to develop targeted energy optimisation strategies and investment plans.

Partnering with BGIS

Whether an organisation is pursuing its first NABERS rating or looking to improve an existing result, BGIS can provide support across the entire process. From data collection and rating preparation through to energy optimisation strategies and long-term sustainability planning, our team helps clients translate performance insights into measurable outcomes. By combining sustainability expertise with deep technical and operational knowledge, we help organisations improve efficiency, reduce costs and maximise the value of their data centre assets.

Lisa Bell, Sprinkler Fitter, AESM

Lisa is a Sprinkler Fitter with BGIS, working across Melbourne’s west and north. She began her career after responding to an ad in the newspaper for a women-in-plumbing program in Brisbane and has now been in the fire protection industry for over a decade, including more than two years with BGIS.

Lisa holds a Certificate III in Fire Protection and various other tickets including Working at Heights. She specialises in inspection and testing of sprinkler systems across industrial warehouses, high-rise residential buildings, retirement homes and disability support homes.

She enjoys the variety in her role and the constant learning and problem-solving that comes with it. “Every day is different,” she says. “There’s always something new to figure out.” Lisa also appreciates the strong team culture at BGIS, where experienced colleagues are always available to offer advice and support. She notes that BGIS is proactive in providing access to training and additional tickets when needed, making it easy to upskill and grow within the role.

Lisa speaks highly of BGIS as a supportive environment for women in trades, with other female technicians on the team and a newly onboarded female sprinkler apprentice. While she faced challenges early in her career, particularly in construction, she encourages young women not to be discouraged. “It wasn’t easy at the start, but I’m glad I stuck with it,” she says. “If it’s what you want to do, just go for it.”

Karen Kristensen, Fire Testing Technician, AESM

Karen is a Fire Testing Technician based in Victoria who has been with BGIS for two years. With no prior formal qualifications, she has built her expertise through hands-on experience and on-the-job training.

Coming from a background in non-trade jobs, Karen was drawn to the meaningful nature of fire safety in keeping people safe and contributing to something she can be proud of. Her work spans aged care and disability support facilities, high profile apartment buildings and shopping centres in Melbourne’s CBD, and high-risk industrial warehouses.

Karen regularly works with clients such as VMCH and Mind Australia, conducting annual fire safety testing. These inspections often involve direct interaction with aged care and disability support residents, where she takes care to minimise disruption and communicate clearly.

As a woman in a traditionally male-dominated industry, Karen has felt well-supported by her team and management. “Everyone is really lovely,” she says. “BGIS has been really good, they’re always keen to offer more training and have given me opportunities to try different things and let them know what direction I want to head in.”

Karen is currently undertaking ongoing training to progress toward her gas panel tester licence, allowing her to undertake high risk works.

Could you provide an update on the current happenings in the FM industry?

The prevailing trends in the FM sector are predominantly driven by the integration of Artificial Intelligence across various operations, mirroring advancements in numerous other fields of business. Two primary themes remain constant in the FM space: improved energy management amidst rising costs, and the transition from planned and reactive maintenance to predictive regimes. These predictive regimes optimise ongoing operational expenditure by more efficient use of smart capital programmes.

What are clients telling you is important to them?

Clients are increasingly feeling the strain on their capital budgets for lifecycle replacement or renewal of aging assets. This is largely due to inadequate or limited data on the condition of their estates and assets. We are actively collaborating with them to enhance their confidence in the data. By exploring innovative solutions, we aim to alleviate the financial burden of extensive condition surveys. Our approach leverages operational techniques to manage residual risk profiles effectively while building that confidence on asset condition. Consequently, this lays the groundwork for more robust capital finance cases and improves approval rates.

Are there any trends unique to the NZ Market?

I don’t believe there’s anything particularly unique within the NZ Market. We seem to be experiencing the same drivers as the rest of the industry globally, though it may have taken a bit longer to resonate due to our geographical location and criteria mass of activity. The NZFM market has seen limited changes in both models and delivery methods, with the exception of the gradual introduction of PPP programmes. Given the increasingly challenging and uncertain economic environment, clients are now demanding greater agility in their contractual relationships with FM suppliers. This shift requires a re-evaluation of modelling approaches and a careful balance of risk management, all while remaining competitive in a highly contested sector.

What are the successes/ changes you have led in your time at BGIS?

Our most significant achievement over the past year has been the clear definition of our product offerings. This has given us a solid understanding of how these offerings align with our existing, new, and emerging sectors. As a result, we have a clear vision of what we represent, and what sets us apart from our competitors.

A key piece of FM career advice.

My advice would be NOT to do it. Become a dentist, work half the hours for twice the money! Seriously, to achieve success in the FM space, there are two key principles to follow: first, you have to strive to be the best in your field, and second, develop a clear plan to get there. This advice mirrors what I tell my kids about sports or any other pursuit that matters. While participation and being part of the game hold value, true success demands playing to win, becoming the best, and continually evolving to stay on top. The most successful FM organisations excel because they have the best people—it’s as simple as that.

What do you like to do in your down time?

I am passionate about the overall global rejuvenation of Breakdancing and will train tirelessly every day and night in order to compete and one day break the dominate hold the Australians’ unjustly hold on the world stage. As we all like to say in NZ – if Raygun can do it…. 🙃    Please contact Tim to discuss your requirements tim.cavanagh@bgis.co.nz