MEFMA CONFEX 2015
Smart Technology, Smart Cities, Smarter FM!
March 16th & 17th, 2015
The Address Hotel
Opening Address
Ali Al Suwaidi
MEFMA Board Member
A Rapidly Developing World
Fredrik Haren
Keynote Speaker
Guaranteed Energy Savings: from Word to Action
Francisco Silverio Marques
Director, Business Development & Marketing
MAF Dalkia
Drivers for integrated FM
Client
H1H1
H2
H2
H3
H8H4
H5
H3
H6
H4
H7
H8
H6
H7
S5
S1
S1S5 S2
S2 S6
H5
S3
S3 S7
S4
S6S8 S4
S7
Single port of call
Quality Standards
Cost cutting:
negotiation
S8
MAF Dalkia property. Cannot be used or reproduced without prior written approval of the Communications Manager of MAF Dalkia ME
But in real life…
•
Client
Some services are more
critical than others
• Technical & environmental
knowledge
• Soft services for end-users
S1 S5
H1
H5 S1
H1 H5
H1
S5
S6
H2H6
H6 S2 S6
S6
H2
H3
H3
H3 H7
H7
H7 S3 S7
S7
H4
H4 H8
S4 S8
S8
H4
H8 S4
S4
•
Internal barriers
• Direct control of services
• Resistance to change
•
Who is the best in hard, soft
and price?
• Different competencies
• Different regulations
MAF Dalkia property. Cannot be used or reproduced without prior written approval of the Communications Manager of MAF Dalkia ME
Any ideas?
Emerging model
Existing Model
The best provider for each service

Bundling / integration of services


Cost cutting through negotiation

Technical competence

Separate procurement of energy

Guaranteed energy savings
E
H
Banks
S
Public
E
Offices Banks
Public
HH
Shop.
Malls
S
Offices
MAF Dalkia property. Cannot be used or reproduced without prior written approval of the Communications Manager of MAF Dalkia ME
2014 Milestones
Tender for Hard Services
Public Sector
Q1
Q2
Separated Preferred Providers
Hard Services and Soft Services
Private Sector
Q3
First ESCO
accreditations
Q4
First Etihad ESCO
Energy Savings
Performance Contracts
First Etihad ESCO
Energy Performance
Tenders
MAF Dalkia property. Cannot be used or reproduced without prior written approval of the Communications Manager of MAF Dalkia ME
Energy Performance Model
Investment
by ESCO
2
4
Net savings
- Level of guarantee +
Investment
by customer
Energy Bill
Energy Bill
Investments
Monitoring
Maintenance
Costs
Maintenance
Costs
Before
contract
(Baseline)
During
contract
(Commitment)
1
1
2
3
4
ESCO Scope of services:
4 possible contract models
MAF Dalkia property. Cannot be used or reproduced without prior written approval of the Communications Manager of MAF Dalkia ME
3
Action: feedback on first ESPCs
Simple Standardized contract, clear commitments
Measurable Performance Verification Protocol
Ambitious 30% Energy Savings
Realistic Audit based
Timed Maximum 6 years payback
MAF Dalkia property. Cannot be used or reproduced without prior written approval of the Communications Manager of MAF Dalkia ME
Keystone: Payback Guarantee
Trust in the market
Financial
Guarantee
Contractual
Guarantee
Increase Capabilities
Technical
Guarantee
Extension to private sector
MAF Dalkia property. Cannot be used or reproduced without prior written approval of the Communications Manager of MAF Dalkia ME
Thanks to the MEFMA CONFEX 2015 Sponsors
“MEFMA Star Rating System –SRS /An
Integrated FM Approach “
Toward Raising The Standards of the Facilities
Management Profession In the Middle East
Ali Alsuwaidi -MEFMA
James Garbutt- SRS/ Dubai Land Department
Introduction ….What is
happening out there
A.1 What is happening in GCC –FM Industry
Middle East /GCC is an emerging Market……High Demand/
Evolving Market
A.2 Why we need FM best practice
FM is the Key to outsourcing…..Mitigate Risk
To Build Long Term Prospective
Common Strategy for all stakeholders
To create and impalement sustainable policy across the various
industries.
What is missing………….
What is FM Best Practice…. FMP, Life Cycle Approach, Strategic
Planning, benchmarking
Overall handover responsibility matrix
Overall ownership of decision making during operation stage
(short & long term)
Building Condition Assessment
Governmental Bodies Integration during all stages of asset life cycle
of building .
Creating SRS-IFM guidelines –
Integrated Approach
Introduction of guidelines especially for high population
density development ….SRS-IFM “ MEFMA Stars”
Creating SRS-IFM guidelines –
Integrated Approach
MEFMA /SRS-IFM is a rating system & guidelines to review
Facility Management strategy for any facility from Strategic ,
Tactical & day to day operations. This is to ensure how four
components of People, Process ,Technology & Real-estate are
integrated in sustainable approach covering the following
objectives :
Optimized sustainable FM design to enhance life cycle of the
facilities and related systems. Involvement of FM expertise as
early as Design stage..
Proper implementation of the design elements during
construction, testing, commissioning & handover stages of life
cycle of the facility.
Optimized sustainable FM design to enhance life
cycle of the facilities and related systems.
Involvement of FM expertise as early as Design
stage..
Strategic Reviews
Operations
Design reviews
Mobilisation
Service
Procurement
Cost Models
Operational
Strategies
Creating SRS-IFM guidelines –
Integrated Approach
Clear Handover strategy plan and related implementation to ensure
operation, EHS & security gaps are identified and closed during the
between project team and FM team during transition .
Establish & implement training strategy for all FM services
staff during handover
Implement FM integrated contract with clear scope of work & related
SLA/KPI & relevant T&C. The contract documentation to reflect proper
FM tender process implementation.
Establish & Implement CAFM strategy. Establish & implement
proper documentation strategy
Creating SRS-IFM guidelines –
Integrated Approach
Establish & Implement Energy & sustainability plan
Establish & implement Welfare plan & resources planning &
training strategy for all FM services staff
Establish & implement FM financial Management plan
Establish & implement BCP
Property Asset Quality and MEFMA Star Rating
System – Dubai and Beyond
James Garbutt
Managing Director - Realpoint Real Estate Consultancy
SRS Property
Inspections
Property Asset Quality
Team Update
James Garbutt
Why Asset Quality Assessments?
Best Practice
Property assets should be being built in accordance with
local legislation and adopting international levels of best
practice where applicable.
Longer Term Performance
Within a healthy developing market, building assets
need to perform in the longer term. Studies actually
prove that better real estate assets actually contribute
to happiness & GDP
A Change For The Better
Something needs to be done. If we do things the same there
will be no change.
The Quality Assessment will create a holistic market change
with greater emphasis on providing better quality (and hence
longer term performance) throughout the real estate market.
What Is The Benefit?
Investment
- Better quality assets will attract
investors both locally and from overseas
Investor Trust & Transparency -
in the
quality of building assets will add to investor trust
not only in the building themselves but also to the
many other real estate market stakeholders.
– nobody wants to live
in a property environment that is not safe!
Its also very damaging for market
reputation.
Heath & Safety
Total Cost Of Ownership Reduction
– may (not always) cost more but ownership
costs will reduce with improved quality
Sustainable Growth
- More investment will
lead to greater market growth and sustainability
Better Information That
Better Decision Making.
Enables
Introduction
SRS – Property Asset
Quality Team
•
•
•
•
•
•
•
RERA Licenced Inspectors
FM Technology
Property/ OA Managers
Asset Managers
FM Firms
Master/ Sub-Developers
Legals
Working on initiative since September
2014
Initial Brief
• To develop a world class inspection
report that provides Asset Quality
Scores for property assets in Dubai.
• The scores are then to be used for the
awarding of star ratings to buildings.
• The assessment was to include the
building’s physical assets, its people
assets (management) and document
assets.
Overall Objectives
Leading
Quality
Best
Practices
Setting The
Standards
Transforming
Dubai’s Real
Estate from
playing catchup to setting
the lead in
quality.
Absorbing a lot
of best
practices.
Setting the
standards for
others to
follow.
A hybrid
approach is
always the
best.
Continual
Improvemen
t
Investment
Confidence
Establishing a
cycle of
industry level
continual
improvement
and
development.
Encouraging
investment by
providing
greater
confidence
and
transparency.
Potential To Be A World Leading
Initiative
Expertise & Reference
Local & International
Dubai Quality Rating System
Technology System
Property Inspection Portal
Property
Inspection
Teams
Building
Owners &
Management
Property Asset Quality Rating
Team
•
•
•
Star Rating System•
Licencing Requirements
Professional Conduct
Codes Of Ethics
Mediation & Dispute
Resolution Service
•
•
Research & Information
Education & Training
Real Estate
Market & Public
Incorporating Best International
Practice
ISO 15686: 1-11
Covering aspects of buildings and constructed assets - service life planning
Pt.4
ISO 16739:2013
Specifies a conceptual data schema and an exchange file format for
Computer Aided FM (CAFM) & Building Information Model (BIM)
data.
The Construction Operations Building Information Exchange (COBie) a data format standard for the exchange of facility
information
ARCHIBUS Facilities and Real Estate Management Software
Property Asset - Whole Of Life Approach
5 Components Of Property
Asset Quality
Quality
The application of good
design, efficient well
considered layouts, use
of the right materials
and equipment, good
workmanship and
proper levels of
maintenance and repair
all contribute to the
overall quality of the
property asset and its
performance
throughout its lifecycle.
The Quality Rating
comprises a range of
condition inspections
and assessments
covering a wide range
of property assets that
include the following;
Health & Safety
Providing a property
asset that is a safe
place to live, work and
visit is essential to
meet quality
performance and legal
responsibilities. The
performance of the
property asset is
directly impacted upon
the level of fire, health
and safety provisions,
their design and
management and the
maintenance and
procedures being
implemented.
Documentation
Fast and efficient
document management
is required throughout
the life of a property
asset to deliver
property asset value.
From the initial
feasibility and concept
design stages through
to construction and into
operation important
documentation needs
to be securely,
accurately and properly
produced to comply
with various
contractual, legal,
regulatory and best
practice management
requirements.
Sustainability
Saving money,
conserving energy,
reducing waste and
water consumption,
improving air quality,
improving access,
better building material
choices and driving
innovation are all
sustainable attributes
that add to the quality
of the property asset.
The Sustainability
Rating includes a
series of assessments
that determine the
level of sustainability
performance for the
property.
Management
A competent
management team can
add significant quality
and value to the
property asset. The
way the property
management, owners,
tenants and service
providers perform their
responsibilities, work
together and
communicate has a
long term impact upon
the property asset’s
quality and
performance. As such
an assessment is
carried out that
considers the following
elements of the asset’s
management.
One Of Most Comprehensive Property
Inspection/Audits In The World
•
5 Property quality
categories
•
44 property audits
•
Weightings applied
to property types &
audit importance
•
5 scores combine to
form a single quality
rating score
The First Pilot Inspection
•
•
•
•
•
Inspected in January 2015
Property located in JLT,
Dubai
Under OA Management by
Deyaar
3B+GF+39+Roof
Residential & Retail Tower
7 Inspection firms!
The First Report
Report Contents
• Executive Summary
• Key Identified Actions



1 – Priority
2 – Necessary
3 – Nice To Have
• Quality Score Breakdown
•
•
•
•
•
•
Introduction
Health & Safety Report
Quality Report
Sustainability Report
Management Report
Documentation Report
• Conclusion & Sign Off
Appendix Reports
Meeting Specific Requirements
• Energy Efficiency Rating
• Building Insurance
Reinstatement
Valuations
• Reserve Fund Studies
• Etc. etc……..
Next Steps
•
To undertake more inspections – now
ongoing…..
•
Refine methodology, inspection
technology & processes
•
Value Engineer & Identify Costs
•
Star Ratings to be determined
•
Supporting systems to be built
•
Licencing, Courses & Training
•
Research & Information
Property Asset Quality and MEFMA Star Rating
System – Dubai and Beyond
Ali Al Suwaidi
MEFMA Board Member
MEFMA IFM-SRS –Road Map
MEFMA has conducted various workshop for Mega projects
Forming SRS team in Abu Dhabi-UAE , KSA, Qatar, Kuwait
Conduct research report on the important of Strategic FM for
city operations management level.
Conduct research report on the important of Strategic FM
planning for future city infrastructure growth.
Continual Improvement leading to sustained success
ISO 9004 Clause 4 :
Managing for the
sustained success of
an organization
Organization’s
environment
Interested
parties
Needs and
expectations
ISO 9001 Clause 9 :
ISO 9004 Clause
5:
Strategy and
Policy
ISO 9004
Clause 6 :
Resource
Management
(extended)
Client
Needs and
expectations
Organization
’s
environment
Interested
parties
ISO 9001
Clause 6 :
Resource
Management
Improvement ,
Innovation and
Learning
ISO
9001
ISO 9004 Clause 9 :
Improvement ,
Innovation and
Learning
ISO 9001
Clause 5 :
Management
Responsibility
ISO 9001
Clause 7 :
Product
Realization
ISO 9004 Clause
8:
Monitoring ,
measurement,
analysis and
review
Product /
Service
Satisfaction
Client
ISO 9004 Clause 7 :
Process Management
Value –adding
activities
Foundation : Quality management principles (ISO 9000)
Information
flow
Establish the context
Communicate
and Consult
Risk Identification
Risk Analysis
Risk Evaluation
Risk Treatment
Monitor
and
Review
The FM-model of EN
15221-1 is shown
below.
Exemplary representation of the relationship
of the three independent structures
(Dimensions) required to describe a product
FM relationship model linking the FM model,
the FM process/activities matrix, the facility
product map and facilities, cost and revenue
structures together
Facilities
Space & Infra
structure
FM Model
3 levels
(Demand <>Supply)
Facility Processes/Activities
Matrix
Plan
Do
Check
Act
Operational
Facility Product =Output
of facility Process
FM Strategic
Integration
FM Processes /Activities
FM Processes/ Activities
Inte
P
r
o
d
.
P
r
o
d
.
Contract
Agreement
Pricing
FM Agreement
Tact.
Tact.
Facility Services Processes
/Activities
Revenue
Product Map
Strategic
Tactical
People &
Organizatio
n
.
Inte
P
r
o
d
P
r
o
d
P
r
o
d
SLA
.
P
r
o
d
. . . .
As rent or by
volume or as
service
Facility product map (facilities/activities
matrix with standardized facility products)
with exemplary activities list opened for the
operational level
MEFMA IFM-SRS Strategic Goals
Create Awareness of FM standards
Best Practice.
Provide Guidelines for FM
stakeholders on enhancing values of
facilities.
Engaging Governments authorities to
drive legislation to manage Iconic
mega project in integrated FM
approach.
Smart/ Sustainable City approach to
include Integrated FM city
management concept.
PANEL DISCUSSION
MEFMA Star Rating System
Thanks to the MEFMA CONFEX 2015 Sponsors
FM in Saudi Arabia – “an emerging giant”
Highlights from our forthcoming report
Alistair Stranack
Partner – Credo Business Consulting
Pre publishing draft - do not distribute
FM in Saudi Arabia – “an Emerging
Giant”
Highlights from our forthcoming report
MEFMA Confex
16th March 2015
The Facilities Management market in Saudi Arabia is the
largest in the region, accounting for c.55% of GCC spend
The GCC Facilities Management market
$37.3bn
$14.9bn
100%
90%
Other GCC
$7.0bn
Other GCC
$2.1bn
80%
70%
UAE
$10.0bn
60%
UAE
$4.6bn
50%
Countr
y
Outsourcing rate
Oman
15%
Kuwait
21%
Bahrain
35%
Qatar
37%
UAE
45%
40%
30%
20%
KSA
$20.3bn
KSA
$6.2bn
10%
KSA
31%
“The UAE is the leading FM
market in the GCC region,
with most FM firms based
there.”
“Dubai has been the focus of
the market, but FM
outsourcing rates are
increasing across the whole
region.”
“The public sector is highly
outsourced, but the private
sector tends to insource or use
simple manpower supply
companies, rather than
procure full FM solutions.”
0%
Total FM market
Outsourced market
Ref: MEFMA – FM in KSA
Page 63
However it remains unsophisticated, with much of the
market served by labour supply companies
Nascent
Contract
structure
KPIs
Customer/
supplier
partnership
All single service
contracts or basic
manpower supply
Developing
Bundled multi-service
contracts, without
management layer
Developed
Fully outsourced TFM,
including white collar/ core
business activities
Input-based contracts,
customer controls inputs
Introduction of some
performance measures;
contracts still headcount
based
More freedom for
supplier to design
contracts to achieve
desired customer results
Sophisticated performancebased contracts – supplier
has complete control of
delivery method
Transactional
relationships with no
synergy between
customer and supplier
Customer has preferred
suppliers; suppliers adapt
somewhat to meet
customer needs, no
shared benefits
Longer term contracts
with some evolution of
services in the course of
delivery; use of
performance rewards
Long term collaborative
partnership, shared benefits
model
Simple man-power based
services, subcontracting
high
Use of technology where
necessary to support
delivery, subcontracting
common
Introduction of
technology where feasible
to enhance delivery, low
subcontracting
Sophisticated use of
technology for optimum
quality/ cost of delivery,
limited or no subcontracting
Delivery
Ref: MEFMA – FM in KSA
Page 64
Suppliers in our survey point to a number of reasons for the
lack of industry development
Problem
Description
Example of Market
commentary
• Contracts are awarded to the lowest-cost
contractor
• Clients are often unaware that quality FM
lowers the lifetime cost of an asset
• “It’s very much a cost-driven market – we
struggle to convince customers of the value of
good FM.”
• FM is not well understood and is considered
only as ‘preventive’ maintenance under
O&M
• Major projects do not consider FM / O&M
during the design phase
• “There is no input from maintenance engineers
at the early stages of construction projects.”
• Education is not aligned to fulfil training
requirements of the FM sector
• There are no recognised FM qualifications
• “It’s a real struggle to find qualified staff
capable of delivering high-quality FM, as a
result of the lack of education.”
Lack of
regulation
• There is minimal O&M specific regulation
currently in place
• Current contractor certifications provide little
assurance of quality
• “The MOMRA classifications for suppliers are
inadequate at identifying contractors with the
right skills or experience to operate effectively
in specialist sectors, e.g. hospitals.”
Saudisation
requirements
• FM companies have difficulty meeting the
minimum Saudi employment percentage, set
by the Saudisation programme
• “At present, no Saudi nationals want to work
in the FM sector because wages are poor,
contracts are short and there is little job
security.”
Cost-driven
market
Unsophisticate
d approach to
asset mgmt
Workforce
lacks training
The FM industry has struggled to develop historically as a result of these
challenges
Ref: MEFMA – FM in KSA
Page 65
With FM relatively small compared to the economy and
outsourcing relatively low, growth drivers are in place
Total spend on FM market as a % of GDP
Growth driven mainly by
increasing outsourcing
5.0%
Key
Scandinavia
4.5%
GCC
UK
Relatively large markets
Low potential for growth
4.0%
Other
3.5%
BahrainSpain
Italy
3.0%
France
2.5%
Germany
Relatively small markets
High potential for growth Qatar
2.0%
UAE
1.5%
1.0%
Kuwait
Growth driven
mainly by
increasing spend
on FM
US
Saudi Arabia
Oman
0.5%
0.0%
0%
10%
20%
30%
40%
50%
60%
70%
Outsourcing rate
Ref: MEFMA – FM in KSA
Page 66
Major new infrastructure, built in conjunction with international
developers, will come on stream in the next 3 – 5 years
KING ABDULLAH FINANCIAL
DISTRICT
 Providing over 3m sq. m
of space
 Huge supply of offices in
high-quality and
sophisticated
infrastructure
KING ABDULLAH ECONOMIC
CITY
 Providing 1m jobs and
homes for 2m residents by
completion
 Will also contain a sea port
and industrial districts
JIZAN INDUSTRIAL CITY
 Will cover 117m sq. m
 Around 300k residents by
completion and 500k new
jobs
 In addition to industrial
space, will provide
commercial and residential
areas
KINGDOM CITY
 Will cover over 5m sq. m
in Jeddah
 Will be home to Kingdom
Tower
 Hosts both residential and
commercial development
Several high-technology new developments will increase demand for more sophisticated asset
management solutions
Ref: MEFMA – FM in KSA
Page 67
Other initiatives will improve quality; public sector FM is set
to be revolutionised by NCLOM in the near future
The Saudi Government has
launched a major initiative to
upgrade the quality of FM across its
estate
 A huge amount of Saudi’s infrastructure is Governmentowned, and high outsourcing rates mean a large
proportion of FM spend is from the public sector
 Last year the Government launched a major and highprofile initiative to drive up asset management
standards across the Government estate
 The initiative addresses, amongst other issues:
– International best practice and standards
– Budgeting and cost control
– Monitoring and supervision
– Supplier accreditation
The professionalization of the industry offers huge
potential for suppliers with a quality offer
Ref: MEFMA – FM in KSA
Page 68
We forecast growth of 13% over the next 3 years; higher in
some sectors, e.g. real estate and health
Growth of FM market in Saudi Arabia
TOTAL FM MARKET SIZE
$29.1bn
$30bn
$25bn
13%
YoY
$20.3bn
$20bn
$15bn
$1.2bn
$1.8bn
$1.8bn
$3.3bn
$4.8bn
$2.5bn
$4.2bn
$5bn
$3.3bn
YoY growth
Facilities included
Other
13%
Transport, hotels, mosques
Health
17%
Clinics, hospitals
Govt
services
10%
Government-owned
buildings e.g. offices
Education
9%
Schools and universities
Military &
defence
9%
Military cities, police
facilities
Industry
12%
Oil & Gas, manufacturing
plants
Real estate
20%
Residential, office and
retail space
$2.9bn
$3.7bn
$10bn
Sector
$5.5bn
$3.9bn
$6.7bn
$3.9bn
$0bn
2014
2017
Ref: MEFMA – FM in KSA
Page 69
In response to historic and future growth, international
suppliers are entering the market, bringing best practice
The early adopters
5+ yrs
 “4 years ago there were no
notable international FM
companies in the region.
Now I can count around
10.”
Introduction of FM
3-4
yrs
The recent entrants
<1 yr
 “International suppliers are bringing a
smarter approach and increased quality
with them. International developers – such
as those used for Smart Cities – are also
driving this change.”
Ref: MEFMA – FM in KSA
Page 70
An emerging giant
 Saudi Arabia has the potential to be far and away the largest FM market in the region
 Trends in both private and public sectors suggest that it is now poised to realize that
potential and shed its historic low-cost, low-quality image
 The fundamental economic drivers, coupled with the Government’s ambitious
regulatory plans suggest that after many years of failing to deliver on its potential,
the Saudi market is about to emerge into the giant it has always promised to be
The full report – including a survey of buyer and supplier
perspectives on the market is scheduled for release in May
Ref: MEFMA – FM in KSA
Page 71
Innovation in Technology in FM – Hard and Soft FM
Jennifer L. Peltenburg
Director of Business Development & Marketing
Farnek Services
Innovation in Technology
In
Facilities Management
Agenda

The UAE FM Evolution – at a glance

What is the next step for FM in the UAE?

Why is technology the next step?

What technology is available?
The UAE FM Evolution
2006/2007
Build/
Development
2008
2009
Build/Staff
2010
2012
2013/2014
Build/Development
Sustainability
MEFMA Launch
Strata Law
First CAFM
Launch
Technology:
Hotel
Optimiser
Smart
FacilitiesBMS
Training
Facilities
Technology:
Mobile PDA
VISA
transactions
Technology:
Mobile Phones
Procurement
Supply Chain
More movement
in the GCC
Next Steps for FM

Maintain buildings with integrity in mind

Develop Procurement & Supply Chain strategies

Continue with training facilities and training our staff to
a high level

Ensure that technology remains at the forefront in FM
Technology is Key

To provide client’s with a self-service model

To enable our staff to work with technology for the
purpose of minimising paper and time

To enable our staff to audit check a site in real time

To provide client’s with transparency of information

To utilise data intelligently and measure against
similar buildings to glean further efficiencies
Innovations
Self-Service
Service at your fingertips…
Step 1: Browse the store
Step 2: Review the Service
Details
Step 3: Select Service Options
Step 4a: Review Order Details
Step 4b: Pay Online
Step 5: Order Confirmation
Transparency
Online Dashboard
• Platform for creating and
sharing real-time business
dashboards with data-driven,
performance-oriented teams
• Clients are able to access
their dashboard from their
desktop, tablet, TV, and
mobile phone, and share it
with colleagues
Benefits of the Dashboard
•Web based Reporting
•Real Time data visualization
•SLA Performance Monitoring
•KPI Monitoring
•Operational Improvement
•Online Report sharing
Fundamental
Technology
Auditing – fundamental for our
business…
• A mobile-friendly interface
• Performs regular audits, whether
in-house or on the go.
• Useful for HSEQ audits, risk
assessment, Building site audit,
Fire safety review and inspection
reports.
• Auditor can audit unlimited
number of projects using an
appropriate questionnaire.
Benefits
•
•
•
•
•
•
Web based Audit module
Real Time Assessment
Paperless Audit
Online Client Satisfaction
Online Report sharing
Time Saving
Innovation for the
present & the future
LIFI
Data connectivity through LED lighting
Beacon activated
• Determine location of people and equipment
One way streaming
• To understand:
o Asset definition
o Asset life
o Last time it had a PPM
o Next time it needs a PPM
Internet Streaming
• Two-way streaming
Remote Monitoring
•Cloud based analytic
system to monitor
critical assets
•Key areas to what can
be monitored includes:
•Vibration
•Temperature
•Flooding
•Pressure
•Humidity
•Presence
 Instant email alerts/text alerts Standalone sensors for
critical assets
 Analysing trends when usage unexpectedly changes
Waste Management
• DM initiative to charge more for increased landfill use
• Optimizer software that collates data to manage and monitor WM performance and
benchmark against other similar buildings and/or hotels
1
1.
2.
2
Enter waste quantities by waste type
Enter waste costs and rebates
Waste Management
• Monthly Benchmark Waste Report against similar properties
• Quarterly & Annual Waste Report with analysis of waste data
Summary
• Industry trends within the UAE region indicate that we are
moving away from building/development focus and
moving toward managing the buildings with optimum
performance in mind.
• Customers are getting more educated and thus, savy with
their requirements
• Technology is key to providing new value add services
within the FM industry
• It provides a necessary base to observe, analyse and
monitor data in an educated way for future
improvements
• It allows customers to have more transparency and
freedom of choice – getting inline with other ondemand services already prevalent within the UAE (ie.
Take-away, movies, etc.)
Thank you
New Age Time Management Tool
Sahar Aloumi
Founder & CEO – Character Building Center
New Age Time
Management Tool
Sahar A. Aloumi
Clinical Hypnotherapist
Positive Psychology Coach
Founder & Chief Executive Officer
MODEL OF THE HUMAN BEING
STRUCTURES
The Chart of life Path
WHO YOU ARE ?
Are You The Body ?!!!!!
Are You The Mind ?!!!!!
Are You The Emotions ?!!!!!
Are You The Soul ?!!!!!
Who we Are ?
So actually we are :
The Mind
The Body
The Soul / Spirit
And The Emotions
If you keep admire the Body ,
do you think it will move ?!!!!!
Can The Carriage Move
without the Horses ?
• So if we Agree that the Horse represent the
Emotions
•
Horse = Emotions
Kindly take a Mintel note or write down in a paper
1)
2)
3)
First feeling
First thought
First impression
So if we want to have a happy healthy life
style all what we need to do I start to make at
least 3 activity for every aspect of our human
being
Mind , Body , Emotions and Spirit
Why it is impartment to plan on a weekly
base not daily ?
Happiness
Happiness Activities for the Week
• You should take charge of your own
happiness by choosing from among the
activities that have received research
support improving happiness
•Enjoying – Five minutes at the end of the day, mentally
focus on the details of the days successes ( acknowledge
your achievement )
•Gratitude visit – Identify someone who has made a
positive impact in your life but whom you have never
properly thanked. Go to them or call them on the
telephone and express your appreciation
•Gratitude journal – Each evening write down three
things for which you are truly appreciative. Try to vary
your journal entries to include both the small and the large
•Counting Kindness – In written form, keep track of the
kindness that you perform each day. They might be small
or large
•Expressive Writing – Spend 10 full minutes writing
about your life in the future if you had attained many, but
not necessarily all, of your goals. Write continuously and
let your thoughts just flow out of you. Describe this life in
as much detail as possible
•Exercise – at least 3 times
beach
a week , Take a walk at the
May Happiness , Joy and Success BE your journey
THANK YOU
Smart City - Sustain, engaging life & places
Riccardo Rossini
Area Manager, Middle East & Africa - eFM
»
„
Our survival
depends on
our cities’
survival… “
COST
Operations
&
Maintenance
Disposal
Development
Design
LIFE-CYCLE COST
TIME
A presumable 2020 Scenario
7,8 billion
integrate
Things
30 billlion
Houses
2 billion
things
for improving life
places
What
is
life?
Sma LIVING
rt
Palmanova - 1600
BODY
=
CITY INFRASTRUCTURE
FLUID
=
CITY SERVICES
BRAIN
=
CITY DECISION MAKER
A unique knowledge and Platform for Smart City Market integrating all the involved
stakeholders (Developers, Designers, Owners, Users and Suppliers), assets and things in
a common GIS/BIM model (Virtualization of City)
eFM offers integrated services focused on
RESULTS
to the MAJOR COMPANIES
CONSULTANCY
operating in Real Estate
SERVICE
DESIGN
SERVICE
INTEGRATION
From local
management to
centralized operations
From workforce management
to unmanned maintenance
From reactive to predictive
maintenance
From services adapted to building
layout to layout designed on a service
oriented basis
From local multiple solutions to an
integrated single platform
From user’s needs to building needs, on a
service oriented basis
From graphical entities to physical objects
GOVERNMENT
SERVICE
PROVIDERS
DESIGNERS
DEVELOPERS
INVESTORS
PROFESSIONALS
USERS
OWNERS
PLAN
DESIGN
BUILD
OPERATE
DISMISS
for the future
of a nation
+1 $ in education
=
+13 $ in GDP
COST
Operations
&
Maintenance
Disposal
Development
Design
LIFE-CYCLE COST
TIME
HOSPITALS
GOVERNANCE SYSTEM
From needs gathering to
activities planning
SERVICE PROVIDERS
Plants
Maintenance
Medical Gas
Maintenance
Laundry
Medical
instruments
sterilization
Catering
… to KPI and
expenditure monitoring
Civil Units
Maintenance
Cleaning
Waste Disposal
• > 3.000 hospital beds
• 1 million square meters
• 3,5 years (Design&Construction)
+ 25 years (O&M)
• 24 no core services
Our Role during Design
 Design and implement no core service
management model
 Build Hospital Model using BIM
 Define Service delivery process by way of
digital simulations for optimal service
configuration
Optimization of
logistic flows
Space
optimizationInternal kitchen
Optimization of
transport
modalities
SAVING 52%
SAVING 61%
SAVING 35%
Strategic
decision time
Based on BIM
SAVING 50%
Procurement
strategy definition SAVING 50%
Based on BIM
Riccardo Rossini
Area Manager eFM ME
[email protected]
+971 56 2723323
ROMA
MILANO
RIO DE JANEIRO
www.efmnet.com
SAO PAULO
DUBAI
Smarter Cities - Safer Communities
Dr. Ali Salem Al Qaiwani
OHS Director – Dubai Ministry of Labour
PANEL DISCUSSION
Drivers to Current and Future FM Legislations
Facilitator– Alex Amato, Qatar Green Building Council