Xempla

Category: FM Times Podcast

  • Connected Buildings, Retrofit Opportunities, and Human-Centered Design

    Connected Buildings, Retrofit Opportunities, and Human-Centered Design

    You don’t need me to tell you that smart buildings are here to stay and not just a passing fad in the Real Estate industry. As the built environment needs to become more environmentally friendly and efficient, there is an increasing demand for smarter technologies. When it comes to smart buildings, there is both an opportunity and a risk. The application of smart building technology in Brownfield projects or retrofit environments presents a much larger opportunity than in Greenfield projects.

    In this post, I’ve highlighted key insights from Umesh Bhutoria and Justin Kirby‘s podcast episode, in which they discuss everything from technology, smart buildings, human-centered design, and how marketing plays a role in all of it. You can listen to the full episode just below or hang on till the end of this post to get a gist of their conversation. 

    The Starting Point: Connecting Everything

    The vocabulary around smart buildings is broad – such as Intelligent buildings, autonomous buildings, connected buildings, and so forth. In other domains, there are many models, such as the MA model known as the ladder of participation in the social impact space, which demonstrates the degree of participation in co-creation, collaborative innovation, social innovation, and so on. Other models include maturity models, progressions, and experience economy.

    A smart building is not the endpoint, but rather the starting point. And this is sometimes overlooked in discussions around ‘smart’ because, if you have a maturity model or a ladder of progression, where do you start? Is a building an autonomous creature that can run without any of us having to do anything? 

    The first step, Justin says, is to connect everything; without connecting everything, such as operational technology, IoT, physical equipment, digital devices, and so on, there will be no data.

    Smartness is about sustainable buildings and a better understanding of building usage, as well as improved customer and user tenant experiences. So the beginning point has to be how you connect everything, and hence ‘connected buildings’ is the term to use.

    The Two Ends of Smart buildings: The Technology and the User

    The majority of the plot in Star Trek revolves around Captain Kirk and the bridge. The engine room is only revealed when the Dilithium crystals are no longer functional. The same thing is happening with smart buildings. What intrigues everyone is what you can accomplish with various apps and platforms because it is tangible. You can observe the dashboard and its representation of the possible delivery. But none of it is possible without what lies beneath it, which is usually obscured and not thought about.

    That is the distortion field surrounding smart buildings because all of the enthusiasm is focused on one end of it, but it will not be achievable without the other end. Any human-centered or user-centered design must begin by putting yourself in the shoes of the person for whom you are designing for.

    Talking about connectivity – Greenfield versus Brownfield

    Buildings that are newly planned are undoubtedly more efficient, yet 70% of the buildings that will be existing in 2050 have already been constructed. We should look at the difference between the two and see which one of them presents a better opportunity.

    Greenfield Projects

    • In a Greenfield project, connectivity is established from the start, mostly at the construction stage. So there are specifications for everything and no margin for deviation. 
    • A large investment goes into new plants and other operational technology. You must consider the devices as well as the network and how everything will be integrated into the construction plan.
    • The disadvantage is that these standards are written two or more years before the building actually goes live and leaves no room for more iterative thinking making it extremely costly to change anything. 
    • In addition, the number of stakeholders in Greenfield is restricted.
    • Often one company that did the construction and also owns the asset, and there are no handover process involving facilities management companies. 

    Brownfield or Retrofit Projects

    • In the brownfield or retrofit scenario, you must first consider how to make it a connected building before considering smart, autonomous, or intelligent.
    • It has to begin with a roadmap, determining what existing assets there are and what physical and digital assets will be required. 
    • A certain investment goes into other digital assets to improve tenant and user experience, such as air quality monitoring, density monitoring, energy optimization, and so on. 
    • You have to begin with collecting data from all of the plants and various operational technologies then consider the converged or integrated network and how to scale it. Not only that, but above the network is the edge or data integration layer, which is frequently done through platforms such as Tridium Niagara to help move data from various devices to a platform at the other end of it.
    • There are far more stakeholders. There are multiple companies that deal with applications and hardware, including BMS companies, facility management companies, and others. This makes things considerably easier for Brownfield projects because several fields are involved. 

    The true challenge is, how can you bring them all together? When there are too many people in the room, the path and the end goal must be established.

    Facilitating conversations between multiple stakeholders

    When a large number of individuals are involved, a goal must be established and everyone must work together to achieve it. Prior to that, you must bring people from across the industry in one place to communicate with one another and facilitate a conversation. 

    There is no one-size-fits-all solution for a Brownfield or Retrofit situation. The ideal solution is to have a progression route. There is a need for a platform that is designed for estate management or big portfolios with multiple assets as well as building operations and management. We require a platform that can address issues like when to service the elevator or perform fire checks.

    Is Single Pane of Glass (SPoG) the solution we need?

    Several companies have multiple platforms for different areas with expertise in their fields. These best-of-breed platforms exist in the first place because the people who create them have a greater understanding of the users for whom they have been developed.

    However, having a single enterprise-wide platform where everyone looks at a single dashboard and has one SLA on it will be challenging. So anyone offering a one-size-fits-all solution would have to demonstrate that each of the several components they offer is at least as good as, if not better than, the best.

    A single pane of glass (SPoG) doesn’t necessarily have to be one solution. It could be anything that collects data from many sources and displays it on a dashboard for different users or stakeholders inside the firm. But on the other hand, a platform cannot be a culmination of applications within your own app platform.

    Do Brownfield Projects require a leader among the many stakeholders?

    Returning to the point that there aren’t many independent conversations going in the market about Brownfield or retrofit environment. There must be a leader among the stakeholders who has a broader influence on the issue and brings everyone together to lead this conversation because there is a lot of divergent thinking adding confusion in the market. This divergence exists in the minds of those who provide solutions.

    Conversations with other people in the ecosystem enable us to understand what is going on in the industry and how it is changing the way we think about these things. When we put on our design thinking hats and look at it all, it’s just an extended part of the discovery phase. 

    There have been attempts to facilitate conversations through educational remits, research or through content marketing. However, there are too many people doing remits, particularly in the content marketing space. The issue with this approach is that it has become a part of the problem it was supposed to fix because everyone is a thought leader now. There are numerous white papers and expert opinions. Its success is assessed by how much attention it produces, not by the outcomes or insights and intelligence gained from the process.

    Even though it benefits the business but doesn’t assist in understanding the market or the requirements and wants of the users. The goal should be to gain insight from these conversations that significantly help in rethinking or redesign the business. As a result, it reintroduces marketing and research into its place, and it becomes more of a strategic business function rather than just a promotional business function.

    Need for Human-centered Design

    When you understand what are the problems and challenges users are encountering, you can try to find a potential solution. This alters the priority mapping of the primary difficulties that those people face.

    This connected thinking method helps people to see where to begin. The end might change or influence your progression. Progression is essentially the larger possibility that the Brownfield or retrofit environment gives us.

    Not many companies have issued a specification for a network refresh while also committing to a targeted drive to net zero. They must plan for operational technologies as part of their network renewal. You won’t get there unless your buildings are operational and all of your assets are connected. So, if your company is committed to drive toward net zero, you must bring your IT and building services teams together with other stakeholders to understand employee experience and user functionality.

    Listen to the podcast episode to know more about connected buildings, human-centered design and smart building solutions.

    Let us know what you think about smart buildings and the retrofit environment. What is the best approach, in your opinion, to bring people together and imagine a future?

  • What’s Missing From the Technology Stack of ESCOs and RESCOs?

    What’s Missing From the Technology Stack of ESCOs and RESCOs?

    In an effort to start sustainable growth and implement strategies to achieve net-zero emissions, many countries around the world have recognized energy efficiency as a key component of the plan. By implementing a plan around netzero for enterprise asset management, organizations can achieve their Net Zero targets while also reducing energy costs and improving the efficiency and sustainability of their facilities. For businesses prepared to take on EE initiatives, Energy Service Companies (ESCOs) and Renewable Energy Service Companies (RESCOs) provide appealing possibilities. 

    Without having to oversee how objectives are accomplished, facility management companies can concentrate on the desired results. ESCO adds experience to a project as energy efficiency is its primary focus. However, in some countries, ESCOs are still unable to tap into the possibility and provide energy savings to businesses. It is expected to grow and become more significant, which will need ESCOs and RESCOs to eventually take bolder steps and work on projects other than the usual ones involving energy efficiency.

    Our Founder & CEO, Umesh Bhutoria shares his observations, stating that the Middle East is a prime example of a region where a top-tier FM company acquired the majority stake of a fully-fledged ESCO service provider. Similar instances have occurred in other regions, and a similar situation is taking place in the energy, retail, or utility industries.

    ESCOs and RESCOs Primarily Focus on Two Areas

    A deeper understanding of the role that technology would play throughout the life cycle of the projects that ESCOs and RESCOs ultimately undertake, as well as a better understanding of how your companies’ technology stacks actually look, are necessary to complement the aspirations and growth prospects currently existing in the industry. Now we get to the two areas that ESCOs and RESCOs have conventionally focused on.

    Customer Acquisition

    Over the past few years, ESCOs have been active in their customer acquisition efforts, using appropriate strategies. Better performance and the quest for cost-effective solutions have emerged as key components of an ESCOs and RESCOs business model as competition for both existing and new customers intensifies. And thus, they are clearly focused on measurement and verification once the customer has been acquired and the project is near completion.

    Measurement & Verification (M&V)

    In the context of ‘Measurement and Verification’, risk refers to the apprehension that anticipated savings won’t be achieved. Both ESCOs and customers are usually hesitant to take accountability for variables over which they have no control, and having some criteria defined in the M&V plan can help meet those contractual obligations.

    When the projects become slightly more complex and involve integrating with the operations of several types of facilities, such as manufacturing plants, data centres, or IT parks. It gets impossible to ignore the interconnection between energy, operations, and maintenance.

    Assume for a moment that you are an energy retailer who provides services on a yearly contract basis for a set price. You propose installing and maintaining a solar rooftop panel.

    In this situation, the company would require workforce for solar rooftop operations and maintenance as well as installation. Therefore, they bear the performance risk.

    On the other hand, you are an energy service company (ESCO) suggesting upgrades and improvements in AHU that will result in guaranteed savings. 

    In this situation, ESCO is considering energy-saving investments in AHU and other components.

    As a result, both have a substantial risk of guaranteed performance. And at this point, your technology stack needs to be quite similar to that of a facilities management or an asset management company.

    Need to be Added to the Technology Stack of ESCOs and RESCOs

    In ESCO’s tech stack, there is currently no such process in place that addresses full risk. Your main concern should be selecting solutions that will improve asset performance — while empowering your teams to deliver energy cost savings and carry out measurement and verification tasks to determine the energy savings post the set-up of energy-efficiency projects. 

    1. Adding a data-driven customer success platform and leveraging data points to deliver customer success across the entire life cycle of a project.

    2. Implementing an important process (Operations and maintenance) throughout the life cycle in a standardised manner.

    • Internal teams bring in a suitable digital stack.
    • Vendors or Installers bring their own technology or a services app.

    In order to effectively manage risks, it is necessary to connect the dots from the point at which a customer is acquired to the point at which services are being provided. And you must consider taking a 360* view of an entire asset performance management stack rather than focusing only on measurement and verification.

    What does your Energy service company’s technology stack look like? What do you observe in your country, and are they willing to take on the challenge of upgrading their digital stack? Is there any other strategy to cover the risks? Send us an email at [email protected] with your thoughts.

  • How FM Teams Can Demonstrate the Impact of Every Proactive Measure

    How FM Teams Can Demonstrate the Impact of Every Proactive Measure

    Facility managers are responsible for a diverse range of tasks. They are expected to achieve more with less, meet customer expectations, as well as make a proactive impact.

    How do they demonstrate the impact of the measures they take?

    Through measurement and verification, which are absolutely an important component of energy efficiency.

    With a bit of commitment and an understanding of the small yet proactive measures they take to deliver exemplary asset performance, they’ll be proactive in no time.

    So now we’re asking every FM team to press the pause button and dedicate a certain amount of time to being proactive.

    Our Founder & CEO Umesh Bhutoria spoke about the “black box” technique, which he first presented in his early consultancy days, to show how facility managers can cut costs and drive savings while putting the idea more in the context of facility management.

    Here are six steps facility managers can follow to demonstrate the outcomes of the proactive measure they take at the asset level.

    #1 Keep it simple. Every saving matters!

    Often, facility managers encounter several challenges in order to efficiently maintain their facilities, equipment, and infrastructure. If you’re working on a project to add value, it can be a change in the maintenance schedule, putting in place proper operation standards, or performing any energy-efficiency assessment. Keep it simple, as every savings you make matters.

    #2 Define the localised boundary

    The second step, which is actually quite easy, impacts your overall planning. Hence, you must define the localised boundary of your project. Let’s suppose, you are working on Air Handling Unit (AHU) maintenance. At that time, selecting a Fan Coil Unit (FCU) or chiller for the facility should come first. You should not consider it as a component of a huge facility; instead, consider it at the localised level.

    This would be quite beneficial if you do not have downstream flow metering solutions at your availability. Although your chillers would have BTU metres, it’s unlikely that every AHU or FCU would. Therefore, the majority of the facilities we have seen—roughly 70%—fit this description.

    #3 Establish a baseline

    Depending on the type of data available, you could use one of the three methods listed below even in the absence of metered data.

    1. Tick off crucial numbers using operational data from the BMS.
    2. Utilise measured data obtained from clamp-on metres or power analyzers.
    3. If data cannot be measured, refer to manuals or standard operating procedures once more.

    While having metered data is considered to be the best approach, not every FM company has it. And you must consider the other available alternatives that could uphold the engineering principle.

    #4 Time to make a proactive impact

    How can you be certain that you are taking proactive measures? 

    Repeating the process you did in step three will give you the opportunity to make a proactive impact on the current project. By being proactive, you can minimise downtime and maintain the asset for a longer period of time. 

    #5 Evaluate the difference from all perspectives

    Without a doubt, you cannot be proactive if you cannot demonstrate the impact. Here comes our fifth step which is slightly linked to the third and fourth steps. 

    If you do not have metered data employ all three methods so that you have multiple references, not just one which is likely the ideal situation to be in. As a result, it will be easier for you to establish the difference from all perspectives.

    #6 Amplify the process for all proactive measures

    Amplifying is really important in the long run. You just need to access the data you require and accelerate the process across the site. At the end of the day, you will make a significant impact, which is visible to all. And, having a plan and process in place will undoubtedly help you with that.

    The idea is always to add the small numbers up because they will eventually pave the way to creating a huge impact. 

    Let’s do a quick recap of all the steps we discussed above. 

    Whether or not you currently have a set of methods and processes in place to demonstrate the impact of small proactive measures to customers or stakeholders, use this blog as a guide to assist you in taking each small step toward making a big difference.  

    Even if it takes time, the savings you have made will show up. And although proper downstream metering is essential, it shouldn’t be the last thing that prevents your team from making a proactive impact.

  • State of Asset Management in Australia

    State of Asset Management in Australia

    A lot of significant focus has been going around Asset Management. Similar to any other component, technology is playing a vital role in the transformation of asset management enterprises in Australia which are required to control portfolio risk, perform ESG practices, reduce operational costs, and meet net-zero targets on time.

    The widespread technology’s influence on the reduction of maintenance costs and added value for the customer is rapidly gaining traction. The Cost savings factor is a no-brainer – all organisations had to leverage technologies to decrease their operational cost with digital transformation, driving the customer experience.

    Setting up and maintaining short to medium-term goals may appear to be a daunting challenge for new businesses, but it is not entirely impossible. In this article, I’ve outlined the key trends and drivers around enterprise asset management and the built environment from the podcast episode with Umesh Bhutoria and Jeff Sharp.

    Emerging Trends In Asset Management Industry In Australia Compared To Those Worldwide.

    #1 Ageing Workforce 

    In the next seven to eight years, 60% of O&M workers will retire. Without a doubt, the ageing workforce is a major challenge, and there will be a need to replace them with the institutional knowledge.

    The realities of the future of the workforce cannot be avoided, but there are several ways to prepare, among which is through upskilling and leveraging data, and many asset management organisations in Australia have already begun to use more and more data to enable them to make better decisions.

    #2 Use of Technology

    If you’ve ever wondered, “How can you use asset data to make a difference in this industry?” or “Can asset management companies leverage this data to deliver better solutions?” Then, Keep on scrolling!

    During the Podcast session, Jeff Sharp of EY shared how he is working with his team in Australia and they’re integrating data to make real change. 

    Organisations now collect an incredible amount of data sets from multiple sources and have access to more data than ever before. In Australia, it is becoming more common to combine multiple data sources to create a single source of truth while layering one data source over another to generate better solutions.

    Key Drivers Influencing Change In The Enterprise Asset Management Markets In Australia

    #1 Cost Savings

    Asset management companies often underestimate the amount of cost reduction measures which are available. Identifying the highest expenditures related to operations & maintenance is the easiest way to uncover cost-saving options. Determining what and where are you spending the most on and considering these expenditures from both costs and a value perspective.

    The possibilities of reduction in operational costs, the introduction of newer technologies, and leveraging data into this industry have made room to extend asset life – span.

    #2 Sustainability

    When it comes to the environment, the decisions we take now have a long-term impact later. Sustainability and Net Zero is no longer a “trending topic,” but rather, there is an immediate need to reduce the pace of the changing climate. 

    Various sectors have started ESG practices and taking steps towards transitioning to a net-zero emissions future because of the impact it has on tenants and the entire contract. And in that sector, asset performance management has a significant role to play.

    Watch the video to discover more about how we assist O&M teams in being cost-effective and meeting customers’ ESG goals —>

    The Real Estate Or Built Environment’s Playbook To View Enterprise Asset Management In A New Light.

    There is a real divide between design and construction versus operations and maintenance which must be bridged. Organisations must have a pipeline in place so that data from the design and construction phase can move to the operational phase. 

    In order to maximise value and avoid losing information during the process, it is, therefore, necessary to utilise existing data from the development stage from which sensitive information, such as pictures, etc., can reach the operations & maintenance side.

    Despite the fact that some players are ahead in the market. Other organisations can take their time and focus on finding one solution at a time. Then can begin to work on data structures for the entire facility, allowing them to leverage existing data and do away with data silos. A data foundation should be built gradually, so try not to rush.

    Our blog provides succinct summaries of the key trends, and drivers influencing Asset Management Industry in Australia. To learn more, listen to our podcast episode!

    According to us, the sectors with the most potential for transformation are mining, utilities, and real estate. Which sectors, in your opinion, have begun their transformation journey? 

    To share your thoughts, Get in touch with Umesh Bhutoria or Jeff Sharp via LinkedIn. 

  • State of Facilities Management in the UK

    State of Facilities Management in the UK

    In today’s world of global competition, facilities management in the UK is under growing pressure from clients to maintain facility portfolios with uncompromising targets for value, energy savings and environmental impact.

    During cop26 last year, sustainability in Facilities Management as an approach gained a lot of attention, with very clear goals established for energy efficiency, resource usage, and carbon emissions. Since most of these objectives are within the traditional scope of FM services, shifting from a cost-centric to a people-centric approach is not as challenging, and the UK market is positive of transformation. 

    There is only one action left to take. Acting on these trends is something that FM leaders in the UK should focus on, particularly common trends and major sectors which would see massive movements.

    Umesh Bhutoria, the founder and CEO of Xempla, seized the chance to delve deep into the movements that will take place over the next 24 months. He walks you through the current situation of facilities management in the UK in a 10-minute podcast, starting with the context of digital transformation, data movements, and asset performance management. 

    For a more detailed explanation listen to the podcast at the end of this blog to keep up on all the action.

    Let’s get started!

    The facility management market in the United Kingdom is extremely diversified due to the existence of multiple competitors of all sizes in a fiercely competitive environment. In addition, this market in the UK has three major talking points in terms of what is going on in the FM space, digital transformation, and hard services.

    Common Trends in the UK
    1. Reliability 

    Predictive technology or analytics are not only the sole topics of conversation. FM companies are also considering reliability-centred maintenance as a highly focused end result. This distinguishes the end job that must be completed from the technology that the company wishes to invest in. 

    2. Energy

    Energy has been a subject of growing interest. Businesses in the UK experienced a cost increase of 54% since April, and they can anticipate seeing another one later in the year. Therefore, FM firms are putting a lot of emphasis on how their clients may cut costs, and there is a strong connection between operations, maintenance, and energy.

    3. Sustainability

    The majority of commercial real estate has made sustainability a top priority, but in industries like data centres and healthcare, sustainability and net zero was not the primary objective of using a lot of technology.

    Key Discussion Points

    Performance Based Contracts

    Contractually, FM agreements haven’t progressed to the point where they might consider performance-based contracts, but there’s a lot of discussion going on about being proactive versus reactive, which is mostly linked to risk or reputation management.

    It would be wise for FM companies to start preparing now so they can be ready for performance-based contracts over the following 12 to 24 months. This is a good time for businesses to start planning. Additionally, FM businesses are thinking about focusing on two aspects.

    1. Winning Rebids
    2. Avoid getting Market Tested
    Beyond Discovery, the UK

    There are very few FM companies still in the discovery stage in the UK market. Most of the FM companies in the UK have an approximate 40–50% understanding of what their end state will entail and have a long term-focus, which is a great spot to be in. One great difference between the UAE and UK is that UAE is still looking at the discovery phase.

    Build Vs Buy

    Most facility management companies, aside from the usual larger ones that operate on decentralised facilities like retail, are more inclined to build their own suite of application platforms, but those that manage huge facilities like hospitals, data centres, or airports clearly have a roadmap. They are focused on building the data lake and then selecting a suite of applications that are best in the market.

    They are therefore using a combination build plus buy, however the buy is really strategic as they are basically partnering rather than taking over a vendor-driven approach.

    Sectors that will experience massive movement

    Healthcare, data centres, and infrastructure facilities are the sectors that will experience massive movements. In these sectors, the shift from a reactive to a proactive approach is essential since maintenance aspects and cost factors are significantly more critical. The commercial real estate market will undoubtedly experience tremendous movements, but the above sectors will outgrow them.

    What is going to happen over the next 24 months?

    Everyone has likely heard the word ‘R’, Recession. Even if the world had to enter a recession, there would still be a huge opportunity since use of technology in the FM space would only experience a 10X boost in macroeconomic levels.

    FM companies in the UK will be prepared with a parallel business model far earlier than in some other regions. Therefore, there is a strong anticipation of a parallel business model versus a business usual scenario. 

    As far as asset performance management, operations, and maintenance are concerned, the UK will be more than prepared to transition into a data-first environment.

    Which sectors, in your opinion, would see significant changes? If you’ve been paying close attention to the markets and you have a slightly different perspective, do share it with us.

  • 5 Things to Remember Before Starting with Remote Asset Monitoring

    5 Things to Remember Before Starting with Remote Asset Monitoring

    This solo micro-podcast episode by Umesh Bhutoria, Founder & CEO, Xempla, lists 5 things you need to know before getting started with Remote Monitoring at your facilities. Even if you’ve already started, it would be a good checklist to go through to evaluate your current strategy. 

    We now live in a world where IoT-enabled remote monitoring is the “new normal,” and data technologies aid in better decision-making and asset optimization. Remote asset management has gained a lot of importance in the engineering and hard services space in facilities management, and its value in asset intensive industries is only growing. 

    Setting up a remote monitoring system is also one of the first steps to take if you’re looking at augmenting your current process of doing maintenance or running energy management services across the built environment. Remote asset monitoring brings in aspects like the Internet of Things (IoT), data collection devices (sensors) and enables gathering of real-time asset information from remote or off site locations. Thus, it has helped shoulder the rise of proactive facilities management methods like predictive maintenance of building assets. 

    But simply installing high-tech sensors and remote monitoring software is not enough to get results. You may have an idea of what features you want in a remote monitoring system, but putting one in place is challenging. To help you out, here are five things to remember before getting started with remote monitoring or to evaluate your existing strategy if you’ve already started:

    #1 Plan carefully before you start

    The first step, obviously, is to plan carefully before you start. What’s the end objective you want to achieve with remote asset monitoring? And what are those two to three key aspects that would help you lay down your assumptions and validate them? These can be hypothetical points that you are considering ticking off if the strategy were to become successful. Also, it will be wise to connect your remote monitoring strategy to the business value you’re looking to drive out of it.

    #2 Keep it simple

    Overcomplexity will dampen your efforts to set up a remote monitoring program, and it’s probably going to kill the entire thing even before it starts. Take our word for it. Focus on getting to a limited outcome over looking to get multiple outcomes, and you’re going to be far more successful. Seeking to resolve all your pain points at once is not a good strategy, especially when you’re just starting out with the program.

    #3 Choose your asset mix wisely

    Most of your engineers or on-ground maintenance staff would know this –  not all assets are suited for remote monitoring. Choose a diverse mix of assets, the ones which are critical, along with the ones that are large in number, depending on the size and type of your facilities. For the critical ones, even if you become successful with your assumptions, you would still probably be a long way off in trying to move from your current scheduled regime to a more optimized regime.

    The optimization would happen first for noncritical assets, and for critical assets, it would take a longer journey of learning and evaluation. We highly recommend that you pick a mix of non-critical assets, which are usually larger in number, and the critical ones to help you with the next step, which is determining success factors.

    #4 Determine success factors

    Put a good amount of effort into thinking about how all of this is going to augment or change your current process of monitoring assets. Suppose you look at a chart showing how you do things currently. And if you are to be successful with, let’s say, putting up those sensors or looking at building management system (BMS) data in a better way. How is it going to help your process become better, not just from the overall process perspective, but also from the perspective of all the steps involved. 

    Some potential examples could be – 

    1. Under the current method, the team takes almost 30 minutes to look into BMS data as in when they need to. Can it be brought down? 
    2. Teams do not typically look at any data from BMS or from any other data sources while evaluating or conducting maintenance procedures. Does this help them augment or improve maintenance procedures?

    The idea is always to look for small gains, because they will eventually pave the way for bigger gains.

    #5 Have the big picture in mind

    Having the big picture in mind is really important for your remote monitoring program to be successful. At the end of the day, you are doing this not just to prove a concept, but to prove a value. This means you need to consider changes at the portfolio level, not just individual sites. 

    While it’s important to think about what scale could and would look like, you’re better off not evaluating this exercise with that perspective. Keep it at the back of your mind. Look at what’s working. Look at what’s not working. And then eventually make a call. 

    Remember these 5 things before getting started with remote asset monitoring: 

    Final Words 

    Given what’s happening around the world across the built environment, with a focus on sustainability and cost reduction, everyone has been thinking of getting started with remote monitoring. That’s the first step that you could take to enhance your asset performance management – even make facilities self-reliant.

    If there’s anything else that you think should be kept in mind, or you’ve done something which has turned out to be very successful, we would love to know what it is!

    Listen to the latest episodes from our FM Times Podcast series here.

  • What Digital Twin Means for the Facility Management Space

    What Digital Twin Means for the Facility Management Space

    Facility management companies have so many things to handle at the same time when it comes to maintaining workspaces with ever-changing challenges and rising expectations. Digital twin is the next step in building information modelling (BIM) in terms of data-gathering and service-enhancement functionality. 

    However, the question is, how does it play an important role, and how will it boost the FM and real estate sector which needs to shift towards digital twin? Facilities management and sustainability also depends on it and needs attention.

    Concept of Digital Twin 

    In this conversation Umesh Bhutoria and Balazs Szappanyos talks about the digital twin backbone of one of the leading providers of real-time building data in building and industrial operations. Here the concept of operational BIM, arose from the realisation that the real estate industry is falling behind. 

    The company is Orthograph operational BIM having a strong foundation for the digital world. As a technology provider, they are in the PropTech and FM tech fields. During the deployment phase of CAFM solutions, it was discovered that, while providing building owners and operators with reliable software to track all operations, people still lacked real-world building data.

    The original concept behind OrthoGraph was to forge ahead and provide tools for building owners and operators to truly view up-to-date 3D graphical and inventory data both on-site and in the office.

    To whom do these leading companies provide digital twin solutions?

    The focus is mostly on FM companies, FM service providers, and building operators since FM spend the most time in buildings, acquire data, and visit the site every day, whereas other stakeholders operate from their offices. Someone must physically visit the buildings in order to maintain any form of building documentation. As a result, selecting people who can simultaneously manage the physical structure and the digital twin.

    An ideal way for FM firms to address the entire digital twin terminology!

    First and foremost, a well-functioning digital twin should be reliable, simple to use and integrate. For instance, When analysing the twin analogy, the twin evolves in the same way that the building does through time. Updating building models is a vital part that people must incorporate. The approach is to implement building information modelling (BIM), but the question of who will manage BIM and at what cost, whether building surveyors or external stakeholders, is a challenging one.

    Addressing the Christmas Tree Analogy with use cases relevant to FM companies! 

    We’re going to approach the Digital Twin as if it is a Christmas tree without decoration. It enables users to digitise their building and have an always-up-to-date model, which they can then customise with other software solutions they want to add, but the backbone which is the tree, will never become obsolete.  If people look after the twin data the same way they maintain the building. So, people get to choose to put whatever they want on their Christmas tree.

    Facility management companies benefit from having this model that gives them the inside structure of the facility and allows them to rearrange their daily flows using digital twins. 

    Check out our most recent episode to learn about the digital twin concept and much more.

    Do the blue-collar or white collar workforce use visual representation and data integration?

    According to Balazs, the initial reaction is a sigh of satisfaction for real-world data they can see rather than old paperwork. Since digital twin generate calculated reports not just representation, the workforce can engage with the data more efficiently. They can obtain reports on the cleaning department, the rental department, and other areas. As a result, the building owners and engineers have a clear perspective of their structures, which is an impressive achievement itself. 

    Advantages of Selecting a Reliable Digital Twin

    FM Markets or buildings with zero documentation can benefit from a great solution that allows them to move from zero to digital twin backbone in a matter of weeks. As a result, anyone who wishes to begin their digital journey can do so.

    When considering whether or not to invest in a digital twin solution, consider how quickly a digital twin solution can be adjusted to the way buildings change over time.

    Listen to our podcast episode to discover more about the Christmas tree analogy and zero documentation!

    Let us know what you think are some more benefits of having a solid digital twin backbone.

  • 5 Things Every Facility Management Company in India Should Do in 2022

    5 Things Every Facility Management Company in India Should Do in 2022

    No longer than a few weeks into 2022 and media platforms were thronged with updates surrounding the current state and future of facility management in India. These were senior leadership folks and progressive thinkers at facilities management companies talking about change and leveraging the power of digitalisation. All of this coverage signaled a positive outlook towards the use of data and digital technology to make facilities management in India more proactive and streamlined. 

    So the sentiment is there, and the business environment is favourable, to say the least. Only one thing remains to be done. Acting upon these trends, that people in the Indian facility management industry are talking about, especially trends at the intersection of facilities management and digital transformation.

    Umesh Bhutoria, founder & CEO, Xempla took this opportunity to get right to the bottom of this much awaited development. In a 5 minute micro podcast, he takes you through a step-by-step process to get your digital and business transformation roadmap up and running. You can scroll down and catch all the action by listening to the podcast at the end of this article, or you can read along here.

    Either way, let’s get you started.

    Facilities management in India is ripe for technological disruption, with data center, pharma, healthcare, and manufacturing being top priority sectors. Although India lags behind other established facility management markets like the US, UK and UAE in terms of organized players and degree of automation, it only means there’s scope for incredible growth. 

    Facility management

    Sure, there will be challenges along the way, but that’s what we’re here to help you out with. Digital transformation and automation in facilities management requires smart investment, careful planning and adoption of new technology. More than this, empowering the people – the end users and consumers of these technologies – is what matters most.

    And to undertake this inclusive transformation, we put together a list of 5 key things that every facilities management company in India should in 2022, and continue to work upon over the coming years.

    5 key things every facility management company in India should do in 2022

    #1

    First, companies have to set a timeline for 100% digitization. Most facility management companies in India, perhaps almost all, still record and plan maintenance activities on paper. Using paper-based maintenance systems implies little or no sharing of information. So the move to complete digitization is absolutely critical in improving communication and efficiency across the organization. 

    A timeline between 1 and 2 years could be an ideal one to follow. But longer than 2 years could mean your company will be falling behind the curve.

    #2

    The next step is to map the smartphone skills of the workforce. India has a great degree of smartphone penetration, thanks to the large user base and increasing demand for mobile internet. Availability of mobile devices is widespread, manpower is also abundant, but there are still underlying problems faced by facility management companies in India. Some of the devices are not very favourable for the use of voice, text, and camera features, which are essential to the accessibility of asset data and convenience of the blue collar workforce. 

    The other problem that the industry faces deserves much higher attention. In the digital transformation process, the importance of empowering the blue collar workforce cannot be stressed enough. Training the operations and maintenance staff, and other ground level workers to adapt to the evolving technology is going to be critical, especially for a market like India. Their observations and the kind of data they bring in are key to preserving the ‘human’ aspect of facilities management.

    #3

    Most facility management companies in India, apart from the usual bigger ones, do not have a tech stack or a data stack. Naturally, they cannot be expected to invest heavily in building or buying the required technology and get ready in a short period of time. A great starting point is to connect with a group of 2 to 3 technology partners, ideally startups that work well with your in-house team. As you expand upon your portfolio, you can narrow down to the one company that you would like to work with over the longer term. Collaboration and complementing your business knowledge is essential. 

    Listen to our latest podcast on the importance of digital collaboration. 

    #4

    Next, dedicate a team to track the entire digital transformation journey. Preferably, get people from Human Resources, Operations, IT and Business Development. Any function that you think will hold a key should have a representation in this team. Core responsibilities of the team will be tracking the implementation of strategies and making any course corrections as needed.  

    #5

    And finally, take care of risk management right away. You lose out on future bids when you’re in the middle of your current contract, not at the time of the rebid, because performance-based contracts are fast replacing time-based ones. Very few facility management companies in India consider risks associated with the current portfolio, largely from the innovation or rebid perspective. Commercial property owners, users, tenants and clients expect high performance from facility management teams and minimised risks. It’s very important that whatever initiatives you take, you factor the risks within existing projects, especially the ones that have higher risks. 

    Let’s do a quick recap of all the action items we discussed above. 

    Digital Transformation

    Digital transformation has become essential for every business, even if it is a traditional business which is based on people relationships like facility management. Companies that fail to follow will be pushed out of the industry in the coming years.

    Make 2022 the year of change you were talking about. What are some of the important things that FM companies in India should be working on from this year onwards? We would love to know your thoughts!