Public

6 October, 2016

Soft Landing (Operational Readiness)

5 Broadgate

Jason Clark Head of Property Management

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Page

Section 1 Introduction 3

Section 2 Project 5-7

Section 3 Soft Landing 8-20

Section 4 Conclusion 22-23

Section 1

Introduction

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UBS is a global organisation providing financial services to private, corporate and institutional clients

Globally • Headquartered in Switzerland• Present in all major financial centres

and offices in over 50 countries• Employs more than 65,000 people

around the world

Within the UK • UBS employs around 7,500 people • UBS has a property portfolio of 7

buildings in the London area• A portfolio that equates to

approximately 1,000,000 ft2

• A real estate strategy to reduce the number of buildings and provide a new London home to accommodate all of our business functions

Section 2

The Project

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"We cannot develop a new London building without fully understanding the ongoing operational use"

Building operation team engage from inception "Starting with the end in mind"

Background

• When the project started BIM, Soft Landing and Intelligent buildings were on the agenda

• We are currently occupying numerous buildings around the Broadgate area

• Plan to consolidate into one building

UBS • In house team of operational subject matter experts associated with each function

• Moved towards the IFM model during the life of the project

• Drive to reduce cost but maintain quality and service

5 Broadgate • 700,000 ft2 pre let development by BlueButton properties

• One of the largest pre let buildings in the city • Aligned with existing lease breaks • Tenant (UBS) engaged from the outset• Separate design teams for the Base Build / Fit Out

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Delivering a flexible world-class office facility for the integrated Firm

Specific aims…

• Maximum flexibility and cost efficiency for London real estate portfolio

• Enhanced client experience through world-class facilities

• Productive and flexible working environment for our staff

• Secure and reliable infrastructure to minimise operational risk

• Excellent sustainability characteristics and energy efficiencies

A building specified in 2009 for full occupation in 2016 :

Section 3

Soft Landing (Operational Readiness)

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What does Soft Landings really entail

"The Government Construction Strategy of May 2011 identified the need to improve the value offered by public sector construction and within this “soft landings” was identified as a way to improve performance of buildings and to meetthe requirements of those that use them." Bim Task Group

"Soft Landings is the BSRIA-led process designed to assist the construction industry and its clients deliver better buildings.Soft Landings helps to solve the performance gap between design intentions and operational outcomes" BSRIA

We wanted a Soft Landings process that covered every function

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The right level of trained resources and good governance.

Objectives • To develop a "Soft Landings" strategy and mobilisation plan for Group Corporate Service (GCS) operations in 5 Broadgate. 

• To embed operational requirements in the 5 Broadgate design and specifications.

• To implement Soft Landings as part of a wider change management programme

Scope • All GCS services and operational requirements will be analysed in their current, interim and end states.

• Key topics will include:

Other

100LS

1FA

2FA 100LS

1FA

2FA

5BG

Current Interim End

5BG

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The Soft landing Framework follows the traditional project phases

Stakeholder Engagement & mobilisation

Stage 1Inception and

Briefing

Operational Monitoring

Stage 4Construction

Planning for Operation

Stage 3 Pre-

Construction Operation Process, Building and Technology Alignment

Stage 2 Design

Operational Validation

Stage 5Occupation

Stakeholder Engagement & mobilisation· Building Specification

(AFL)· Lessons Learnt· Functional Leads

Inception

Operational Monitoring · Fit Out · Technical reviews · Off site testing · On site Testing· Services Testing

Mobilisation and Testing

Planning for Operation· Process Re

engineering· Change management

programme · Reporting

requirements · SOP/EOP· Service Migration · Fitout Monitring· Planning for Testing· Service Training· IFM Integration· Bim Strategy

Day 0 Strategic Plan

Operation Process, Building and Technology Alignment· Optioneering · Process identification

and gap analysis· Touch Points· Building Plans· Asset Management· Communications· Logistics· RiskSummarised in tender requirements document and specifications

Informing Building Design

Operational Validation · Seasonal

commissioning· User satisfaction

surveys · Data logging

Evaluation

Indu

stry

UB

S

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Optioneering with lifecycle cost analysis Briefing the end users, exhibition, web site & Fly Through Emerging TechnologyO&M requirements specifiedSign off with comments trackedCommunicate building design to operational team and respond to feedbackStorage, workshop, stacking plan & RDS requirements Supplier Visits, Product/Prototype Testing. e.g. cleaning Intelligent building functional requirementsBIM Modelling & Asset DatabaseVisits to potential suppliers Training, warranty, spares, maintenance & reporting requirements Process mapping & gap analysis & touch points identified Intelligent building functional requirements

Building performance definition (AFL)Identify the operation team engagement Lessons learnt & experience RIBA gateways communicated from the outset Benchmarking against our peersSenior management approval Confirm deliverables and timetableCommunicate building design to operational team

Reporting developed Change management mobilisation Process re-engineeringCapital cost or lease agreements agreedOperational team review Tender documentationFunctional team trainingFunction by Function mobilisation & migration planAsset management planCommunication planLogisic planChange management Early Fitout monitoringSeasonal commission strategy User satisfaction survey and measurement strategy

Technical submittals reviewed by operation team Key team members attend factory testO&M production commencesSite walk rounds & inspections On site testing and commissioning witnessUser satisfaction survey (pre move)Building occupier guide developed Building operator technical guide developedOperational teams mobiliseSupplier contract arrangements completed Practical completionOperational team resource planningImplement staff communication programme for migrationOperational systems testing and staff training

Dry / Run in periodMigration Seasonal commissioning Post occupancy evaluation of systems performanceUser satisfaction survey (post move)Data logging & energy performance System adjustments

Stage 2 DesignRIBA Stages C –E

Stage 1 Inception & BriefingRIBA Stages A-B

Stage 3Preconstruction RIBA Stages F_G

Stage 4 Construction RIBA Stages J-K

Stage 5OccupationRIBA Stage L

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The basebuild, fitout and operational readiness aligned

Inception Mobilisation and Testing

Day 0 Strategic Plan

Informing Building Design

Evaluation

ü

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q3Q1 Q22011 2012 2013 2014 2015 2016

abBluebutton

Detailed Fit-out Design

Below Ground Construction

Above Ground Construction

Fit-out Construction

Final planning consent. (Jul11)

Fit-out Concept Design

Demolition

Planning submission (Dec10)

2010Q4

üü üAgreement Unconditional (Dec11)

Sectional completion

Topping out (Mar 2014)

Base build M&E installations

üüGround Breaking(Mar 2012)

Fit-out Scheme Design

Stage C approved (Sept-11)

üStage D approved (Aug-12)

üStage E Approval(Jan-14)

ü üRevised Stage D approved (June-13)

Fit-out Construction PC (May 2016)

Occupation

Full base build handoverü

Production Design and Mock-ups

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Fit-

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Des

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IT & Furniture Installations

Testing & Commissioning

ü

üStart on-

siteJan 2015

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Life cycle costing analysis is integral to the design selectionOptions considered

• Disposable Cups v Crockery / Dishwashing

• UPS options• LED v Fluorescent• Chiller options • Centralised mail• Centralised waste management • Locker Strategy • Centralised Food waste• Link Line water distribution • Intelligent building requirements

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Our processes define the way we do thingsProcess v Procedure

• Different ways of documenting processes between the functions

• Processes identification and gap analysis carried out

• Differentiated between process and procedure

• All of our processes in a single repository

• Agreed a consistent structure and format for re engineered processes

• Captured in a quality management system and single repository

• Cross fuction review to identify "Touch Points"In

form

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Build

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Desig

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Every process is reviewed and touch points articulated

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P – People T – Technology B – Building

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Function and Sub Function List1. Environmental

1.1.    Environmental Management System (EMS)1.1.1.  

1.2.    Energy & Utiliites1.2.1. Energy Management Systems1.2.2. Energy Efficiency

1.2.2.1.              Building systems, HVAC etc1.2.2.2.              Small power and lighting1.2.2.3.              Technology

1.2.3. Emissions Reporting1.2.3.1.              Mandatory1.2.3.2.              Voluntary

Avoiding duplication

• Technology – linking into our intelligent building strategy

• People – Linking into our IFM programme • Building – linking into building design and space

allocation

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Operational areas allocated and requirements defined in room data sheets

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A full review of our current spaces and aligned those requirements more effectively with the new building

• Function by function allocation of spaces, i.e stores etc

• Team awareness of the building flow • Room Data Sheet compiled• Rooms named and numbered • Recognising the difference between operation

and architectural referencing

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Touch Points in communication from a Visual, Technology and Voice Perspective

• Aligning the communication platform with the Asset Management solution

• Tablet solution with FSIGo allows workflow, risk assessments and help desk management direct to the team

• GCS currently utilise the TES radio solution for Incident management Security and Engineering

• Use cases for the system across the working group

• Allows migration and innovation from the existing system

• Building RF survey required• Link and Existing Chat channels will still

play a key role in communication with business lines

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Reviewing your risk on a regular basis

• Risk register in line with the operational risk register for ease of migration

• Functional specific risk identified reviewed on a regular basis

• Risk designed out where practicable • Retained risk are known and carried forward

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All of our assets held in one CMMS system

• Common agreement on asset management: - • Database and asset coding• Agreed asset fields • Platform• Physical Labelling & QR

Code• Tagging

• O&M & H&S file format and platform

• Drawing Protocols • Bim Execution Plan• Training - Requirements • Spares - Requirements• Warranty and Maintenance

Requirements

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Areas that impact every operational team

• Reception, Concierge and Vehicle Management• Storage requirements• Building access working group formed to review: - • All points of access. Cycle entrance, loading bay car

parks etc • Loading bay, Lifts , Car park & Cycle Vehicle

Scheduling/Management • Job Description for Dock Master, Traffic Marshall• Technology requirements • Deliveries

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Section 4

Conclusion

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Thinking outside the box

• Existing operational activities take priority for the working group

• 5BG building design is very complex and must be understood by the operation teams

• Impact on 5BG Fit out Construction – control budget and avoid 'scope creep'

• Interim operational state may require additional resources

• Agile Pilot may be benificial• Impact of the IFM Programme. When should you

engage your service providers• Change management knowledge & Operational

teams need to embrace change • Employee impact and self interest• Tender specialist requirements early

There are hurdles to overcome in no particular order…

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There is now a guide to help you through your own journey Creating a

building that has the end user in mind is key:

• Historically Facilities Management professionals have been submissive to the design and construction process and are now a recognised equal stakeholder.

• Developed by BIFM, Academics and Facilities Management Practitioners.

• The guide is aligned to the 8 stages of RIBA Plan of Work, Building Information Modelling (BIM) process Model and Government Soft Landings.

• Focus on Themes and Functions to align with the potential working groups.

• Creating a process for communication, collaboration, integration and defined project deliverable gateways

• Checklist to support design, Construction, Operational Readiness and Post Occupation Evaluation (POE).

• Consider your BIM strategy, common data environment and Facilities Management tools.

Delivering better outcomes

Compliance

People

Process

Procurement

Technical

Space

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www.ubs.com

Jason Clark Director, Regional Head of Property Management Group Corporate Services +44 207 567 9201  | mobile +44 7824 548460 jason.clark@ubs.com | web: www.ubs.com