Perspective Type: Articles

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Wanted: A New Paradigm for Construction

The Business of the Future

It’s an exciting time to be in the world. Humankind is dipping its toe into an expanding ocean of transformative technological innovation. The popular media is full of headlines claiming that technological innovations in medicine, transportation, finance, manufacturing and service industries are about to transform our lives. Social media is full of melodrama on Artificial Intelligence and how our world is about to change. Futurists like Gerd Leonhard warn us that we must embrace this challenge now, and not bury our heads in the sand or risk becoming a short biological prelude to a machine intelligence explosion.

But this article isn’t about predicting the future, it’s about looking hard enough and being brave enough to take action. We can all look back at predictions of the future made decades ago and laugh at their naivety, however any such disappointing points of reference simply divert attention from the fact that the accelerating rate of technological development will impact all our lives in the near future.

If you were working as a salesman in the automotive industry, a taxi driver, or even as an insurance or legal professional, would you have known 10 years ago that machine learning, coupled with advancements in scanning technology, would not only render drivers irrelevant but literally transform our paradigm for personal transportation? Probably not. In the coming years, a similar story will unfold in finance, law, service industries and many other professions.

Business leaders across the globe are now spending more and more time looking into the future. Artificial intelligence, additive manufacturing, nanotechnology and robotics are poised to penetrate and transform our industries, and business leaders want to be ahead of the curve. Futurism is now big business and business is taking it very seriously indeed.

Getting Left Behind

But what about the construction industry? Of all humankind’s industries, it is surely the most fundamental; fulfilling our basic physiological and safety needs described in Maslow’s Hierachy of Needs. Indeed, the Institution of Civil Engineers defines civil engineering in its Royal Charter as;

…the art of directing the great sources of power in Nature for the use and convenience of man…

Indeed, what other professions could claim such a grandiose role in society? Looking beyond the many great monuments across the world representing milestones in mankind’s historical ability to direct “the great sources of power in nature” such as the Pyramids of Giza, The Great Wall of China, The Empire State Building and the Panama Canal, the history of the built environment is littered with other lesser known but transformative technological milestones; Iron Bridge (1781, the first iron bridge), Ditherington Flax Mill (1796, the first iron framed building) and Alvord Lake Bridge (1889, the first reinforced concrete bridge) to name just a few.

The truth is these technological milestones have defined our paradigm for construction in the last few centuries. Our understanding of these traditional materials, and our ability to squeeze out ever increasing performance from them has continued to refine and improve the efficiency of the paradigm, but nevertheless the fundamental methods of construction, and the materials used to create our modern built environment, have remained exactly the same as they were.

Let’s take reinforced concrete for example. Ernest Ransome’s Alvord Bridge used deformed (twisted) reinforcement, placed by hand, and bonded to concrete poured into a shape predefined by temporary formwork. This process used in 1889 will seem familiar to many construction professionals today because it has fundamentally remained unchanged.

At this point I may hear protests from the industry, claiming a multitude of developments in the last few decades – concrete additive technology, prefabrication, modular construction, high strength steel and concrete to name a few. These are improvements sure enough, but they are no more than incremental changes, or slightly different applications of old technologies.

A similar story is apparent when we look at design. Computers have certainly improved our efficiency in performing calculations, and in some instances have helped us to perform calculations that were not possible before, however the fundamental paradigm for design remains largely unchanged.

Concept designs are based on the often tacit experience of individuals – feeding into a collaborative, iterative process to arise at a solution which is usually measured and compared using a combination of intuition and qualitative judgement. In general terms, as a project moves through the design stages the process becomes less creative, increasingly linear, more constrained by standards and more numerically driven. Despite the computing power that can be brought to bear using a standard desktop PC, the process remains relatively disjointed, slow and typically results in a compromised, imperfect outcome.

In terms of design communication, the use of Building Information Modelling (BIM) has improved our ability to visualise, measure and coordinate in three-dimensions, however the industry still insists, through fear and/or habit, on delivering 2D drawings – essentially the same format used to document designs several centuries ago.

There have been attempts in the construction industry to provide a vision of the future. A 2050 plan was recently announced by a major contractor which predicted the use of drones for surveying, Augmented Reality goggles for construction visualisation, exoskeletons for site workers and autonomous vehicles for delivery and movement of materials. When you consider that this represents a vision of construction in 33 years’ time (greater than the average age of many organisation’s employees), but is wholly based on current (or near-future) technology and relies entirely on current construction paradigms, it seems relatively short-sighted when compared with the blue-sky vision and ambition of other industries.

That’s not to say there aren’t innovation forums and platforms in the industry (i3P for example), all of which are welcomed, but I fear none really ask truly challenging questions of the industry or are brave enough to look far enough outside the box.

All of which reminds me of one of Henry Ford’s supposed quotations;

“If I had asked people what they wanted, they would have said faster horses”

Although it is quite possible he never actually said these words, they certainly ring true for the construction industry – replace the words ‘faster horses’ with ‘stronger concrete’, ‘better drawings’ or ‘more accurate surveys’ and you will see the parallels. The industry has spent the last couple of centuries trying to perfect faster horses.

So (staying with the equine analogies), while other industries have been seen accelerating technological change transform their horses into rocket-propelled drag bikes, the construction industry appears to be happy with its old lumbering nag, brushing its tail and giving it a pretty rosette from time to time when it learns a new trick.

Why is this? Where is the new paradigm for construction? What makes the construction industry different from other industries where innovation, forward thinking and technological advancements are embraced quickly with rapid rewards?

Industrial Lock-in

In Jaron Lanier’s book ‘You are not a Gadget’, he explains the concept of lock-in as it applies specifically to programming and the design of computational systems. The concept is that it can often be difficult to implement change, even when technology can provide a far better solution, simply because of the prevalence of the current system. The example Lanier gives is the use of the MIDI format in the digitisation of sound and music; a format that stubbornly persists despite its limitations. Indeed, Lanier states that lock-in hinders development and creativity as solutions are inevitably developed to work around the limitations rather than challenge them.

On this basis the construction industry has more lock-in than Alcatraz. Indeed it has more than any other industry I can certainly think of, and that includes the massive automotive industry. However, if size is not the key factor to lock-in then what is?

  • The construction industry builds unique products every time, differentiated either by brief, by design or by geographic/topographic constraints. As a result, the research phase of the product development cycle is non-existent and project teams are continually formed and disbanded without the benefit of continuity.
  • The design and delivery cycle of a construction project is typically divided by procurement models that aim to pass on risk and limit reward. It’s inherently an industry of self-interest. After all, who reaps the rewards for innovation and who carries the risks?
  • Economic drivers simply do not encourage innovation. How is anything different when there is no economic benefit to invest in change or do things differently? Why invest across boundaries when your commercial position is only as strong as your latest project?
  • Clients continue to equate value with lowest cost. Whilst there are notable exceptions to this, for many in the industry, it is extremely limiting when clients do not respect or value brands that represent quality in engineering. Whilst this can be seen in other industries, it would appear that these industries seem better at educating and influencing the market place. Why has the construction industry continually failed to educate clients away from a ‘lowest bidder wins’ mentality and towards one that values quality and innovation?
  • Standards and regulations always favour those that play safe and follow the status quo. They also vary by geographic location making it even more difficult to see the global picture when looking at the economics of innovation.

So there is lock-in on an industrial scale, the effects of which can be seen not just in an apparent lack of innovation but in stagnation of performance and a failure to meet society’s ever-increasing demands.

This is not new. Constraints to research and development in the construction industry have existed for decades and continue to hold the industry back. An example is the relatively recent application of additive manufacturing (3D printing) to the construction industry which, although holding great promise, has not yet been met with an adequate level of investment and interest by the industry;

  • 3D printing innovators are crying out for partners and investors to help them effectively penetrate the construction market.
  • Enthusiastic designers are wondering how they can apply the technology within current standards for competitive fees, or fit in a research project when they have ‘real’ projects to deliver.
  • Contractors are wondering how the technology adds value, whilst reducing cost and decreasing (or at least maintaining) levels of risk.
  • Clients just want their one-off asset at the cheapest price. Full stop.

While there is some innovative thought out there, the fact that the industry has failed to grasp the opportunities with both hands demonstrates a lack of holistic innovative thought and (cringe as I say it) an ‘out-of-the-box’ mindset. Why should it take a competition by NASA to get innovative thought moving in construction?

Similarly, in design delivery and design communication, advancements in technology have yet penetrated the industry. Issues of software compatibility, formats for data exchange, bandwidth for digital collaboration, digital change control, the application of machine learning algorithms, and the use of so-called ‘big data’ have yet to find their way to the construction market-place. The software part of the supply chain is too small to invest in the research and development necessary to apply these technologies effectively. And while the top-tier consultants inevitably use their own innovative abilities to apply patches to achieve certain aims (in the form of scripts and add-ins), the approach is parochial and the outcomes limited.

Design communication and coordination is perhaps an area where there is more of a buzz in the industry. Building Information Modelling (BIM) has gained momentum in the last decade, however this extended timeframe is symptomatic of an industry that is slow to realise the benefits of technology and stubbornly insists on keeping one foot in the past. Despite the obvious benefits in coordination, clash detection and design visualisation, one of the reasons 3D BIM was slow to penetrate the market was due to the criticism that it produced poorer quality drawings. We can all see the irony, but such lock-in is still pervasive today. 2D drawings are still a default contractual deliverable and are still the primary tool for design coordination and on-site reference. Faced with a problem, a site engineer is still likely to pull out a bulky roll of A1 drawings, thumb through them and scribble on them with a pencil – so clearly there is still much to be done to move an industry out of its comfort zone. With developments in virtual reality, and in particular augmented reality now providing tangible solutions, there is every reason to look at new paradigms for visualisation, communication and coordination that do not rely on rolls of paper, aid practical delivery and add significant value to project stakeholders. It’s not hard to see how powerful BIM could be when aligned fully with Life-cycle Asset Management and the Internet of Things.

To summarise, unlike a ‘widget’ market, where successful business models demand a more efficient widget, a different kind of widget, or even the benefits of a widget delivered in a different way, the construction market has no significant driver for change or innovation, or any effective mechanism to deliver it. The lock-in in construction is systematic and self-fulfilling. Faster horses it is then?

Time For a Change

The debate continues and the causes persist. But of course talk is easy and turning it into action is where it gets difficult. There’s clearly no magic bullet and making changes to an industry is akin to turning an oil-tanker locked on auto-pilot.

In very simple terms, the industry must turn its attention away from giving individual clients what they want and instead focus on developing new solutions for what society will need. The tail should stop wagging the dog. Clients will ultimately want what we can provide for society as it will make overriding commercial sense to provide it.

So how do we do it?…

  • More collaboration, less barriers. The construction industry is unmatched in its ability to collaborate on huge projects at very little notice, pulling together multi-disciplinary teams and extraordinary talent to solve problems. This collaboration needs to bridge across contractual, procurement and project barriers if long-term, value-adding, holistic solutions are to be realised. We need industry-led mechanisms to pull these barriers down.
  • More ambition. We need people to be ambitious and have strong and persuasive visions. Where are the industry visionaries sticking their heads up over the parapet? The industry needs to look beyond how it can utilise the innovations of other industries (although they inevitably have their place) and lead innovation from within – setting itself bigger goals. Institutions such as the Institution of Civil Engineers and the Institution of Structural Engineers are critical to engendering this ambition.
  • More learning from other industries. The construction industry will learn to innovate from within better if it looks outside itself. How do other industries do it? What barriers have they broken down? How do they work together? How do they fund research?
  • More original research. With greater collaboration and ambition, the industry will understand the research that it needs in both materials and construction methods, and the investment necessary to develop new holistic design solutions. As a regular reviewer of technical papers, I see very few that actually tread new ground or present innovative technologies or methods.
  • More understanding of the potential risks and opportunities technology presents to the industry. There is a general lack of understanding seen in other industries regarding the areas where technology will be pervasive and the consequences and strategies that go hand-in-hand with its use. The potential for automation, the application of machine learning and the future impact this will have on the design industry I will explore in a later article.

New paradigms for construction will only come from within the industry if the above challenges are met head on. So, while contemplating this challenge, it is worth remembering that the recent transformative developments in the automotive and personal telecommunication industries did not come from within those industries.

The world needs smarter construction solutions. I would like to think we are smart enough and determined enough to provide them from within the construction industry, but we must look to the future soon or someone, or who knows – maybe something, will take the future out of our hands.

Wanted: A New Paradigm for Construction

The Business of the Future

It’s an exciting time to be in the world. Humankind is dipping its toe into an expanding ocean of transformative technological innovation. The popular media is full of headlines claiming that technological innovations in medicine, transportation, finance, manufacturing and service industries are about to transform our lives. Social media is full of melodrama on Artificial Intelligence and how our world is about to change. Futurists like Gerd Leonhard warn us that we must embrace this challenge now, and not bury our heads in the sand or risk becoming a short biological prelude to a machine intelligence explosion.

But this article isn’t about predicting the future, it’s about looking hard enough and being brave enough to take action. We can all look back at predictions of the future made decades ago and laugh at their naivety, however any such disappointing points of reference simply divert attention from the fact that the accelerating rate of technological development will impact all our lives in the near future.

If you were working as a salesman in the automotive industry, a taxi driver, or even as an insurance or legal professional, would you have known 10 years ago that machine learning, coupled with advancements in scanning technology, would not only render drivers irrelevant but literally transform our paradigm for personal transportation? Probably not. In the coming years, a similar story will unfold in finance, law, service industries and many other professions.

Business leaders across the globe are now spending more and more time looking into the future. Artificial intelligence, additive manufacturing, nanotechnology and robotics are poised to penetrate and transform our industries, and business leaders want to be ahead of the curve. Futurism is now big business and business is taking it very seriously indeed.

Getting Left Behind

But what about the construction industry? Of all humankind’s industries, it is surely the most fundamental; fulfilling our basic physiological and safety needs described in Maslow’s Hierachy of Needs. Indeed, the Institution of Civil Engineers defines civil engineering in its Royal Charter as;

…the art of directing the great sources of power in Nature for the use and convenience of man…

Indeed, what other professions could claim such a grandiose role in society? Looking beyond the many great monuments across the world representing milestones in mankind’s historical ability to direct “the great sources of power in nature” such as the Pyramids of Giza, The Great Wall of China, The Empire State Building and the Panama Canal, the history of the built environment is littered with other lesser known but transformative technological milestones; Iron Bridge (1781, the first iron bridge), Ditherington Flax Mill (1796, the first iron framed building) and Alvord Lake Bridge (1889, the first reinforced concrete bridge) to name just a few.

The truth is these technological milestones have defined our paradigm for construction in the last few centuries. Our understanding of these traditional materials, and our ability to squeeze out ever increasing performance from them has continued to refine and improve the efficiency of the paradigm, but nevertheless the fundamental methods of construction, and the materials used to create our modern built environment, have remained exactly the same as they were.

Let’s take reinforced concrete for example. Ernest Ransome’s Alvord Bridge used deformed (twisted) reinforcement, placed by hand, and bonded to concrete poured into a shape predefined by temporary formwork. This process used in 1889 will seem familiar to many construction professionals today because it has fundamentally remained unchanged.

At this point I may hear protests from the industry, claiming a multitude of developments in the last few decades – concrete additive technology, prefabrication, modular construction, high strength steel and concrete to name a few. These are improvements sure enough, but they are no more than incremental changes, or slightly different applications of old technologies.

A similar story is apparent when we look at design. Computers have certainly improved our efficiency in performing calculations, and in some instances have helped us to perform calculations that were not possible before, however the fundamental paradigm for design remains largely unchanged.

Concept designs are based on the often tacit experience of individuals – feeding into a collaborative, iterative process to arise at a solution which is usually measured and compared using a combination of intuition and qualitative judgement. In general terms, as a project moves through the design stages the process becomes less creative, increasingly linear, more constrained by standards and more numerically driven. Despite the computing power that can be brought to bear using a standard desktop PC, the process remains relatively disjointed, slow and typically results in a compromised, imperfect outcome.

In terms of design communication, the use of Building Information Modelling (BIM) has improved our ability to visualise, measure and coordinate in three-dimensions, however the industry still insists, through fear and/or habit, on delivering 2D drawings – essentially the same format used to document designs several centuries ago.

There have been attempts in the construction industry to provide a vision of the future. A 2050 plan was recently announced by a major contractor which predicted the use of drones for surveying, Augmented Reality goggles for construction visualisation, exoskeletons for site workers and autonomous vehicles for delivery and movement of materials. When you consider that this represents a vision of construction in 33 years’ time (greater than the average age of many organisation’s employees), but is wholly based on current (or near-future) technology and relies entirely on current construction paradigms, it seems relatively short-sighted when compared with the blue-sky vision and ambition of other industries.

That’s not to say there aren’t innovation forums and platforms in the industry (i3P for example), all of which are welcomed, but I fear none really ask truly challenging questions of the industry or are brave enough to look far enough outside the box.

All of which reminds me of one of Henry Ford’s supposed quotations;

“If I had asked people what they wanted, they would have said faster horses”

Although it is quite possible he never actually said these words, they certainly ring true for the construction industry – replace the words ‘faster horses’ with ‘stronger concrete’, ‘better drawings’ or ‘more accurate surveys’ and you will see the parallels. The industry has spent the last couple of centuries trying to perfect faster horses.

So (staying with the equine analogies), while other industries have been seen accelerating technological change transform their horses into rocket-propelled drag bikes, the construction industry appears to be happy with its old lumbering nag, brushing its tail and giving it a pretty rosette from time to time when it learns a new trick.

Why is this? Where is the new paradigm for construction? What makes the construction industry different from other industries where innovation, forward thinking and technological advancements are embraced quickly with rapid rewards?

Industrial Lock-in

In Jaron Lanier’s book ‘You are not a Gadget’, he explains the concept of lock-in as it applies specifically to programming and the design of computational systems. The concept is that it can often be difficult to implement change, even when technology can provide a far better solution, simply because of the prevalence of the current system. The example Lanier gives is the use of the MIDI format in the digitisation of sound and music; a format that stubbornly persists despite its limitations. Indeed, Lanier states that lock-in hinders development and creativity as solutions are inevitably developed to work around the limitations rather than challenge them.

On this basis the construction industry has more lock-in than Alcatraz. Indeed it has more than any other industry I can certainly think of, and that includes the massive automotive industry. However, if size is not the key factor to lock-in then what is?

  • The construction industry builds unique products every time, differentiated either by brief, by design or by geographic/topographic constraints. As a result, the research phase of the product development cycle is non-existent and project teams are continually formed and disbanded without the benefit of continuity.
  • The design and delivery cycle of a construction project is typically divided by procurement models that aim to pass on risk and limit reward. It’s inherently an industry of self-interest. After all, who reaps the rewards for innovation and who carries the risks?
  • Economic drivers simply do not encourage innovation. How is anything different when there is no economic benefit to invest in change or do things differently? Why invest across boundaries when your commercial position is only as strong as your latest project?
  • Clients continue to equate value with lowest cost. Whilst there are notable exceptions to this, for many in the industry, it is extremely limiting when clients do not respect or value brands that represent quality in engineering. Whilst this can be seen in other industries, it would appear that these industries seem better at educating and influencing the market place. Why has the construction industry continually failed to educate clients away from a ‘lowest bidder wins’ mentality and towards one that values quality and innovation?
  • Standards and regulations always favour those that play safe and follow the status quo. They also vary by geographic location making it even more difficult to see the global picture when looking at the economics of innovation.

So there is lock-in on an industrial scale, the effects of which can be seen not just in an apparent lack of innovation but in stagnation of performance and a failure to meet society’s ever-increasing demands.

This is not new. Constraints to research and development in the construction industry have existed for decades and continue to hold the industry back. An example is the relatively recent application of additive manufacturing (3D printing) to the construction industry which, although holding great promise, has not yet been met with an adequate level of investment and interest by the industry;

  • 3D printing innovators are crying out for partners and investors to help them effectively penetrate the construction market.
  • Enthusiastic designers are wondering how they can apply the technology within current standards for competitive fees, or fit in a research project when they have ‘real’ projects to deliver.
  • Contractors are wondering how the technology adds value, whilst reducing cost and decreasing (or at least maintaining) levels of risk.
  • Clients just want their one-off asset at the cheapest price. Full stop.

While there is some innovative thought out there, the fact that the industry has failed to grasp the opportunities with both hands demonstrates a lack of holistic innovative thought and (cringe as I say it) an ‘out-of-the-box’ mindset. Why should it take a competition by NASA to get innovative thought moving in construction?

Similarly, in design delivery and design communication, advancements in technology have yet penetrated the industry. Issues of software compatibility, formats for data exchange, bandwidth for digital collaboration, digital change control, the application of machine learning algorithms, and the use of so-called ‘big data’ have yet to find their way to the construction market-place. The software part of the supply chain is too small to invest in the research and development necessary to apply these technologies effectively. And while the top-tier consultants inevitably use their own innovative abilities to apply patches to achieve certain aims (in the form of scripts and add-ins), the approach is parochial and the outcomes limited.

Design communication and coordination is perhaps an area where there is more of a buzz in the industry. Building Information Modelling (BIM) has gained momentum in the last decade, however this extended timeframe is symptomatic of an industry that is slow to realise the benefits of technology and stubbornly insists on keeping one foot in the past. Despite the obvious benefits in coordination, clash detection and design visualisation, one of the reasons 3D BIM was slow to penetrate the market was due to the criticism that it produced poorer quality drawings. We can all see the irony, but such lock-in is still pervasive today. 2D drawings are still a default contractual deliverable and are still the primary tool for design coordination and on-site reference. Faced with a problem, a site engineer is still likely to pull out a bulky roll of A1 drawings, thumb through them and scribble on them with a pencil – so clearly there is still much to be done to move an industry out of its comfort zone. With developments in virtual reality, and in particular augmented reality now providing tangible solutions, there is every reason to look at new paradigms for visualisation, communication and coordination that do not rely on rolls of paper, aid practical delivery and add significant value to project stakeholders. It’s not hard to see how powerful BIM could be when aligned fully with Life-cycle Asset Management and the Internet of Things.

To summarise, unlike a ‘widget’ market, where successful business models demand a more efficient widget, a different kind of widget, or even the benefits of a widget delivered in a different way, the construction market has no significant driver for change or innovation, or any effective mechanism to deliver it. The lock-in in construction is systematic and self-fulfilling. Faster horses it is then?

Time For a Change

The debate continues and the causes persist. But of course talk is easy and turning it into action is where it gets difficult. There’s clearly no magic bullet and making changes to an industry is akin to turning an oil-tanker locked on auto-pilot.

In very simple terms, the industry must turn its attention away from giving individual clients what they want and instead focus on developing new solutions for what society will need. The tail should stop wagging the dog. Clients will ultimately want what we can provide for society as it will make overriding commercial sense to provide it.

So how do we do it?…

  • More collaboration, less barriers. The construction industry is unmatched in its ability to collaborate on huge projects at very little notice, pulling together multi-disciplinary teams and extraordinary talent to solve problems. This collaboration needs to bridge across contractual, procurement and project barriers if long-term, value-adding, holistic solutions are to be realised. We need industry-led mechanisms to pull these barriers down.
  • More ambition. We need people to be ambitious and have strong and persuasive visions. Where are the industry visionaries sticking their heads up over the parapet? The industry needs to look beyond how it can utilise the innovations of other industries (although they inevitably have their place) and lead innovation from within – setting itself bigger goals. Institutions such as the Institution of Civil Engineers and the Institution of Structural Engineers are critical to engendering this ambition.
  • More learning from other industries. The construction industry will learn to innovate from within better if it looks outside itself. How do other industries do it? What barriers have they broken down? How do they work together? How do they fund research?
  • More original research. With greater collaboration and ambition, the industry will understand the research that it needs in both materials and construction methods, and the investment necessary to develop new holistic design solutions. As a regular reviewer of technical papers, I see very few that actually tread new ground or present innovative technologies or methods.
  • More understanding of the potential risks and opportunities technology presents to the industry. There is a general lack of understanding seen in other industries regarding the areas where technology will be pervasive and the consequences and strategies that go hand-in-hand with its use. The potential for automation, the application of machine learning and the future impact this will have on the design industry I will explore in a later article.

New paradigms for construction will only come from within the industry if the above challenges are met head on. So, while contemplating this challenge, it is worth remembering that the recent transformative developments in the automotive and personal telecommunication industries did not come from within those industries.

The world needs smarter construction solutions. I would like to think we are smart enough and determined enough to provide them from within the construction industry, but we must look to the future soon or someone, or who knows – maybe something, will take the future out of our hands.

This article is co-created by Surbana Jurong Academy.

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about Technology & Innovation, Infrastructure & Connectivity, and Design Leadership

Energy & Petrochemical Parks – Creating Value Through Robust Land Leasing Approaches

BP recently reported[1] that in 2017, global primary energy consumption recorded a robust 2.2% growth rate, outpacing the 10-year average of 1.7% per year.  Oil, coal, and natural gas remained the dominant fuel sources, together accounting for over 80% of all energy consumed whilst renewable power hit a new high but still modest 3.6% by contribution.  Prospects for the downstream petrochemical sector are even stronger. In May 2017, Independent Chemical Information Service (ICIS) forecasted that global petrochemical demand[2] would accelerate to an average annual growth rate of 4% between 2015 and 2025.

Energy & Petrochemicals – A Land-Intensive Sector

This sector is both energy and capital-intensive, and coupled with safety considerations, it is also characterised by its land-intensive nature as well.  Europe hosts many of the world’s most developed and mature petrochemical manufacturing parks. The land sizes of these parks range from a few hundred hectares to thousands of hectares.  For example, Infraserv’s park in Frankfurt occupies nearly 500 hectares of land (equivalent to 610 football fields), on which sits a network of over 500 kilometres of pipelines carrying chemical liquids and gases.

Planning for investment in such specialised parks can be a painstaking process. And decisions are made on the assurance that pre-conditions, such as the ability to secure a plot of land, shall be met. Greenfield investments typically require several hectares of land, and the extent to which production processes and equipment can be re-designed to save land is limited by codes of practice and regulatory considerations.

Therefore, in securing land for the investment, an investor’s priorities would certainly include:

  • Adequacy of land tenure – at a minimum, tenure must exceed the targeted Return on Investment time period, and generally the intention is to stretch the tenure for as long as possible;
  • Securing contiguous land for expansion – a strong investment plan is one that anticipates a sales exceeding supply within a few years from start-up, thus justifying a de-bottlenecking of capacity in the near or mid-term; and
  • Availability of land for long-term growth.

The land owner naturally desires to unlock potential and tap the maximum value of the land, and often also look towards generating growth from a range of consequential economic activities.

This translates into the following priorities for industrial land owner:

  • Sustainable economic activities – existence of sustained industrial manufacturing activities that generate economic benefits;
  • Judicious use of the land – appropriate use of the land that coincides with original plans, and is not wasteful. It should also be compatible and synergistic with its neighbouring activities; and
  • Preservation of its overall environmental climate – the environmental baseline of the piece of land should not go into deep deterioration due to industrial usage.

Robust Land Leasing Frameworks

The importance of the land lease process is often either overlooked or under-estimated.  Rather than being considered a repetitive procedure, land lease management should be viewed as an effective, customisable tool to secure assurances for all parties and shape the manufacturing landscape.

How can a land owner meet an investor’s expectations on land tenure, availability and flexibility, while at the same time, preserving his priorities on the sustainable use of his land?

Land tenure for the manufacturing sector varies across different territories.  For example, in China, the government’s land regulations[3] stipulate a maximum tenure of 50 years for industrial land. While in Singapore, the tenure of industrial land issuance[4] through Industrial Government Land Sales was halved to 30 years in 2012[5]. Typically, industrial land leases range between 20 or 30 years long[6].  In some other countries, industrial land is sold in perpetuity.  For land tenure to be meaningful, it should be long enough and commensurate with the sector’s life cycle, as well as consider the level of capital expenditure on fixed production assets.  At the same time, the tenure should permit park rejuvenation or redevelopment.  Therefore, it would be advisable to first understand such sectoral characteristics. Then, we can determine the standard tenure to be offered to investors in any specialised park.

To ensure that the land is put to good and proper use, the land owner can specify and build into the land lease, mechanisms to motivate the investor to invest and build as planned, intensify land use, and even reinstate and return the land when it is no longer needed. Through the skilful crafting of the leasing process and the lease document itself, issues such as under-development or land contamination (SSI’s site in the U.K.[7]) can be avoided. In certain situations, leasing mechanisms could be designed holistically with other levers, such as incentives, to achieve win-win outcomes.

Ensuring adequate availability of land, especially contiguous land for expansion, is partly an outcome of good master-planning, but also heavily dependent on how robust the land leasing processes are.  The allocation of a land plot for future development does not have to be binary.  Carefully customised land reservation programmes provide investors with sufficient assurance whilst retaining the land owner freedom to commit unused land to other suitable investors when the time comes.

The description of approaches above hopefully provides an insight into the importance and versatility of land lease management.

An Important Differentiating Factor for Land Owners

As Nobel Prize winner Elias James Corey once said, the impact of chemical synthesis “on our lives and society is all pervasive.”  Whether we like it or not, the energy and petrochemical sector is an integral contributor to the lifestyles that we’ve gotten used to.  Energy and petrochemical parks are specialised and complex ecosystems that occupy enormous land masses for long periods of time.  A best-in-class land leasing framework is an essential tool for any energy and petrochemical park to thrive, and is an important factor in differentiating a forward-looking land owner amongst others.

This article is co-created by Surbana Jurong Academy.

 

[1] Report titled “BP Statistical Review of World Energy”, 67th Edition, dated June 2018.

[2] Made up of major categories Polyolefins, Polyesters and Polyurethanes, Key Elastomers, and Other Key Plastics. From slide 19 of ICIS’ presentation dated 18 May 2017 titled “Accelerated Changes: New Scenarios for the Global Refining and Petrochemical Industries, and the Role of China” at APIC 2017.

[3] Regulations on the Land Use Rights and Transfer of State Land Use Rights in Urban Areas of the People’s Republic of China /《中华人民共和国城镇国有土地使用权出让和转让暂行条例》of May 1990.

[4] In 1947, a ruling known as the Crown Lands Rules was passed, in which Rule 16 proclaimed that 99-year leases would be issued, in place of Statutory Land Grants (which were freehold).

[5] Ministry of Trade and Industry’s press release titled “Launch of Second Half 2012 / Industrial Government Land Sales Programme” dated 11 June 2012.

[6] Channel NewsAsia’s news article, “How Singapore’s 50-year-old land sales programme is evolving” dated 13 December 2017.

[7] In Teeside, Sahaviriya Steel Industries (SSI) went into liquidation, marking the end of almost 170 years of iron and steel making. A 14-hectare portion of its former site is likely to be highly contaminated by heavy metals due its former industrial usage, and this would affect the future usability of the land. Source: South Tees Development Corporation, South Tees Regeneration Master Plan consultation draft, dated October 2017.

This article is co-created by Surbana Jurong Academy.

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about Technology & Innovation, Infrastructure & Connectivity, and Design Leadership

Creating a Petrochemical Hub – Vision versus Reality

The petrochemical industry is capital-intensive and has the potential to draw investments of multi-billion dollars. While the industry takes a significantly long period to develop, it also produces the highest economic returns and offers high value-add positions with good remunerations, compared to other sectors. Based on Exxon Mobil Energy Outlook 2018, the global population will grow to 9.2 billion by 2040. And rising living standards and expanding worldwide population means a higher dependence on reliable modern energy.

Global energy demand will continue to be driven significantly by oil & natural gas. As demand continues, many petroleum-rich countries have transformed from a sole exporter of natural resources, to a downstream petrochemical refiner or manufacturer, adding value to their energy exports. For some, their ambition went further. They create manufacturing clusters, with an objective to build a petroleum or petrochemical hub at a later stage. But, having natural resources and the ability to process it for export does not necessarily fulfil the requirements of a hub creation. Based on Surbana Jurong Pte Ltd’s experience in developing Jurong Island Chemicals Hub, and many other petrochemical manufacturing sites and production zones globally, there are critical factors that will influence the success of a petrochemical hub.

Positioning – Where is the Market?

The vision to create a petrochemical hub should fundamentally be supported by market demand (Please refer to illustration 1 for Success Factors in Creating a Petrochemical Hub). The foremost requirement would be to meet the domestic demand of the country which produces the natural resources. When the domestic demand is insufficient to justify the development of the petrochemical hub, then having wider and regional, or even global captive markets would be necessary.

Building petrochemical plants, especially a crude oil refinery, can take between six to seven years to complete. Hence, investors and business owners will need to be forward-thinking, and be able to anticipate future demands and predict trends for a time frame of at least 15 to 30 years.

Targeting the right sub-sectors for the petroleum and chemicals industry are equally critical. Some countries may yield oil and no gas, while others gas and no oil, or both. Identifying the right sub-sectors to focus, and subsequently forming the value chain to synergize with associated industries can be challenging in the absence of good foresight, marketing and in-depth industry knowledge.

The definition of a “hub” does not necessarily mean that it must be geographically built within a single location. The hub can consist of several manufacturing or logistics sites that leverage on their synergistic and strategic natural advantages, bringing benefits to consumers. The availability and ease of obtaining and transporting the natural resources, such as connectivity through pipelines, ports of call, are important factors to consider.

Petrochemical Hub oil & gas
Illustration 1: Success Factors in Creating a Petrochemical Hub

An Implementable Master Plan to Secure Investor’s Buy-In

Considering the huge investment involved in this capital-intensive industry, it will be worthwhile to meticulously plan and chart out the strategies and development roadmap to minimise risk, and ensure success.

We then ask ourselves these questions:

  • Have we understood enough in terms of projecting the market demand and our competitive advantages?
  • Have we identified the different types and capacities of processing & manufacturing plants?
  • What are the logistical requirements needed to ensure sustainability?
  • What are the sub-sectors and supporting industries within the value chain?
  • What are the other land uses, preparatory requirements needed, infrastructure & connectivity, and amenities?
  • Is skilled human capital available, and are safety and environment issues resolved?

These factors shall form the backbone of an overall master plan for any hub. The overall master plan must be comprehensive, sustainable and most importantly, implementable.

Every country, city or district compete for major investments to support economic growth and create employment. The stakes can be high and in most cases, incentives and preferential policies are provided to attract investors. However, when competitors offer similar incentives, the difference in attracting major investments could boil down to having a differentiating and well thought-through overall master plan.

Government’s Role – A Balancing Act

The role of the Government in the development of a petrochemical hub is often contestable. Policies that promote investment and instil investors’ confidence will trigger positive influence on the vision. The Government therefore needs to take on a strategic view to grow the economy, improve employment and employability of the people.

For a hub development, it would be instrumental for initial land preparations and infrastructure investment to be provided by public sources, and preferably to continue through for all basic infrastructure investment. Thereafter, the growth of the hub should ideally be driven by the private sectors operating within a realm of pro-business ecosystem.

The question of whether Government should partake in any business venture, such as processing plants, is often debated. Production sharing agreements between public and private sectors for upstream exploration and production of natural resources can be contested from time to time. The role of the Government in downstream sectors should be preferably limited to creating a conducive environment for businesses to prosper, and at most, participating in a significantly minority stake to instil investor confidence and for risk sharing with investor. Where critically necessary, the Government could also take the lead in developing critical infrastructure necessary to support the growth or attraction of new investment.

The ability to ensure the continuation of policies despite political uncertainties or changes will further improve investment confidence and ensure investors of the political will to realise the vision of a hub.

Closing the Expertise Gap during Execution

Having a comprehensive overall master plan that captures the essence of attracting investment is important, but more imperative is the ability to facilitate subsequent implementation. The most challenging aspect of implementation is the high stakes involved when major public investment in infrastructure should rightfully yield positive impact on attracting private investment.

Creating and institutionalising a platform where functions such as marketing, planning, project management, lease management, customer service, health safety & environment, legal and finance congregate, would help in areas of strategizing and alignment. It also allows efficient servicing of investors and ensure effective implementation of the overall master plan. As there will always be expertise gaps in functions, investing in expertise and capacity building will be the long term solution to support the vision.

The realisation of a petrochemical hub is constantly challenged by market volatility, geopolitics, bureaucracy, new technologies and competitions. Yet, harnessing and leveraging on the wealth of natural resources, and utilising them efficiently and sustainably, is ever more critical in the changing global landscape of digital & circular economy. Ultimately, the petrochemical hub, when realised, should improve the quality of lives of its citizens and bring prosperity to the country.

This article is co-created by Surbana Jurong Academy.

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about Technology & Innovation, Infrastructure & Connectivity, and Design Leadership

Structural Engineering – Getting Ready for the Future!

Structural Engineers are always in competition with the nature. Every creation has a co-relation with things that we see around us. A simple leaf shows how nature has provided each component its desired position and purpose. A leaf acts like a simple cantilever, the soffit of which is under compression. Figure 1a shows the leaves of a banana plant. The thicker midrib at the bottom very efficiently resists the tension.

Figure 1a: Leave of a Banana Plant (the thicker midrib at the bottom resists the tension)

A top view of the same leaf is shown in Figure 1b. It is clear from this figure that the midrib has a cross-section, like a U beam. This acts as a channel for the rain water to flow from the leaves. With this configuration, the top portion of mid rib can take only tensile forces. It can buckle with compressive forces as the top portion is thin.

Figure 1b: Midrib of leaf has a cross-section like a U beam

Nature has kept everything in the right place. Similarly, a building is analogous to a tree with its foundation as roots and so on. In this way, engineers are influenced by nature. Each one’s achievement and victory is measured relative to others around them. The same holds true of our performance which is measured against our competitor’s.

A designer’s vision is restricted within such limits, nature and people at the start of a design. As a structural engineer, we need to see beyond what is around us. This would help us stay ahead in race.

Analysing the Past

Throwback to 15 years ago, would anyone have imagined the accomplishments we have made today? From what some of the seniors recollect, no one then imagined that drawings could be completed as fast and easy as one can nowadays. There was resistance from many draftsmen to learn drafting software like AutoCAD (in 2D). The ones who adapted to the change had persisted in the industry.

Today, it is difficult to find an office where draftsmen are involved in manual sketching. In addition to this change, we are in a decade where we move a step ahead and are creating 3D drawings/illustrations which are useful for the engineers to visualize these structures as it will be on-site.

Figure 2: Bridge 3D model – Dedicated Freight Corridor Project India

In structural engineering practice, technology has played a crucial role in solving complex problems, considering the project’s time constraints and the need for accuracy. Previously, engineers used to spend enormous time calculating huge stiffness matrices for multiple elements of structures on sheets spread across the room, and preferred to take a conservative approach to avoid unnoticed errors.

The transition from manual calculation to using simple programmes formulated in FORTRAN and C, to advanced finite element (FE) packages that could analyse the entire structure within a short time is a classic example of our development. The difference between the FE software used then and now could be the level of analysis depth we intend to look at. The 3D visualisation and displacement, and stress plots of the same nowadays make them user-friendly as well.

In a project, the designer and the technician work side by side for two outputs, i.e. a model for analysis and design, and a drawing for site. Coordination between themselves and updating the comments from the reviewer on both these outputs consume more time. As for the future, we could expect a scenario where a 3D print of the structure could be generated simultaneously when the designer completes the analysis. This will help save time, and avoids duplication of the structure modeling.

Value Engineering

The advancement in technology has opened up new opportunities for engineers from non-structural practice. Some work done by structural engineers could be easily automated by any individual with fundamental knowledge about the software. This may give the impression that the presence of structural engineers may be less important when similar work can be automated using a computer.

“As structural engineers, we play a critical role in the projects for which we are appointed. If success is judged simply against the need to provide adequate resistance to collapse, then we are very successful, but the value we can bring to a project goes far beyond that.”

As an engineer, it is our responsibility to help the future stay sustained with the current developments in the society. To achieve this, we need to ensure that the design we propose is optimised and the materials are reusable. Proposing aesthetically pleasing and yet complicated designs may help us stand out in this competitive world. But, are such outcomes really necessary, and if safety standards are compromised?

Figure 3: Marseille Vieux Port, France

Figure 3 shows us a simple and elegant design of a canopy. There is no additional design made to suit the aesthetics that served no purpose. As an Engineer, we need to challenge our client, and convince them of a superior, yet sustainable design that is functional.

By designing elements that could be disassembled after its design life, we not only increase the life span of individual elements, but also help in the easy replacement of those that are damaged.

Collaboration

Inevitable development in transportation like the ‘hyperloop’ would require collaboration of engineers from multiple disciplines. Keeping ourselves abreast with the progressive development made in other disciplines will help us stay on top. With software incorporating Building Information Modeling (BIM), there is a chance of fewer errors when information from various disciplines can be collated on a single platform.

The algorithms which power the Google search engines someday will serve as a background for design. With a large database of designs and clever learning algorithms, we are in a generation whereby just giving a few parameters as input on a design/analysis problem, we could extract the complete design prediction. This can be a useful tool wherein large number of identical structures must be designed.

When such technologies come into existence, we need to move a step forward, and think outside our codal provisions. The existing codes consider an ideal scenario where unforeseen changes in the climatic conditions4 are not considered. For example, the design for earthquake is based on average spectra of all the seismic activities from the past. With increased Global Warming, there is a potential risk that these past records of natural calamities may not be captured. In such cases, we may have to adopt ‘performance based design’ where the capacity versus demand is assessed based on the occupancy level for the design of that structure.

FIB Model codes serve as a basis for future codes with up to date research activities. They help in challenging our understanding of structural behavior from multiple perspectives, supplemented with background information on every formulation and application rule set by codes.

Conclusion

Engineering is a combination of simple physics and little bit of common sense.”

Before the Tacoma Narrows Bridge collapsed, structural engineers never considered the importance of aero elasticity in civil structures. It was the time spent in digging through the lessons learnt that created such magnificent bridges and skyscrapers. We need to be open to interdisciplinary collaboration challenging our wisdom, and strive to work towards a sustainable future.

This article is co-created by Surbana Jurong Academy.

References

[1] Roger plank, President of the Institution of Structural Engineers (2011), Annual Presidential Address

[2] Roger Ridsdill Smith, Head of Structural Engineering and Senior Partner at Foster + Partners, IABSE Annual Milne Medal Lecture.

[3] Guglielmo Carra- Three ways structural engineers can help create a zero-waste future, Institution of Structural Engineers blog

[4] Caroline Field, Engineering for the future – a resilience based approach, Institution of Structural Engineers resources center

[5] A.D Pandey, Assistant Professor (Retd.), Indian Institute of Technology, Roorkee India

This article is co-created by Surbana Jurong Academy.

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about Technology & Innovation, Infrastructure & Connectivity, and Design Leadership

Structural Engineering – Getting Ready for the Future!

Structural Engineers are always in competition with the nature. Every creation has a co-relation with things that we see around us. A simple leaf shows how nature has provided each component its desired position and purpose. A leaf acts like a simple cantilever, the soffit of which is under compression. Figure 1a shows the leaves of a banana plant. The thicker midrib at the bottom very efficiently resists the tension.

Figure 1a: Leave of a Banana Plant (the thicker midrib at the bottom resists the tension)

A top view of the same leaf is shown in Figure 1b. It is clear from this figure that the midrib has a cross-section, like a U beam. This acts as a channel for the rain water to flow from the leaves. With this configuration, the top portion of mid rib can take only tensile forces. It can buckle with compressive forces as the top portion is thin.

Figure 1b: Midrib of leaf has a cross-section like a U beam

Nature has kept everything in the right place. Similarly, a building is analogous to a tree with its foundation as roots and so on. In this way, engineers are influenced by nature. Each one’s achievement and victory is measured relative to others around them. The same holds true of our performance which is measured against our competitor’s.

A designer’s vision is restricted within such limits, nature and people at the start of a design. As a structural engineer, we need to see beyond what is around us. This would help us stay ahead in race.

Analysing the Past

Throwback to 15 years ago, would anyone have imagined the accomplishments we have made today? From what some of the seniors recollect, no one then imagined that drawings could be completed as fast and easy as one can nowadays. There was resistance from many draftsmen to learn drafting software like AutoCAD (in 2D). The ones who adapted to the change had persisted in the industry.

Today, it is difficult to find an office where draftsmen are involved in manual sketching. In addition to this change, we are in a decade where we move a step ahead and are creating 3D drawings/illustrations which are useful for the engineers to visualize these structures as it will be on-site.

Figure 2: Bridge 3D model – Dedicated Freight Corridor Project India

In structural engineering practice, technology has played a crucial role in solving complex problems, considering the project’s time constraints and the need for accuracy. Previously, engineers used to spend enormous time calculating huge stiffness matrices for multiple elements of structures on sheets spread across the room, and preferred to take a conservative approach to avoid unnoticed errors.

The transition from manual calculation to using simple programmes formulated in FORTRAN and C, to advanced finite element (FE) packages that could analyse the entire structure within a short time is a classic example of our development. The difference between the FE software used then and now could be the level of analysis depth we intend to look at. The 3D visualisation and displacement, and stress plots of the same nowadays make them user-friendly as well.

In a project, the designer and the technician work side by side for two outputs, i.e. a model for analysis and design, and a drawing for site. Coordination between themselves and updating the comments from the reviewer on both these outputs consume more time. As for the future, we could expect a scenario where a 3D print of the structure could be generated simultaneously when the designer completes the analysis. This will help save time, and avoids duplication of the structure modeling.

Value Engineering

The advancement in technology has opened up new opportunities for engineers from non-structural practice. Some work done by structural engineers could be easily automated by any individual with fundamental knowledge about the software. This may give the impression that the presence of structural engineers may be less important when similar work can be automated using a computer.

“As structural engineers, we play a critical role in the projects for which we are appointed. If success is judged simply against the need to provide adequate resistance to collapse, then we are very successful, but the value we can bring to a project goes far beyond that.”

As an engineer, it is our responsibility to help the future stay sustained with the current developments in the society. To achieve this, we need to ensure that the design we propose is optimised and the materials are reusable. Proposing aesthetically pleasing and yet complicated designs may help us stand out in this competitive world. But, are such outcomes really necessary, and if safety standards are compromised?

Figure 3: Marseille Vieux Port, France

Figure 3 shows us a simple and elegant design of a canopy. There is no additional design made to suit the aesthetics that served no purpose. As an Engineer, we need to challenge our client, and convince them of a superior, yet sustainable design that is functional.

By designing elements that could be disassembled after its design life, we not only increase the life span of individual elements, but also help in the easy replacement of those that are damaged.

Collaboration

Inevitable development in transportation like the ‘hyperloop’ would require collaboration of engineers from multiple disciplines. Keeping ourselves abreast with the progressive development made in other disciplines will help us stay on top. With software incorporating Building Information Modeling (BIM), there is a chance of fewer errors when information from various disciplines can be collated on a single platform.

The algorithms which power the Google search engines someday will serve as a background for design. With a large database of designs and clever learning algorithms, we are in a generation whereby just giving a few parameters as input on a design/analysis problem, we could extract the complete design prediction. This can be a useful tool wherein large number of identical structures must be designed.

When such technologies come into existence, we need to move a step forward, and think outside our codal provisions. The existing codes consider an ideal scenario where unforeseen changes in the climatic conditions4 are not considered. For example, the design for earthquake is based on average spectra of all the seismic activities from the past. With increased Global Warming, there is a potential risk that these past records of natural calamities may not be captured. In such cases, we may have to adopt ‘performance based design’ where the capacity versus demand is assessed based on the occupancy level for the design of that structure.

FIB Model codes serve as a basis for future codes with up to date research activities. They help in challenging our understanding of structural behavior from multiple perspectives, supplemented with background information on every formulation and application rule set by codes.

Conclusion

Engineering is a combination of simple physics and little bit of common sense.”

Before the Tacoma Narrows Bridge collapsed, structural engineers never considered the importance of aero elasticity in civil structures. It was the time spent in digging through the lessons learnt that created such magnificent bridges and skyscrapers. We need to be open to interdisciplinary collaboration challenging our wisdom, and strive to work towards a sustainable future.

This article is co-created by Surbana Jurong Academy.

References

[1] Roger plank, President of the Institution of Structural Engineers (2011), Annual Presidential Address

[2] Roger Ridsdill Smith, Head of Structural Engineering and Senior Partner at Foster + Partners, IABSE Annual Milne Medal Lecture.

[3] Guglielmo Carra- Three ways structural engineers can help create a zero-waste future, Institution of Structural Engineers blog

[4] Caroline Field, Engineering for the future – a resilience based approach, Institution of Structural Engineers resources center

[5] A.D Pandey, Assistant Professor (Retd.), Indian Institute of Technology, Roorkee India

BIM for Facilities Management – Towards Digital Sustainability

Building Information Modelling (BIM) is a digital representation of physical and functional characteristics of a facility. It is about information that is built up starting from the phase of design, to construction, and finally operations and maintenance, in both geometry and non-geometrical form describing building elements. It is gaining traction around the world, presenting new ways of building models that were previously not possible. So, how can a BIM model be advantageous to facility managers?

It is important to firstly understand that BIM is not a technology. While technology helps in the creation of a BIM model, the software alone does not make up BIM. It is the way in which the model is produced, shared and used throughout the entire project life cycle. And in the case of Facilities Management (FM), it means working on the same vanguard beyond construction phase.

Where Model Integrates Data

Effective FM includes the ability to achieve real-time access to accurate information on building facilities. Knowing instantly about your assets (basic information) and how things can be fixed correctly (maintenance information) are key to providing quick & effective responses to issues & problems.

With BIM modelling that integrates real-time data, FM professionals are able to plan smartly for building systems that require preventive maintenance, and understand the real-time health conditions of the operations systems. For this, extending BIM modelling through to meet the needs of FM is essential.

Manufacturers are now offering their products in BIM format, so engineers and architects can incorporate specific product data into the model from the onset. One could even create a quick link of the manufacturer’s manual and operating instructions to our BIM FM models.

BIM Processes, Standards & Classifications

The BIM development process is usually planned and defined in the BIM Execution Plan (BEP), to ensure that all parties involved have access to shared data and platform. Data exchange formats need to be agreed by the entire value chain, collaborating and contributing to the Information Delivery Process.

A step-by-step approach (Refer to Diagram 1 – BIM Guide for Asset Information Delivery) is conducted to assist the building owner in:

  • Defining and identifying information requirements at Strategic Level (Organisational Information Requirements or OIR);
  • Achieving information requirements at Operational Level (Assets Information Requirements or AIR);
  • And how this could be specified in the Tender Specifications (Employer Information Requirements, EIR). our BIM FM models.
BIM Guide for Asset Information Delivery
Diagram 1: BIM Guide for Asset Information Delivery (AID), Source: BCA Singapore

The process also establishes an Asset Data Drop throughout the whole project cycle, adding data in the build-up of the BIM model. It is designed for BIM managers to manage all data drop during the design stage, and further complete it throughout the entire construction stage.

The current situation with the design and build sector is that asset information handovers are usually done in the form of 2D drawings or paper documents. Hence, COBie (Construction-Operations Building information exchange) standard is introduced as an open, standardised electronic format to replace the current paper-based documents. In general, the COBie standard was developed for the exchange of information including spaces, equipment and assets. This standard defines expectations for the exchange of information throughout the lifecycle of a facility.

The importance of building an Asset Classification Systems in BIM (Omniclass; Uniclass or other) is to provide the sector with agreed and standardised terminology and semantics. It is a unique set of numbers to describe everything in the building element, and is usually agreed upon at the planning & design stages. It also aids the contractor to ensure the completeness of this information in the handover BIM as-built model. The as-built model will then be made suitable for further development into BIM FM models, to be integrated for building facilities management.

BIM Maturity Towards Digital Sustainability

New projects are always planned with different set of requirements. Either the client or the local authorities have high expectations of the overall process of implementation regarding building standards and sustainable design. BIM allows all parties including building owners, architects, consultants, contractors and FM, to work simultaneously with the access of shared collaboration and BIM information.

In this section, we explore the different levels of shared collaboration and information throughout the lifecycle of a building asset and these are known as BIM maturity levels. As we move across the levels, the collaboration intensity increases. There are 0-4 distinct BIM maturity levels (please refer to Diagram 2):

Diagram 2: BIM Maturity Towards Digital Sustainability

Level 0 (Low Collaboration)

At Level 0, there is no collaboration between parties collating information about a built asset. Most data is available in 2D (likely CAD) drawings, and any exchange in information is done so using paperwork.

Level 1 (Partial Collaboration)

Most organisations today are conducting their work at this level. A Common Data Environment (CDE) is used in this case. It is an online shared repository, where all the necessary project data is collected and managed. BIM Level 1 focuses on the transition from CAD to 2D/3D pieces of information.

Level 2 (Full Collaboration)

At Level 2, collaboration is introduced between teams and the process of BIM is now being followed through. There is still a lack of a single source of data, but crucially any data collected about a built asset is now shared. There is commonality in the data structure which enables a federated BIM model to be produced.

Level 3 (Full Integration)

Level 3 is where full integration (iBIM) of information is achieved in a cloud-based environment. This is accomplished through the use of a common shared model. A new dimension (6D BIM), which is also known as BIM for FM is expected to evolve and develop at this stage to address the needs of FM operators.

Level 4 (Digital Sustainability)

This level describes how 6D BIM Model can be well integrated with SMART Data to develop the final BIM FM Model within the Operational Digital Environment (ODE). A higher level of intelligence can be achieved through added information generated from Big Data Analytics. This environment (ODE) develops predictive and prescriptive ability – from iterative domain processes that optimises work efficiency, through continuous learning throughout the lifecycle of the building management.

The complete process of BIM maturity progression towards digital sustainability encompasses two stages of “transformation”. First, it will undergo a model transformation at Level 3 where a “Heavy-weight” BIM (as built) Model is “transformed” into a “Light-weight” 6D BIM Model. Irrelevant information that is not required for facilities management purposes will be taken off from the completed BIM (as built) Models.

Secondly, in order to be applicable for Facility Management, a final transformation process at Level 4 into an Asset Management System or “BIM FM” operational readiness is therefore necessary. This final stage of transformation shall rest on the Operational Digital Environment (ODE) for future digital sustainability.

Glossary of Terms

4D – A 3D representation of an asset with the element of time is included to enable simulations.

5D – A 3D representation of an asset with the element of time and cost included/linked to enable simulations, commercial management and earned value tracking to take place.

6D – A 3D representation of an asset which includes data which enables the efficient management, operation and maintenance of the completed asset.

Bringing Benefits to the FM Industry

The progress of BIM maturity delivers the following important benefits for the FM Industry:

Increased Productivity

With the ability to share information faster, easier and more accurately, it offers a significant productivity boost to the work process. The increased productivity through collaborative work can also help lower cost and increase efficiency in terms of building maintenance & management.

Efficiency Transformation

The digital transformation through leveraging on technologies requires the FM team to re-strategise current working methods. It is not just about improving the overall service quality and realigning the scope of works, but most importantly, it’s about changing mindsets and moving out of comfort zones.

Iterative Learning Process

It is by nature that we often depend on our experiences to conclude that we have reached work optimisation. Or are we less comfortable and more reluctant to manage changes? The process to digital sustainability requires continuous iterative learning push. Refining process and our domain knowledge as we move along with internal and external changes (including building management constraints and the advancement in technologies) is what we need to adapt.

Improved Liveable Environment

When attaining full integration of BIM modelling with higher efficiency in FM, more complex & higher quality buildings can be designed and built. This is also determined by the ability to manage more complex building with operations that require higher precision and service quality.

Conclusion

The introduction to BIM for Facilities Management represents the highest level of BIM maturity towards Digital Sustainability of the intelligent built environment. All these new processes & technologies hold potential, but it depends on how much efficiencies and group synergies can be maximised from the various stages of integration. Can the different stakeholders across the design & construction stages contribute to a better delivery of BIM model for FM? As BIM for FM is a relatively new kid on the block, adding it to the traditional FM process means rethinking how the team works together. Nevertheless, this is still an evolving practice & change that has significant meaning & value towards building a better, efficient, smarter and sustainable environment.

This article is co-created by Surbana Jurong Academy.

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about Technology & Innovation, Infrastructure & Connectivity, and Design Leadership

BIM for Facilities Management – Towards Digital Sustainability

Building Information Modelling (BIM) is a digital representation of physical and functional characteristics of a facility. It is about information that is built up starting from the phase of design, to construction, and finally operations and maintenance, in both geometry and non-geometrical form describing building elements. It is gaining traction around the world, presenting new ways of building models that were previously not possible. So, how can a BIM model be advantageous to facility managers?

It is important to firstly understand that BIM is not a technology. While technology helps in the creation of a BIM model, the software alone does not make up BIM. It is the way in which the model is produced, shared and used throughout the entire project life cycle. And in the case of Facilities Management (FM), it means working on the same vanguard beyond construction phase.

Where Model Integrates Data

Effective FM includes the ability to achieve real-time access to accurate information on building facilities. Knowing instantly about your assets (basic information) and how things can be fixed correctly (maintenance information) are key to providing quick & effective responses to issues & problems.

With BIM modelling that integrates real-time data, FM professionals are able to plan smartly for building systems that require preventive maintenance, and understand the real-time health conditions of the operations systems. For this, extending BIM modelling through to meet the needs of FM is essential.

Manufacturers are now offering their products in BIM format, so engineers and architects can incorporate specific product data into the model from the onset. One could even create a quick link of the manufacturer’s manual and operating instructions to our BIM FM models.

BIM Processes, Standards & Classifications

The BIM development process is usually planned and defined in the BIM Execution Plan (BEP), to ensure that all parties involved have access to shared data and platform. Data exchange formats need to be agreed by the entire value chain, collaborating and contributing to the Information Delivery Process.

A step-by-step approach (Refer to Diagram 1 – BIM Guide for Asset Information Delivery) is conducted to assist the building owner in:

  • Defining and identifying information requirements at Strategic Level (Organisational Information Requirements or OIR);
  • Achieving information requirements at Operational Level (Assets Information Requirements or AIR);
  • And how this could be specified in the Tender Specifications (Employer Information Requirements, EIR). our BIM FM models.
BIM Guide for Asset Information Delivery
Diagram 1: BIM Guide for Asset Information Delivery (AID), Source: BCA Singapore

The process also establishes an Asset Data Drop throughout the whole project cycle, adding data in the build-up of the BIM model. It is designed for BIM managers to manage all data drop during the design stage, and further complete it throughout the entire construction stage.

The current situation with the design and build sector is that asset information handovers are usually done in the form of 2D drawings or paper documents. Hence, COBie (Construction-Operations Building information exchange) standard is introduced as an open, standardised electronic format to replace the current paper-based documents. In general, the COBie standard was developed for the exchange of information including spaces, equipment and assets. This standard defines expectations for the exchange of information throughout the lifecycle of a facility.

The importance of building an Asset Classification Systems in BIM (Omniclass; Uniclass or other) is to provide the sector with agreed and standardised terminology and semantics. It is a unique set of numbers to describe everything in the building element, and is usually agreed upon at the planning & design stages. It also aids the contractor to ensure the completeness of this information in the handover BIM as-built model. The as-built model will then be made suitable for further development into BIM FM models, to be integrated for building facilities management.

BIM Maturity Towards Digital Sustainability

New projects are always planned with different set of requirements. Either the client or the local authorities have high expectations of the overall process of implementation regarding building standards and sustainable design. BIM allows all parties including building owners, architects, consultants, contractors and FM, to work simultaneously with the access of shared collaboration and BIM information.

In this section, we explore the different levels of shared collaboration and information throughout the lifecycle of a building asset and these are known as BIM maturity levels. As we move across the levels, the collaboration intensity increases. There are 0-4 distinct BIM maturity levels (please refer to Diagram 2):

Diagram 2: BIM Maturity Towards Digital Sustainability

Level 0 (Low Collaboration)

At Level 0, there is no collaboration between parties collating information about a built asset. Most data is available in 2D (likely CAD) drawings, and any exchange in information is done so using paperwork.

Level 1 (Partial Collaboration)

Most organisations today are conducting their work at this level. A Common Data Environment (CDE) is used in this case. It is an online shared repository, where all the necessary project data is collected and managed. BIM Level 1 focuses on the transition from CAD to 2D/3D pieces of information.

Level 2 (Full Collaboration)

At Level 2, collaboration is introduced between teams and the process of BIM is now being followed through. There is still a lack of a single source of data, but crucially any data collected about a built asset is now shared. There is commonality in the data structure which enables a federated BIM model to be produced.

Level 3 (Full Integration)

Level 3 is where full integration (iBIM) of information is achieved in a cloud-based environment. This is accomplished through the use of a common shared model. A new dimension (6D BIM), which is also known as BIM for FM is expected to evolve and develop at this stage to address the needs of FM operators.

Level 4 (Digital Sustainability)

This level describes how 6D BIM Model can be well integrated with SMART Data to develop the final BIM FM Model within the Operational Digital Environment (ODE). A higher level of intelligence can be achieved through added information generated from Big Data Analytics. This environment (ODE) develops predictive and prescriptive ability – from iterative domain processes that optimises work efficiency, through continuous learning throughout the lifecycle of the building management.

The complete process of BIM maturity progression towards digital sustainability encompasses two stages of “transformation”. First, it will undergo a model transformation at Level 3 where a “Heavy-weight” BIM (as built) Model is “transformed” into a “Light-weight” 6D BIM Model. Irrelevant information that is not required for facilities management purposes will be taken off from the completed BIM (as built) Models.

Secondly, in order to be applicable for Facility Management, a final transformation process at Level 4 into an Asset Management System or “BIM FM” operational readiness is therefore necessary. This final stage of transformation shall rest on the Operational Digital Environment (ODE) for future digital sustainability.

Glossary of Terms

4D – A 3D representation of an asset with the element of time is included to enable simulations.

5D – A 3D representation of an asset with the element of time and cost included/linked to enable simulations, commercial management and earned value tracking to take place.

6D – A 3D representation of an asset which includes data which enables the efficient management, operation and maintenance of the completed asset.

Bringing Benefits to the FM Industry

The progress of BIM maturity delivers the following important benefits for the FM Industry:

Increased Productivity

With the ability to share information faster, easier and more accurately, it offers a significant productivity boost to the work process. The increased productivity through collaborative work can also help lower cost and increase efficiency in terms of building maintenance & management.

Efficiency Transformation

The digital transformation through leveraging on technologies requires the FM team to re-strategise current working methods. It is not just about improving the overall service quality and realigning the scope of works, but most importantly, it’s about changing mindsets and moving out of comfort zones.

Iterative Learning Process

It is by nature that we often depend on our experiences to conclude that we have reached work optimisation. Or are we less comfortable and more reluctant to manage changes? The process to digital sustainability requires continuous iterative learning push. Refining process and our domain knowledge as we move along with internal and external changes (including building management constraints and the advancement in technologies) is what we need to adapt.

Improved Liveable Environment

When attaining full integration of BIM modelling with higher efficiency in FM, more complex & higher quality buildings can be designed and built. This is also determined by the ability to manage more complex building with operations that require higher precision and service quality.

Conclusion

The introduction to BIM for Facilities Management represents the highest level of BIM maturity towards Digital Sustainability of the intelligent built environment. All these new processes & technologies hold potential, but it depends on how much efficiencies and group synergies can be maximised from the various stages of integration. Can the different stakeholders across the design & construction stages contribute to a better delivery of BIM model for FM? As BIM for FM is a relatively new kid on the block, adding it to the traditional FM process means rethinking how the team works together. Nevertheless, this is still an evolving practice & change that has significant meaning & value towards building a better, efficient, smarter and sustainable environment.

This article is co-created by Surbana Jurong Academy.

Facilities Management – Moving in Tandem with Technology

The old paradigm of Facilities Management (FM) is viewed primarily as a maintenance focused field, with FM team running on regular team schedule, and the use of nuts and bolts to rectify faults and breakdowns. This model has since evolved with technological advancements making great strides, having the ability to aid the facilities manager in carrying out his duties more efficiently.

The facilities manager needs to stay updated with current innovations and be prepared for digital transformation. The reality is that buildings are increasingly intelligent, all affixed with softwares, sensors, and even artificial intelligence developments.

This shift is being motivated by the convergence of a few key factors:

  • Internet of Things (IoT) in FM
  • Advanced HVAC Technology
  • Drones in FM
  • BIM for FM

The Internet of Things (IoT) in Facilities Management

In the FM sector, IoT refers to the network of internet accessible devices used by a building/facility. It relies on tools such as sensors and thermostats to evaluate data, thereby reducing the amount of energy used for each FM task. Each sensor picks up data in a building to better inform the FM team on current temperature, number of people utilising certain areas, light, vibration or even sound levels in different areas of a building.

A smart FM system is capable of interacting with the occupants and designing preventive or predictive systems for building owners. For example, organisations that provide cafeteria service for a large staff, can display a sensor system capable of detecting the amount of clean trays stacked on the shelves, so that cooks are able to find out if more food needs to be prepared.

The example of IoT is better described using the human anatomy. With better communication between the sum of different body parts, it yields better results for a healthy person with a fully functional body system. In the case of using IoT systems, it can potentially reduce total energy bills, and provide insightful data to improve the entire value chain of a building.

The Lifelong Learning Institute (LLI), where it is home to state-of-the-art vertical green walls that run on an automatic irrigation system is an example on the use of sensors (in this case to measure water levels) to evaluate data. This is where Surbana Jurong’s FM site team works alongside building owner, to devise a schedule that holds records on balanced water supply, ensuring that the plants are acclimatised to the unpredictable weather, and are properly hydrated. (Please refer to Diagram 1 for the vertical green walls with automatic irrigation system)

An Energy Management Programme was initiated with LLI building tenants to help them reduce carbon footprint through energy reduction. The team was able to do this by individually customising the air-con operating hours of in-house tenants, so they will automatically switch on/off during business hours. LLI has also started the use of Smart Building Management System, which works on a single platform to control various mechanical and electrical systems in the building.

The use of automation such as Robotic Cleaners, Automated Mobile Floor Scrubbers, and Customer Service Kiosks, not only improve efficiency level, there is also a significant reduction in the need to employ more cleaning staff.

Lifelong Learning Institute
Diagram 1: Lifelong Learning Institute with vertical green walls (building façade and internal walls) that run on automatic irrigation systems.

Advanced HVAC Technology

We know that the HVAC system is expensive to use and maintain in large facilities. And building owners are armed with the objective to reduce cost of heating and cooling a facility, while also reducing environmental footprint. Advancements in HVAC facility management technologies and Building Automation Systems (BAS) have come a long way in reducing FM costs, which also provide building owners the opportunity to prevent costly equipment failure by solving problems, ie preventive maintenance, before they occur.

In the last couple of years, technology and the implementation of “Green” ideas have prompted some transformational changes in HVAC systems. The Hive @ National Technological University of Singapore (NTU) (please refer to Diagram 2) first adopted and implemented the Passive Displacement Ventilation (PDV) technology, with the assistance of Surbana Jurong’s FM team in their maintenance efforts. PDV is a method of cooling a room where no fans are required, resulting in the elimination of vibration and noises from the supplied air flow. The building is equipped with special metal coils with cold water flowing through them. This cools the wind which enters the classroom and removes hot air via convection. In addition, the openings between pods allow for natural ventilation to the atrium, corridors, staircases, and lift lobby. As PDV does not contain mechanical parts, the likelihood of faults and breakdown is reduced significantly. Manpower needed for maintenance is also decreased, as it only involves vacuuming and draining the system. In the following years, approximately half of NTU’s campus space will be retrofitted with PDV.

Surbana Jurong’s FM team has also proposed and assisted NTU to implement several energy savings strategies for its Air-Conditioning & Mechanical Ventilation (ACMV) systems. These notable energy saving strategies based on a two-pronged approach have helped NTU achieve the required energy efficiency for the BCA Green Mark Platinum Award.

The Hive NTU
Diagram 2: The Hive @ NTU (with openings between pods allow for natural ventilation to the atrium, corridors, staircases, and lift lobby) Sources credits: https://commons.wikimedia.org/wiki/File:NTU,_The_Hive.jpg / https://en.wikipedia.org/wiki/The_Hive,_Singapore#/media/File:The_Hive_(view_from_Koufu).JPG

Drones in Facilities Management

Drones, or unmanned aerial vehicles, bring about incredible opportunities for improved efficiency in FM. They are set to revolutionise the way FMs work. Access equipment such as aerial work platforms, scaffolding and lifts is expensive, but is necessary to inspect rooftops and other hard-to-reach areas. It is also time-consuming to build and put in place, and then to tear down. Drones, on the other hand, allow inspections of areas that are difficult to access or dangerous to monitor, saving time and keeping workers safe. JTC Corporation, in which Surbana Jurong provides services & support for its industrial projects, uses drones to carry out trial and façade inspections.

The speed of collecting data is another huge benefit for FMs who use drones. It is not just money saved in man hours, it is also money saved through getting equipment back in place sooner than later.

BIM for Facility Management

Building Information Modelling (BIM) is a method of creating and using coordinated computational information about a building project in design, construction and operation. It is gaining traction around the world, presenting new methods of analysing models in ways that were not previously possible.

BIM takes on different meanings to different stakeholders – it is based on the different requirements and objectives across the entire building lifecycle. Architects can analyse designs and look at more design iterations earlier in the process, and provide basic rendered models faster to help communicate design intent. Engineers can understand how their systems will affect building design, operation requirements, sustainability and cost. Construction teams can use BIM model for time and cost management in the fabrication and assembly process. Facility Managers can have 3D visualisation from the geometry model of the design, and both the model and data can be ported into FM systems to better manage the building.

Conclusion

The demands of constantly building the most technologically advanced FM systems and automation is prevalent in keeping pace with the growth of global economy. Integration is key to streamlining processes, and the involvement of FM at every stage of building plan, design and construction is crucial

The role of the Facilities Management team, in a nutshell, also changes with time and ever-evolving technology. The FM team now plays a more involved role in co-managing/partnering a facility. While the delivery of service quality to clients remains a top priority, the ability to co-manage a facility cohesively and successfully, together with the building owner, is a skill which may not be trained.

In an organisation like Surbana Jurong that offers the full suite of urban planning, construction and maintenance, the Facilities Management team or the “Heartwares” behind it, is truly the backbone that will withstand the building’s test of time – making it operationally viable, and sustainable.

This article is co-created by Surbana Jurong Academy.

Facilities Management – Moving in Tandem with Technology

The old paradigm of Facilities Management (FM) is viewed primarily as a maintenance focused field, with FM team running on regular team schedule, and the use of nuts and bolts to rectify faults and breakdowns. This model has since evolved with technological advancements making great strides, having the ability to aid the facilities manager in carrying out his duties more efficiently.

The facilities manager needs to stay updated with current innovations and be prepared for digital transformation. The reality is that buildings are increasingly intelligent, all affixed with softwares, sensors, and even artificial intelligence developments.

This shift is being motivated by the convergence of a few key factors:

  • Internet of Things (IoT) in FM
  • Advanced HVAC Technology
  • Drones in FM
  • BIM for FM

The Internet of Things (IoT) in Facilities Management

In the FM sector, IoT refers to the network of internet accessible devices used by a building/facility. It relies on tools such as sensors and thermostats to evaluate data, thereby reducing the amount of energy used for each FM task. Each sensor picks up data in a building to better inform the FM team on current temperature, number of people utilising certain areas, light, vibration or even sound levels in different areas of a building.

A smart FM system is capable of interacting with the occupants and designing preventive or predictive systems for building owners. For example, organisations that provide cafeteria service for a large staff, can display a sensor system capable of detecting the amount of clean trays stacked on the shelves, so that cooks are able to find out if more food needs to be prepared.

The example of IoT is better described using the human anatomy. With better communication between the sum of different body parts, it yields better results for a healthy person with a fully functional body system. In the case of using IoT systems, it can potentially reduce total energy bills, and provide insightful data to improve the entire value chain of a building.

The Lifelong Learning Institute (LLI), where it is home to state-of-the-art vertical green walls that run on an automatic irrigation system is an example on the use of sensors (in this case to measure water levels) to evaluate data. This is where Surbana Jurong’s FM site team works alongside building owner, to devise a schedule that holds records on balanced water supply, ensuring that the plants are acclimatised to the unpredictable weather, and are properly hydrated. (Please refer to Diagram 1 for the vertical green walls with automatic irrigation system)

An Energy Management Programme was initiated with LLI building tenants to help them reduce carbon footprint through energy reduction. The team was able to do this by individually customising the air-con operating hours of in-house tenants, so they will automatically switch on/off during business hours. LLI has also started the use of Smart Building Management System, which works on a single platform to control various mechanical and electrical systems in the building.

The use of automation such as Robotic Cleaners, Automated Mobile Floor Scrubbers, and Customer Service Kiosks, not only improve efficiency level, there is also a significant reduction in the need to employ more cleaning staff.

Lifelong Learning Institute
Diagram 1: Lifelong Learning Institute with vertical green walls (building façade and internal walls) that run on automatic irrigation systems.

Advanced HVAC Technology

We know that the HVAC system is expensive to use and maintain in large facilities. And building owners are armed with the objective to reduce cost of heating and cooling a facility, while also reducing environmental footprint. Advancements in HVAC facility management technologies and Building Automation Systems (BAS) have come a long way in reducing FM costs, which also provide building owners the opportunity to prevent costly equipment failure by solving problems, ie preventive maintenance, before they occur.

In the last couple of years, technology and the implementation of “Green” ideas have prompted some transformational changes in HVAC systems. The Hive @ National Technological University of Singapore (NTU) first adopted and implemented the Passive Displacement Ventilation (PDV) technology, with the assistance of Surbana Jurong’s FM team in their maintenance efforts. PDV is a method of cooling a room where no fans are required, resulting in the elimination of vibration and noises from the supplied air flow. The building is equipped with special metal coils with cold water flowing through them. This cools the wind which enters the classroom and removes hot air via convection. In addition, the openings between pods allow for natural ventilation to the atrium, corridors, staircases, and lift lobby. As PDV does not contain mechanical parts, the likelihood of faults and breakdown is reduced significantly. Manpower needed for maintenance is also decreased, as it only involves vacuuming and draining the system. In the following years, approximately half of NTU’s campus space will be retrofitted with PDV.

Surbana Jurong’s FM team has also proposed and assisted NTU to implement several energy savings strategies for its Air-Conditioning & Mechanical Ventilation (ACMV) systems. These notable energy saving strategies based on a two-pronged approach have helped NTU achieve the required energy efficiency for the BCA Green Mark Platinum Award.

Drones in Facilities Management

Drones, or unmanned aerial vehicles, bring about incredible opportunities for improved efficiency in FM. They are set to revolutionise the way FMs work. Access equipment such as aerial work platforms, scaffolding and lifts is expensive, but is necessary to inspect rooftops and other hard-to-reach areas. It is also time-consuming to build and put in place, and then to tear down. Drones, on the other hand, allow inspections of areas that are difficult to access or dangerous to monitor, saving time and keeping workers safe. JTC Corporation, in which Surbana Jurong provides services & support for its industrial projects, uses drones to carry out trial and façade inspections.

The speed of collecting data is another huge benefit for FMs who use drones. It is not just money saved in man hours, it is also money saved through getting equipment back in place sooner than later.

BIM for Facility Management

Building Information Modelling (BIM) is a method of creating and using coordinated computational information about a building project in design, construction and operation. It is gaining traction around the world, presenting new methods of analysing models in ways that were not previously possible.

BIM takes on different meanings to different stakeholders – it is based on the different requirements and objectives across the entire building lifecycle. Architects can analyse designs and look at more design iterations earlier in the process, and provide basic rendered models faster to help communicate design intent. Engineers can understand how their systems will affect building design, operation requirements, sustainability and cost. Construction teams can use BIM model for time and cost management in the fabrication and assembly process. Facility Managers can have 3D visualisation from the geometry model of the design, and both the model and data can be ported into FM systems to better manage the building.

Conclusion

The demands of constantly building the most technologically advanced FM systems and automation is prevalent in keeping pace with the growth of global economy. Integration is key to streamlining processes, and the involvement of FM at every stage of building plan, design and construction is crucial

The role of the Facilities Management team, in a nutshell, also changes with time and ever-evolving technology. The FM team now plays a more involved role in co-managing/partnering a facility. While the delivery of service quality to clients remains a top priority, the ability to co-manage a facility cohesively and successfully, together with the building owner, is a skill which may not be trained.

In an organisation like Surbana Jurong that offers the full suite of urban planning, construction and maintenance, the Facilities Management team or the “Heartwares” behind it, is truly the backbone that will withstand the building’s test of time – making it operationally viable, and sustainable.

This article is co-created by Surbana Jurong Academy.

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about the Workplace of the Future, Urban Development, and Water Management.