“We are special, are we really so special?”
NAVO brengt faciliteiten nieuw hoofdkwartier in kaart volgens EN 15221
Het nieuw hoofdkwartier van de NAVO, dat momenteel tegenover de huidige verouderde gebouwen in
Evere verrijst, wordt in de loop van volgend jaar afgewerkt. Het departement Facility Management
greep deze opportuniteit aan om zichzelf een spiegel voor te houden en vroeg zich het volgende af: “We
are special, are we really so special?”. Dit resulteerde in het O(operating) M(Maintenance) L(Logistics)
S(sourcing)-project. In deze gedetailleerde studie omtrent de facilities in het nieuw gebouw werd de
nieuwe EN 15221-norm reeds toegepast.
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1. PAGE 1
OMLS Project
Brussels 2015
Els Brackenier
Head Infrastructure and Facilities Management
Patrick Sonveaux
Head Facility Management
2. PAGE 2
The OMLS Challenge
• Operating
• Maintenance
• Logistics
• Sourcing
Project develops the new
operations and maintenance of
the Concept of Operations.
3. PAGE 3
NNHQ – New Nato Headquarters
Context :
NATO is currently building a new NATO Headquarters
(NNHQ) directly across from its current Headquarters in
Brussels, Belgium
The move to the NNHQ presents an opportunity to drive
operational excellence, improve processes, pursue best
practices and minimize cost
5. PAGE 5
NNHQ Characteristics
Some area specificities
•
Building space : 250,000 m2
•
Exterior Windows : 92,343 m²
•
Interior Windows : 128,445 m²
•
Conference Center
•
Sport facilities (swimming pool,..)
Some technical specificities
•
Slab heating and cooling
•
Cogeneration
•
Green roof
•
Solar Panel
•
Geothermical installation
•
Integrated BMS
6. PAGE 6
The OMLS Challenge
NATO Constraints and Specificities :
NATO Security constraints
Client Diversity
Complexity of the NNHQ
IS IMS
NATO
members
NATO
Partners
NATO
Agencies
7. PAGE 7
OMLS Lessons learned
#1 - You are the FM Expert
C’est simple :
nous devons tout
externaliser
Nous coutons
beaucoup trop
chère
IFM n’est pas
compétent
We are too
special
IFM n’est pas
objectif
On ne peut pas se
comparer au
marché
8. PAGE 8
OMLS Lessons learned
#2 – Project Management
Methodology Prince 2
Clear definition of role and responsabilities
Strong multi-disciplinary team
EM
Leadership
IFM Security Procurement HR
Transistion /
NNHQ
IMS ICTM Deloitte
9. PAGE 9
OMLS Lessons learned
#3 – Drafting of the deliverables
Control of the methodology used
5 Steps / 13 deliverables
10. PAGE 10
OMLS Lessons learned
#4 – Standard and norms are made to use it !
EN 15221 / NEN2767 / NEN 2748
Transversal analysis of the Support Organisation
Adapt the norm to your needs
11. PAGE 11
OMLS Lessons learned
#5 – Know yourself and master your basic data
Current NATO FM strengths and weaknesses
Data baseline
Budget / Organisation
…
#
Asset
M² / #
area
15. PAGE 15
OMLS Lessons learned
#6 – What – How – Who principles
Identification of the service strategy per domain
16. PAGE 16
OMLS Lessons learned
#6 – What – How – Who principles
Identification of the service strategy per domain
Identification of the process per activity
17. PAGE 17
OMLS Lessons learned
#6 – What – How – Who principles
Identification of the service strategy per domain
Identification of the process per activity
Inventory of the Tools and Equipment needed to perform
each activity (FMIS solution, spare parts, tools,…)
18. PAGE 18
OMLS Lessons learned
#6 – What – How – Who principles
Assessment of the market
19. PAGE 19
OMLS Lessons learned
#6 – What – How – Who principles
Assessment of the market and definition of the
sourcing strategy
Design of the New NATO FM Organisation
• Gestion de l’espace et des occupants – gestion des projets
• Supervision des déménagements
• Gestion des plans (technique/bâtiment/espace)
Space Management
• Réception des marchandises et du courrier et gestion du magasin
• Transport des biens et des personnes
• Support Manutention
Logistics Services
• Gestion du nettoyage et de la restauration
• Gestion des espaces verts
• Gestion des déchets
Soft Services
• Gestion de la maintenance et du suivi du site, des bâtiments et de la voierie (routes et parking)
• Exécution des interventions urgentes ou/et en zone sécurisée (FLIT Team)
• Suivi de projets spécifiques
Building Maintenance
• Gestion de la maintenance et du suivi des équipements (MEP, ESS, BMS)
• Exécution des interventions urgentes ou/et en zone sécurisée (FLIT Team)
• Suivi de projets spécifiques
Technical Services
• Helpdesk
• Activités de support pour l’ensemble des services (finances, reporting,gestion des archives …)
• Gestion et mise à jour des catalogues de services
Business Support
20. PAGE 20
OMLS Lessons learned
#6 – What – How – Who principles
Assessment of the market and definition of the
sourcing strategy
Design of the New NATO FM Organisation
Identification of the requested profiles
Job Description
Competencies
Background
and
knowledge
Specific
Qualification
required
21. PAGE 21
OMLS Lessons learned
#7 – Transparancy, communication and reporting
Cost of each activity based on clear assumption
Evaluation of the different concept of operations
Optimal Mix
Full outsourcing
Reduced level
22. PAGE 22
OMLS Lessons learned
Equipment
Escort
Supplies
#7 – Transparancy, communication and reporting
23. PAGE 23
What’s next
The main changes are the following
IFM organisation – EN15221 compliant
Increase of the outsourcing in general
Supervision and control mainly insourced
Client orientation model
First Internal Intervention capacities
Budget : we know why we are special
24. PAGE 24
What’s next ?
On going IFM Projects
Who - ISP Project : Internal Selection Project
How – Drafting of the technical specifications
What – Implementation of the new I(integrated)
W (workplace) M (Management) S (Solution)
platform
25. PAGE 25
OMLS Project – Best Practices
#1 - You are the FM Expert
#2 – Project Management
#3 – Drafting of the deliverables
#4 – Standard and norms are made to use it !
#5 – Know yourself and master your basic datas
#6 – What – How – Who principles
#7 – Transparancy, communication and reporting