1
2Approach layoutInfraestructures.cat as manager of public facilitiesdevelopes innovative purchasing practices in order top...
3Strategic evolutionPublic service ofenergeticmanagementBy means of public auction is intended the evolution ofmaintenance...
4 Energetic management tasks:1.- Analysis of energy cost and consumption2.- Facility monitoring3.- Energetic audit4.- Cat...
5Administrative innovationPublic auction settlements lay the conditions in order to evolvetowards energetic management.Thi...
6Technical innovationThe deployment of the project supposes the acquisition ofinnovative software to proceed to data analy...
7Cultural renewalThe deployment of the project demands an innovativeapproach towards the collaborative practives that beco...
8THE DEXMA caseDEXMA was founded on 2007 by 3 computer science engineersof the Facultad Informatica Barcelona (UPC)First m...
9Project highlightsProject size: 105 buildings 7 real-time measuring points on average +600 meters installed 15min int...
10DEXMA today+400 End customers+90 Partners15 Countries where DEXMA has projects (USA, France, UK, Belgium,Spain, Italy, P...
11Case studies• Chedraui(commercialcenters)22 International Partners10 Gold6 Silver6 RegisteredInternational activity
12Thank you !
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Workshop MARIE_Xavier Martì i Ragué - Coordinatore del progetto strategico MARIE – Dipartimento dell’Ambiente, Edilizia e Sostenibilità, Governo della Catalogna – Spagna

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Workshop MARIE_Xavier Martì i Ragué - Coordinatore del progetto strategico MARIE – Dipartimento dell’Ambiente, Edilizia e Sostenibilità, Governo della Catalogna – Spagna

  1. 1. 1
  2. 2. 2Approach layoutInfraestructures.cat as manager of public facilitiesdevelopes innovative purchasing practices in order topromote and achieve scheduled goals in sustainabilitypolicies.StrategicevolutionAdministrativeinnovationTechnicalinnovationCulturalrenewalEnergy savings and efficiency
  3. 3. 3Strategic evolutionPublic service ofenergeticmanagementBy means of public auction is intended the evolution ofmaintenance service to energetic management.Maintenance serviceMaintenance agreement includes: Schedule of energetic management tasks. Terms of contractor’s commitment with energy performancegoals. Set of common resources developed by contractors’ team tospread among them knowledge about energetic management
  4. 4. 4 Energetic management tasks:1.- Analysis of energy cost and consumption2.- Facility monitoring3.- Energetic audit4.- Catalogue of actions and investmentsStrategic evolutionSome results:  9,1% savings in electrical spending in educationalfacilities [1.-][4% initial goal] 105 building monitored [2.-] 11,5% savings in overall electrical consumption ineducational facilities [4.-][on first stage]
  5. 5. 5Administrative innovationPublic auction settlements lay the conditions in order to evolvetowards energetic management.This is achieved by means of: Investment of marginal cost dedicated to maintenance serviceas funds to develope energetic management project. Settlement of impulse comittee as collaborative meeting pointto share and circulate knowledge. Development of common standards to evaluate the results ofthe different energetic management tasks.
  6. 6. 6Technical innovationThe deployment of the project supposes the acquisition ofinnovative software to proceed to data analysis.DEXCELL Energy Manager is an innovative energy information systemdeveloped by DEXMATECH, a catalan start-up founded in 2007. The energetic management project helps to consolidate the newfirm, so increases sensibly its amount of operations. The energetic management project provides strategic orientationon defining main priorities to develope the software. The energetic management project offers the data needed toperform a wide range benchmarking devoted to expand kowledgeabout public facilities.
  7. 7. 7Cultural renewalThe deployment of the project demands an innovativeapproach towards the collaborative practives that become amain issue to succeed .These collaborative practices are settled on all levels of operation of theenergetic management project: Impulse comittee at managerial level. Casual teams established ad hoc among contractors at operationaland technical level. Local teams that involve facility users and managers, technical staffand community agents.
  8. 8. 8THE DEXMA caseDEXMA was founded on 2007 by 3 computer science engineersof the Facultad Informatica Barcelona (UPC)First meeting in December 2010: DEXMA has 10 Partners, all of them in Spain Acciona, ComsaEmte, Elecnor, Energea, ISUNO, TER Econergy,FNEnergia, ENOVAE,… End customers: 10-20 Biblioteca Gabriel i Ferrater (UPC), Orange, Col.legi ArquitectesTècnics (CAATEEB), Restaurant Nuria, … DEXMA has an strong expertise in real-time energy monitoring withcable and wireless technologies 6 employees No VC funded
  9. 9. 9Project highlightsProject size: 105 buildings 7 real-time measuring points on average +600 meters installed 15min interval data +200.000 readings/day (+50 million stored) Hardware vendors: DEXMA Schneider Electric Circutor 4noks Kromschroeder
  10. 10. 10DEXMA today+400 End customers+90 Partners15 Countries where DEXMA has projects (USA, France, UK, Belgium,Spain, Italy, Portugal, Greece, Turkey, Malaysia, Chile, Brasil,Dominican Republic, Emirates and Kuwait)10 Languages+5M Daily readings managed+2.500M Total readings stored in our DB+30 Hardware Vendors integrated~3M m2 Total area managed~198M Total kWh monitored20 Employees (5 outside Spain)After 2 years, this project helped DEXMA to evolve his software formulti-location large customers like Public Administrations
  11. 11. 11Case studies• Chedraui(commercialcenters)22 International Partners10 Gold6 Silver6 RegisteredInternational activity
  12. 12. 12Thank you !

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