“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.

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

4. PAGE 4
NNHQ – New Nato Headquarters
Picture :

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

12. PAGE 12
OMLS Lessons learned
#6 – What – How – Who principles

13. PAGE 13
OMLS Lessons learned
#6 – What – How – Who principles
+ Level of flexibility

14. PAGE 14
OMLS Lessons learned
#6 – What – How – Who principles

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

26. PAGE 26
Thank you for
your attention