Jason Clark - Head of Property Management, UBS

Public
6 October, 2016
Soft Landing (Operational Readiness)
5 Broadgate
Jason Clark
Head of Property Management

1
UBSPRODclarkjaa [printed: October 1, 2016 4:18 PM] [saved: October 5, 2016 6:39 PM] N:PREM_DIARYJason ClarkProperty ManagementPresentations2016-10-01_FMP Preesentation_Soft Landings.pptx
Table of contents
Page
Section 1 Introduction 3
Section 2 Project 5-7
Section 3 Soft Landing 8-20
Section 4 Conclusion 22-23

3
About Us
UBS is a global organisation providing financial services to private,
corporate and institutional clients
Globally • Headquartered in Switzerland
• Present in all major financial centres and
offices in over 50 countries
• Employs more than 65,000 people around
the world
Within the UK • UBS employs around 7,500 people
• UBS has a property portfolio of 7 buildings
in the London area
• A portfolio that equates to approximately
1,000,000 ft2
• A real estate strategy to reduce the
number of buildings and provide a new
London home to accommodate all of our
business functions

5
Project
"We cannot develop a new London building without fully
understanding the ongoing operational use"
Building operation team engage from inception "Starting with the
end in mind"
Background • When the project started BIM, Soft Landing and Intelligent
buildings were on the agenda
• We are currently occupying numerous buildings around the
Broadgate area
• Plan to consolidate into one building
UBS • In house team of operational subject matter experts associated
with each function
• Moved towards the IFM model during the life of the project
• Drive to reduce cost but maintain quality and service
5 Broadgate • 700,000 ft2 pre let development by BlueButton properties
• One of the largest pre let buildings in the city
• Aligned with existing lease breaks
• Tenant (UBS) engaged from the outset
• Separate design teams for the Base Build / Fit Out

6
Project
Delivering a flexible world-class office facility for the integrated
Firm
Specific aims… • Maximum flexibility and cost
efficiency for London real estate
portfolio
• Enhanced client experience through
world-class facilities
• Productive and flexible working
environment for our staff
• Secure and reliable infrastructure to
minimise operational risk
• Excellent sustainability
characteristics and energy
efficiencies
A building specified
in 2009 for full
occupation in 2016 :

Section 3
Soft Landing (Operational Readiness)

8
Soft Landing
What does Soft Landings really entail
"The Government Construction Strategy of May 2011
identified the need to improve the value offered by public
sector construction and within this “soft landings” was
identified as a way to improve performance of buildings and to
meet
the requirements of those that use them." Bim Task Group
"Soft Landings is the BSRIA-led process designed to assist
the construction industry and its clients deliver better buildings.
Soft Landings helps to solve the performance gap between
design intentions and operational outcomes" BSRIA
We wanted a Soft Landings process that covered
every function

9
Objectives and Scope
The right level of trained resources and good governance.
Objectives • To develop a "Soft Landings" strategy and mobilisation plan
for Group Corporate Service (GCS) operations in 5
Broadgate.
• To embed operational requirements in the 5 Broadgate
design and specifications.
• To implement Soft Landings as part of a wider change
management programme
Scope • All GCS services and operational requirements will be analysed in
their current, interim and end states.
• Key topics will include:
Other
100L
S
1FA
2FA
100L
S
1FA
2FA
5BG
Current Interim End
5BG

10
Soft Landing Framework
The Soft landing Framework follows the traditional project phases
Stakeholder Engagement
& mobilisation
Stage 1
Inception and
Briefing
Operational Monitoring
Stage 4
Construction
Planning for Operation
Stage 3
Pre- Construction
Operation Process,
Building and Technology
Alignment
Stage 2
Design
Operational Validation
Stage 5
Occupation
Stakeholder Engagement
& mobilisation
 Building Specification
(AFL)
 Lessons Learnt
 Functional Leads
Inception
Operational Monitoring
 Fit Out
 Technical reviews
 Off site testing
 On site Testing
 Services Testing
Mobilisation and
Testing
Planning for Operation
 Process Re engineering
 Change management
programme
 Reporting requirements
 SOP/EOP
 Service Migration
 Fitout Monitring
 Planning for Testing
 Service Training
 IFM Integration
 Bim Strategy
Day 0 Strategic
Plan
Operation Process,
Building and Technology
Alignment
 Optioneering
 Process identification
and gap analysis
 Touch Points
 Building Plans
 Asset Management
 Communications
 Logistics
 Risk
Summarised in tender
requirements document and
specifications
Informing
Building Design
Operational Validation
 Seasonal
commissioning
 User satisfaction
surveys
 Data logging
Evaluation
IndustryUBS

11
Detailed Soft Landing Approach
1
1
Optioneering with lifecycle cost
analysis
Briefing the end users, exhibition,
web site & Fly Through
Emerging Technology
O&M requirements specified
Sign off with comments tracked
Communicate building design to
operational team and respond to
feedback
Storage, workshop, stacking plan &
RDS requirements
Supplier Visits, Product/Prototype
Testing. e.g. cleaning
Intelligent building functional
requirements
BIM Modelling & Asset Database
Visits to potential suppliers
Training, warranty, spares,
maintenance & reporting
requirements
Process mapping & gap analysis &
touch points identified
Intelligent building functional
requirements
Building performance
definition (AFL)
Identify the operation
team engagement
Lessons learnt &
experience
RIBA gateways
communicated from the
outset
Benchmarking against
our peers
Senior management
approval
Confirm deliverables and
timetable
Communicate building
design to operational
team
Reporting developed
Change management
mobilisation
Process re-engineering
Capital cost or lease
agreements agreed
Operational team review
Tender documentation
Functional team training
Function by Function
mobilisation & migration
plan
Asset management plan
Communication plan
Logisic plan
Change management
Early Fitout monitoring
Seasonal commission
strategy
User satisfaction survey
and measurement
strategy
Technical submittals reviewed by
operation team
Key team members attend
factory test
O&M production commences
Site walk rounds & inspections
On site testing and
commissioning witness
User satisfaction survey (pre
move)
Building occupier guide
developed
Building operator technical guide
developed
Operational teams mobilise
Supplier contract arrangements
completed
Practical completion
Operational team resource
planning
Implement staff communication
programme for migration
Operational systems testing and
staff training
Dry / Run in period
Migration
Seasonal commissioning
Post occupancy evaluation
of systems performance
User satisfaction survey
(post move)
Data logging & energy
performance
System adjustments
Stage 2
Design
RIBA Stages C –E
Stage 1
Inception & Briefing
RIBA Stages A-B
Stage 3
Preconstruction
RIBA Stages F_G
Stage 4
Construction
RIBA Stages J-K
Stage 5
Occupation
RIBA Stage L

12
Objectives and Scope
The basebuild, fitout and operational readiness aligned
Inception Mobilisation and
Testing
Day 0 Strategic
Plan
Informing
Building Design
Evaluation

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q3Q1 Q2
2011 2012 2013 2014 2015 2016
abBluebutton
Detailed Fit-out Design
Below Ground
Construction
Above Ground
Construction
Fit-out Construction
Final planning
consent. (Jul11)
Fit-out Concept
Design
Demolition
Planning
submission
(Dec10)
2010
Q4
 
Agreement
Unconditional
(Dec11)
Sectional
completion
Topping
out
(Mar 2014)
Base build M&E
installations

Ground Breaking
(Mar 2012)
Fit-out Scheme Design
Stage C approved
(Sept-11)

Stage D approved
(Aug-12)

Stage E Approval
(Jan-14)
 
Revised Stage D
approved (June-13)
Fit-out
Construction
PC (May 2016)
Occupation
Full base build
handover

Production Design and Mock-ups
BaseBuild
Monitoring
Fit-outDesign&
Construction
IT & Furniture
Installations
Testing &
Commissioning


Start on-site
Jan 2015

13
Optioneering
Life cycle costing analysis is integral to the design selection
Options
considered
• Disposable Cups v Crockery /
Dishwashing
• UPS options
• LED v Fluorescent
• Chiller options
• Centralised mail
• Centralised waste management
• Locker Strategy
• Centralised Food waste
• Link Line water distribution
• Intelligent building requirements
InformingBuildingDesign

14
Processes
Our processes define the way we do things
Process v
Procedure
• Different ways of documenting
processes between the functions
• Processes identification and gap
analysis carried out
• Differentiated between process and
procedure
• All of our processes in a single
repository
• Agreed a consistent structure and
format for re engineered processes
• Captured in a quality management
system and single repository
• Cross fuction review to identify
"Touch Points"

15
Touch Points
Every process is reviewed and touch points articulated
P– People
T – Technology
B– Building
1.Environmental
2.Art
3.CorporateServices
3.1.CleaningServices
1.1.1.Cleaning
1.1.1.1.RemovalofGeneral&RecyclableWaste
1.1.1.2.ViralCleaning
1.1.1.3.Responsetohelpdeskcalls
1.1.1.4.Oneoffpurchases
1.1.1.5.Stocklevelmonitoring
1.1.1.6.Generalwasteremovalrequests
1.1.1.7.Recyclablepaperwaste–GreenboxesandBlueBins
Function and Sub Function List
1. Environmental
1.1. Environmental Management System (EMS)
1.1.1.
1.2. Energy & Utiliites
1.2.1. Energy Management Systems
1.2.2. Energy Efficiency
1.2.2.1. Building systems, HVAC etc
1.2.2.2. Small power and lighting
1.2.2.3. Technology
1.2.3. Emissions Reporting
1.2.3.1. Mandatory
1.2.3.2. Voluntary
Avoiding duplication • Technology – linking into our intelligent building
strategy
• People – Linking into our IFM programme
• Building – linking into building design and space
allocation

16
Building Plans
Operational areas allocated and requirements defined in room data
sheets
A full review of our
current spaces and
aligned those
requirements more
effectively with the
new building
• Function by function allocation of spaces, i.e stores
etc
• Team awareness of the building flow
• Room Data Sheet compiled
• Rooms named and numbered
• Recognising the difference between operation and
architectural referencing

17
Communications
Touch Points in communication from a Visual, Technology and Voice Perspective
• Aligning the communication platform with the
Asset Management solution
• Tablet solution with FSIGo allows workflow, risk
assessments and help desk management direct
to the team
• GCS currently utilise the TES radio solution for
Incident management Security and Engineering
• Use cases for the system across the working
group
• Allows migration and innovation from the
existing system
• Building RF survey required
• Link and Existing Chat channels will still play a
key role in communication with business lines

18
Risk
Reviewing your risk
on a regular basis
• Risk register in line with the operational risk register for
ease of migration
• Functional specific risk identified reviewed on a regular
basis
• Risk designed out where practicable
• Retained risk are known and carried forward

19
Asset Management
All of our assets held in one CMMS
system
• Common agreement on asset
management: -
• Database and asset coding
• Agreed asset fields
• Platform
• Physical Labelling & QR Code
• Tagging
• O&M & H&S file format and
platform
• Drawing Protocols
• Bim Execution Plan
• Training - Requirements
• Spares - Requirements
• Warranty and Maintenance
Requirements

20
Logistics
Areas that
impact every
operational team
• Reception, Concierge and Vehicle Management
• Storage requirements
• Building access working group formed to review: -
• All points of access. Cycle entrance, loading bay car parks
etc
• Loading bay, Lifts , Car park & Cycle Vehicle
Scheduling/Management
• Job Description for Dock Master, Traffic Marshall
• Technology requirements
• Deliveries

22
Challenges
Thinking outside the
box
• Existing operational activities take priority for the working
group
• 5BG building design is very complex and must be
understood by the operation teams
• Impact on 5BG Fit out Construction – control budget and
avoid 'scope creep'
• Interim operational state may require additional resources
• Agile Pilot may be benificial
• Impact of the IFM Programme. When should you engage
your service providers
• Change management knowledge & Operational teams
need to embrace change
• Employee impact and self interest
• Tender specialist requirements early
There are hurdles to overcome in no particular order…

23
BIFM – Operational Readiness Guide
There is now a guide to help you through your own journey
Creating a
building that
has the end
user in mind
is key:
• Historically Facilities Management professionals
have been submissive to the design and construction
process and are now a recognised equal
stakeholder.
• Developed by BIFM, Academics and Facilities
Management Practitioners.
• The guide is aligned to the 8 stages of RIBA Plan of
Work, Building Information Modelling (BIM) process
Model and Government Soft Landings.
• Focus on Themes and Functions to align with the
potential working groups.
• Creating a process for communication, collaboration,
integration and defined project deliverable gateways
• Checklist to support design, Construction,
Operational Readiness and Post Occupation
Evaluation (POE).
• Consider your BIM strategy, common data
environment and Facilities Management tools.Delivering better outcomes
Compliance
People
Process
Procurement
Technical
Space

24
Contact information
www.ubs.com
Jason Clark
Director, Regional Head of Property
Management
Group Corporate Services
+44 207 567 9201 | mobile +44 7824 548460
jason.clark@ubs.com | web: www.ubs.com

Jason Clark - Head of Property Management, UBS

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