Facilities Management for Siemens Real Estate

SCOPE SUMMARY KEY
Direct Via 3rd party Involved
Siemens AG is a global operation, known primarily for engineering. In fact, there are few commercial sectors the business doesn’t operate in. Siemens Real Estate is the division of Siemens responsible for managing properties on behalf of their operating companies.
PROPERTY
Acquisition
Disposal
Relocations
SERVICES
Helpdesk
Reception
Mail Room
Vending
Catering
Hospitality
Reprographics
Cleaning
Porterage
MAINTENANCE
Building Structure
Fixtures & Fittings
Grounds
PPM Operation
Electrical Services
Mechanical Services
Fire Systems
OCCUPANCY
Design
Space Planning
Partitioning
Furniture
Internal Relocations
SECURITY
Policy & Procedure
Access Management
Manned Guarding
Incident Investigation
Audit & Review
BCP
Plan Development
Recovery Strategy
Disaster Recovery
ADMINISTRATION
Health & Safety
Facilities Planning
Budget Preparation
Contracts
Insurance
Archiving
Training
At the time, Siemens Facilities Management was another separate operating division providing the FM element of property management. Their only client was Siemens Real Estate, who used them exclusively to deliver facilities services. Being the senior SRE representative based in the north when I was Projects Manager, North, I was already informally doing many of the activities which came with the formal change in job title to Location Manager. In practice, the dividing lines were grey at best so it’s difficult to realistically split the scope summary on the right into two different ones. I therefore haven’t tried.
 
1st Position: Projects Manager, North (Permanent, from 11/03 to 03/06)
Reporting to: Property Services Manager
My Role: Responsible for multiple concurrent projects (primarily churn and refurbishment, some M&E) throughout the northern real estate portfolio balancing high client expectation in surprisingly dynamic organisation -v- introduction and maintenance of corporate space and product standards.
Sites: All Siemens sites north of Birmingham (as required) but primarily:-
– Northern Head Quarters in Manchester (c. 120,000 ft²) – Office in York (c. 12,000 ft²)
– Manufacturing plant in Congleton (c. 100,000 ft²) – Office in Solihull (c. 8,500 ft²)
Projects: Typically responsible for churn within office buildings, closure of buildings and relocation of staff to other sites, and delivery of new office space where required. Also delivered a number of more M&E based projects, including provision of UPS / generator to the HQ site
– Management of all aspects of projects, from client brief through to final sign-off
Health & Safety and statutory compliance within projects
– Delivery via 3rd party contractors and other group businesses (IT and Comms infrastructure)
Management: Responsible within north west HQ building for: senior level client liaison; Business Continuity Planning; space allocation
Staff: 1 Assistant Project Manager; 1 Projects Assistant
Achievements: Project managed £750k staff restaurant relocation. Led design team, consulted with tenant, customer and catering partner representatives, and managed main contractor’s fit-out. Generated 30% increase in revenue and reduced subsidy by £30k pa
Conceived and developed practical system for managing complex H&S relationships on key sites
Successfully introduced corporate standards against strong local resistance
 
2nd Position: Location Manager (Permanent, from 04/06 to 03/2007)
Reporting to: UK Real Estate Manager
My Role: SRE representative to tenants and suppliers at main northern site and two satellites
Sites: Northern HO in Manchester (c. 120k ft²), York (c. 12k ft²), Solihull (c. 8,5k ft²)
Scope: Property: Marketing and letting of fully functioning floor space; Senior level client liaison; Budgeting and financial reports; Delivery of property element of Business Continuity Plans; Health & Safety in liaison with business representatives
Facilities: Technical infrastructure management; Liaising with and directing third party Facilities Managers (Siemens Facilities Management); Monitoring SFM performance against SLAs and KPIs; Asset tracking and life cycle management
Projects: Managing investment programs, timing and implementation of schemes; Client brief, contractor brief, delivery; Ensuring Health & Safety and CDM compliance within projects
Budgets: £4m revenue and £1.7m expense (excluding projects)
Achievements:  Developed and implemented comprehensive Crisis Management Plan for 850 staff. Established procedures, trained key post holders, co-ordinated awareness campaign and led exercises. Achieved 90% of staff evacuating with essential possessions and commended by local Fire Service
Led £3m refurbishment of 120000 ft2 live office space. Managed design, consulted and negotiated with tenants and delivered innovative programme which resolved conflicting tenant requirements. Reduced programme length by 50% and saved c. £200k
Reduced projected operating costs by £73k
Established new operating structure by developing strong inter-personal relationships
Improved inter-business communication by initiating Health & Safety, User and Site forums