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 |