Author Archives: SLCS

Integrated System Test of Data Centre

It is essential to understand that maintaining a reliable and high-quality data centre operation requires a strategic plan of action to keep its systems and sub-systems at multiple levels. The data centre operations and maintenance team must consist of competent personnel who have a fair understanding of the types and root causes of outages, the criticality of impact, and the cost-effectiveness of the solutions. An annual test program is an effective tool to assess a fair understanding of the design intentions and end-usage requirements and identify known and unknown gaps in the existing system. A planned test program of integrated systems and sub-systems of the data centre infrastructure provides information on functionality, performance efficiency, and gaps with intended outcomes under emergencies.

This write-up aims to notice the common outages encountered with data centres and the necessary preparations to respond to emergencies.
Various study reports on common causes of Data Centre outages in decreasing frequency order indicate –

1. Power interruptions
2. Cooling and ventilation systems failure
3. Human errors

Critical equipment and systems failures can have serious consequences, ranging from risks to life and safety to increased operational costs. To address these concerns, the integrated systems test program is developed to evaluate equipment functionality, assess equipment conditions, and provide training to operating personnel for effective emergency response.
Outages broadly under the above categories are classified to highlight impacts and associated costs.

Outages Impact Common Causes Annual Integrated System Tests Recommended Condition

The table above is a reference point for the Data Centre Operations and Maintenance team. Implementing proactive measures like Annual Integrated Systems Testing helps to ensure system reliability. The functional test script must be developed to map gaps across design and operational intent. Each issue needs thorough analytical deliberations among stakeholders to establish life safety, technical, and cost impacts.

Integrated System Testing is a crucial process for ensuring the smooth functioning of a data centre. It must be carefully planned and documented, considering the design and installed logic for operating under different conditions such as ‘NORMAL’, ‘EMERGENCY’, and ‘BREAKDOWN’. To conduct successful Integrated Testing, Load Banks, testing equipment, and trained personnel are essential. In addition, Fire and Life safety systems and sub-systems must be included in the test program.

IST’s outcome helps engineers plan for emergency responses in various breakdown scenarios in advance. Based on performance assessments of critical equipment, projections of power, cooling, ventilation, water, and essential resources can be made. It is also important to note that ISTs performed under experienced guidance establish the reliability of critical environment performance. IST’s outcome also helps draw up a business risk acknowledgement that is a heads-up to crucial management members for future change management.

Risk Management of Fitness Centre in Non-Residential Building

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1. Scoping, Context, and Criterion –

Sedentarism and Health Effects (source: World Health Organisation)

• There is high certainty evidence that higher levels of physical activity are associated with lower risk of all-cause mortality, cardiovascular disease mortality, cancer mortality, cardiovascular disease incidence, and incidence of hypertension and type-2 diabetes, with no increased risk of harm.
• There is moderate certainty evidence that physical activity of any duration is associated with improved health outcomes and prior specification that aerobic activity should be performed in bouts of at least 10 minutes duration should be removed.

It is recommended that:
Adults should limit the amount of time spent being sedentary. Replacing sedentary time with physical activity of any intensity (including light intensity) provides health benefits.
To help reduce the detrimental effects of high levels of sedentary behaviour on health,
adults should aim to do more than the recommended levels of moderate to vigorous intensity physical activity.

WHO recommended a range of weekly activities for adults (18 to 64 years)

The Facilities Management team is responsible for ensuring a safe environment for everyone. They must address potential risks and hazards associated with amenities such as high-speed sports, saunas, and swimming pools. This is an important aspect of facilities management that should be noticed.
They should consider the type and usage of the facility, business objectives, local legal statutes, and codes of practice. Property managers can create a positive and productive work environment by implementing operating procedures that comprehensively address employees’ safety and health risks.

2. Risk Monitoring & Review

The risk analysis and evaluation must incorporate at least three risk aspects associated with specific fitness amenities.

1. Common potential risks due to ‘Negligence of Participants’, ‘Negligence of Service Provider’, and ‘Equipment defect(s)’.
2. Non-compliance with legal statutes and codes of practice applicable in the region.
3. Legal liability exposure of Service Providers

The FM team must take the following key steps to ensure the safety and well-being of employees participating in the amenities:

– Before joining and at regular intervals, conduct thorough medical screenings to identify and treat underlying health conditions.
– Hire a professional service team to operate and maintain the Sports Centre to ensure its clean environment and safety for patrons.
– Equip the amenities with adequate emergency tools to deal with any emergencies that may arise, including head and neck injuries, heat illness, asthma, and sudden cardiac distress.
– Conduct regular risk assessments and inspections by a professional team to identify and mitigate potential hazards before they become a problem.
– Obtain comprehensive insurance coverage to protect against professional liability and ensure peace of mind for everyone involved.

3. Recording & Reporting

As part of the record-keeping procedure, all participants should sign a contract acknowledging the code of conduct, accountability, and the available options for treating identified risks. Regular updates on safety inspections, incidents, and necessary preventive measures must be recorded and reported to stakeholders.

4. Communication and Consultation

Creating a culture of wellness among employees is crucially dependent on establishing an open and constructive communication channel with the senior management team. A consultative process should always be followed to ensure transparency and objectivity of the wellness program.

Disaster Recovery: Commercial Property Recovers from Flash Flood in Two-Week

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Brief background

A flash flood significantly impacted the commercial property, which consisted of multiple office towers, severely disrupting business operations. The Property management team could restore operations in two weeks after the incident.

Preliminary Assessments

Flash floods are uncommon in the given geographic region, and the incident happened after a gap of 75 years. Unfortunately, the Property Management team wasn’t trained to handle emergencies of this nature and needed to have documented guidelines for responding to such events. The floodwater had risen to the ceiling height and inundated the ground and basements. The cars parked in the basements were floating, and the electrical switchgear was submerged underwater. The HVAC and water pumping plant rooms were also flooded to near-ceiling levels.

Immediate actions

Communication was initiated with the leads of each business unit through electronic media. Key stakeholders of critical technical space were intimated about the nature and extent of damages due to flooding water ingress into utility plants. All power, fuel and water connections were immediately shut off upon observing a rapid rise in water level throughout the property. Elevators inspected and stationed at higher floor levels. Key service providers for utilities such as elevators, captive diesel generator sets, and electrical and HVAC systems were contacted for necessary resource planning. All occupants present in the towers were contacted at group and individual levels. Occupants were advised to stay in their nearest safe location till the rescue team arrived. Local government authorities were also contacted for support in evacuating office employees stranded in towers.

Emergency Response Team (ERT)

ERT consisted of senior management members from the Property Management team, Lead members of ERT of each business unit operating from the property and critical service partners and vendors.

Financial and Procurement Controls
Back-end support of the Finance and Procurement team was ensured with senior management members on board for due process approval under emergencies.

Infrastructure damage and needs assessment.

Muddy slush was deposited all over the property’s ground and basement levels. The Electrical power switchgear, pumping station, and many other electronic systems and sub-systems submerged in water were damaged beyond recoverable condition. The underground diesel storage tanks were lifted off the ground, connecting pipes damaged and were afloat in the flood water.

Resource management
Teams of 3-4 maintenance members were formed and assigned specific tasks to recover the building system and sub-systems after a water-related incident. Industrial dewatering pumps were deployed on the site, which helped in pumping out water within 72-96 hours. After the dewatering process, the top priority was to resume the office units’ critical services, such as water and electricity. Potable water tankers, mobile diesel generator sets, and air conditioning units were brought to the site to restore water and electricity supply to the floors in each tower. To cater to the office space cooling needs at the earliest, industrial-scale air conditioning equipment was provided on-site for the interim period of complete revamping of the central cooling plant.

Incident Management
Major affected areas such as internal roads, drainage, building facade, rainwater storage and disposal, Sewage Treatment Plant, and equipment were noted. A dedicated team was assigned to do the insurance documentation work for damaged equipment, building systems, and sub-systems. Electrical switchgear, Circuit breakers, alarm and protection systems were replaced. Repaired elements were tested and calibrated for redeployment.

Major issues dealt with
• Repair, reinstallation, functional tests, and safety integrity tests of underground diesel storage tanks were carried out by local statutory requirements. Licensed service providers were engaged in conducting safety tests and commissioning.
• Diesel generator sets were cleaned, dried, and repaired by an OEM-authorized service team.
• Professional teams cleaned, dried, repaired, and replaced damaged switchgear. Electrical power cable networks and switchgear were tested for integrity and safety according to electrical systems code requirements.
• For landscaping, several measures have been taken to prevent flooding. These include the installation of flood gates and catch drainage at the basement parking ramp, an overhead cover at the ramp entrance, and a solution for preventing backflow from the central and arterial drainage network running through the property. These measures aim to ensure that similar flooding incidents do not recur.
• A professional team checked the integrity of the MEP service openings in the building walls and water ingress around the exterior façade glass sealant and framework, and repairs were carried out.

Actionable recommendations
• Flash floods, though rare, are not unexpected in the region. The property management team need to be trained for the Emergency Response program.
• Critical environment management requires scenario mapping, disaster recovery policy, strategy, and process documentation and dissemination to all property management team members and stakeholders.
• The property management team has to adopt reliability-centred maintenance, ensuring improved availability and business continuity for the tenants.
• Transparent communication and coordination with stakeholders in the property will ensure a practical approach to disaster recovery.
• Communication, coordination, cooperation, and collaboration are essential to disaster recovery.

Case Study – Renewable and efficient heating scheme for Olympic-size Swimming Pool

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Objectives:

To provide a better swimming experience for customers, it is crucial to maintain a stable pool temperature of 26 degrees Celsius (+/- 2 degrees Celsius) all year round. In addition, at least 40% of the energy used to heat the pool water must come from renewable sources and waste heat recovery systems. A case study of a swimming pool heating system improvement project for a condominium is presented, offering a concept and project brief for retrofitting available heat sources within the building, which can be used as a general reference.
Keep in mind that the heating dynamics of the swimming pool will depend on several environmental, geographical, and construction factors, as well as usage patterns.

Challenges:
A recurring issue exists with the malfunction of heat pumps and electrical heating elements installed to sustain the swimmers’ preferred comfortable temperature. As the occupancy of the residential flats within the condominium has risen, the utilisation of the swimming pools has become continuous, operational 24 hours a day, 7 days a week, throughout the year. During the colder months, swimmers necessitate a pleasant pool water temperature. The costs associated with repairing and replacing electric heating elements and mechanical components of the current heat pump units are considerable, in addition to the elevated energy expenses incurred.
Assessment of site condition:
Swimming Pool –
indoor Olympic-size Swimming Pool
Indoor Air Change per Hour 6.0
Inlet Water temperature varies from winter to summer between 100C to 200C.
Indoor temperature at 27 +/-2 deg C
Indoor Relative Humidity at 55 +/- 5%
The condominium has a commercial-grade kitchen operating 24/7/365 days.
Rooftop clear space is available for solar water heater units.
Opportunities for decarbonisation and energy efficiency improvement:
Retrofitting an existing commercial-grade kitchen exhaust system with a waste heat recovery system and using it to heat the pool water.
Rooftop solar water heater
Air to Water Heat Pump.
Project Conception:
Target:
To maintain the pool water temperature at 26°C (+/- 2°C) consistently throughout the day and night, every day of the year.
The rate of change in pool water temperature under operational conditions is around 5 to 7 degrees Celsius in 24 hours.
The share of renewable energy must be at least 40% of the total energy input for water heating.
Improve Energy efficiency and reduce Carbon footprint.
To achieve a Simple Pay-back Period of less than 3.0 Years
Reduce operating costs.

The heat pumps have been resized and connected in a series to meet the necessary base load for heating the pool water. During periods of high demand, other sources, such as commercial kitchen heat recovery, solar water heaters, and electrical heating units, are utilised to meet the required amount.

- Each heating source is connected to a series of thermal storage tanks designed to discharge high volumes of water at relatively low temperatures.
  Pool water temperature control:
  The Thermal storage water tanks are installed with demand-sensing hot water recirculation controls.
  Sensors, valves, and actuators are calibrated and wired to the BMS.
  The PID system is tuned to prioritise, schedule, and optimise the operation of the hot water generator network.
  Performance trending is captured and analysed to assess operational demand and respond to requirements within pre-set values.
Estimates and assumptions.
- The average pool water temperature requirement increase is 5 (+/-) 2 deg C in 24 hours.
  Heating Requirement:
  The demand for heat throughout the year is constantly monitored and referenced to control heat-sourcing systems. The heat pump is specifically designed to meet the base demand load. The Rooftop Solar Heater and the Kitchen Exhaust Waste Heat Recovery system supply the remaining amount.
Pool Heating Equipment and system integration

Thermal Storage Tank

A thermal storage tank is designed to accommodate the heat-up demand load 24/7, 365 days a year. Its thermal storage capacity adequately accommodates a one-day storage cycle during peak demand. During off-peak hours, the hot water feed is repurposed in the facility’s service utilities. Sizing the storage tank, operating strategy, and controlling design require detailed engineering analysis of hourly and seasonal operational demands.

Inverter Heat Pump (Packaged Air to Water)
The fan and compressor run at variable speeds controlled by the temperature at the thermal water storage tank outlet.
Electrical Coil Heaters assist Heat Pumps in bridging the gap with the set temperature of pool water.
The cascaded heat pump system works with other hot water sources, such as the rooftop solar and heat recovery system for the kitchen exhaust. This heat feeds into the thermal storage tank to reduce cycling and maintain stability.

Rooftop Solar Water Heater (Low-temperature commercial application)
A flat plate collector-type solar water heater has been chosen.
Easy to install.
Less affected by environmental conditions (dust, rain, hail, etc)
Durability – estimated 15 years working life.
Efficient heat conversion
Each Flat Plate collector requires an area of approximately 2.0m2 and can heat approximately 100 L water to 60 deg C at an ambient temperature of 14 deg C.

Run Around Coil Exchanger (from Commercial Kitchen Exhaust)
The kitchen exhaust temperature is estimated to be between 100 to 200 degC.
Controlled fluid flow is improvised with the ‘Run Around Coil Exchanger’.
Seasonal net efficiency is between 45 to 50%
Heat recovery efficiency is controllable.
Eliminate possibilities of smoke and odour recirculation
Higher cost compared to Heat Wheel recovery system.

Performance Assessment:
BMS-controlled operating modes yield the desired outcome.
Temperature and flow sensors and controllers at the thermal storage tank and across Heat exchangers are calibrated and functional.
Hourly, daily, and monthly logs are maintained for operational review.
Prioritisation and selection of hot water sourcing meet the requirements of the day.
Customer Survey is conducted periodically.
Outcome of Performance Assessment:
Reduced energy consumption annually.
Average renewable energy sourcing > **%.
Carbon footprint reduced by **%
Simple Pay-back period < *.* years.
Improved Customer satisfaction.

Are you looking to take your Telecom business to the next level? One of the best ways to do that is by ensuring your captive Data Centres are reliable and operating efficiently. Let’s work together to assess and improve their performance so you can focus on growing your business.

Case Study: Data Centre Performance Assessment

Objectives:

Assess and improve captive Data Centres’ reliability and operational efficiency for Telecom business.

Terms of assessment service:
• One hundred thirty-eight telecommunication data centers located across geographical regions were to be assessed by a 3rd-party subject matter expert team.
• Make a physical assessment of Data Centre building infrastructures. Perform Condition Tests and evaluation of significant equipment to establish end-of-life management against baseline life expectancy.
• Perform a reliability study of the building’s critical systems comprising major equipment.
• Establish Reliability-centered Maintenance procedures to plan, prioritise maintenance, and roll out investment grade improvements.
• Assess compliance gaps with governing standards ISO 50600, ANSI/TIA-942 and NFPA 76 for the telecommunication infrastructures.
• Assess the skill gap in the Operating team and chart out an up-skilling program.
• Present improvement program to stakeholders, oversee implementation of approved projects and perform post-implementation assessment.

Challenges:
• Poor Competency Proficiency Levels-
o Need for adequate knowledge and understanding of best practices and global standards.
• Poor Performance Indicators –
o Many buildings are older than 25 years, housing legacy infrastructure design. Key Performance Indicators on Energy, Utilization, and Financial were well below the industry benchmark.
• Inadequate or no governing standards –
o Localised bespoke solutions for improving Key Performance Indicators of Financial, Energy, and Utilization management were adopted.
• Frequent breakdowns and low Reliability –
o In the past five years of operations history, fire mishaps, power interruptions, equipment and component breakdowns, and operators’ mistakes were recorded.
• Inadequate reporting framework –
o The sustainability Reporting framework is adopted in various ways across all Data Centres.

Approach to Performance Assessment:
• Assess Competency Proficiency Levels of key Managerial and Engineering positions and roadmap for improvement.
• Walk-through survey, gaps assessment and setting target KPIs.
• Perform Condition Assessment of building fabric, Mechanical, Electrical, Plumbing, and Fire Alarm and Suppression systems.
• Perform Indoor Environment Quality checks.
• Conduct a Reliability study of Critical building systems.
• Establish a standardised sustainability reporting framework for all data centres across business units.
• Develop an investment grade improvement program for the Data centres aligned with sustainability principles.
• A follow-up review of the post-implementation of the corrective and improvement program is carried out.

Outcome of Performance Assessment:
• Competency Management:
o A comprehensive competency management program helped up-skilling Managers and Engineers engaged in Operations and Maintenance services.
• Business Risk Acknowledgement:
o Stakeholders of the Data Centre were presented with a comprehensive report on the Condition and Performance of the Data Centre infrastructure that highlights gaps compared to established industry best practices and standards.
o Risk and reliability assessment of the Data Centre presented scope for improvements.
• KPI improvement:
o Standardised KPIs aligned with sustainability principles were set out for all Data Centres.

• Information sharing:
o The sustainability reporting framework adopted across all data centres improved transparency and data-driven decision-making processes.
• Performance Improvement:
o Overall improvement in the performance of the Data Centres resulted in improved cost efficiency.

Case Study: Operations resource planning and budgeting for Office Facility Management

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Overview:
Operations resource planning can be daunting for a facility manager, especially for a newly constructed corporate office facility with a footprint of over one million square feet. In this case, the Facility Manager should collaborate with the property owner, investors, end users, and other stakeholders to plan and estimate resource allocation and budgeting. The facility manager can implement sustainable solutions and ensure a comfortable work environment by carefully focusing on the business objectives, environmental boundary coordinates, and end users’ needs.

Context:
The office facility has been constructed to centralise operations across various regions at a single location, following the business’s sustainability policies and principles. Currently, the built facility operates at 70% of its designed capacity. A professional team has been awarded a service contract to manage and oversee ‘hard and soft’ services, which include cleaning, operational maintenance of amenities, event management, fleet management, landscaping, management of residential units, technological spaces, building maintenance services, ground maintenance, and environmental, health, and safety management.

Approach to Resource Planning and Budgeting in Facility Management:

We developed a facility management framework intricately designed to synchronise operational metrics with overarching business objectives. This comprehensive framework hinged on several key determinants:

1. Strategic Factors: Service needs criticality, determining systems criticality, impact of potential failures of critical systems, occupancy rates, usage patterns, resource availability, cost-effectiveness, and brand reputation are paramount considerations.
2. Resource Planning Metrics: Our methodology comprised assessments of resource specificity and availability, logistics bottlenecks, regional property benchmarks, operational metrics, and predictive analysis of space, energy, water, waste management, and staffing requirements.
3. Budget Estimation and Variance Analysis: We establish pre-start budgets as baselines, gauging variances using real-time inputs and conducting rigorous analytical reviews. We then use statistical methods to analyse the influences of independent variables, including business needs, seasonal fluctuations, building occupancy levels, and operational space, on resource demands such as person-hours, specialised skills, energy, water, waste, consumables, and equipment.
4. Data-Driven Efficiency Improvements: We leverage real-time data analysis to identify intervention opportunities to enhance energy and water efficiencies within the building infrastructure.
5. Stakeholder Engagement and Key Performance Indicators (KPIs): Periodic Customer Satisfaction surveys conducted after occupancy and collaborative workshops and dialogues help us set KPIs that align with our business policies and strategies.
6. Lifecycle Cost Analysis: Critical high-cost elements undergo rigorous lifecycle cost analyses, particularly in retrofit engineering interventions, digitalisation, and energy efficiency enhancement programs.
Our meticulous resource planning and budgeting approach ensures alignment with business goals while continually seeking innovative ways to optimise efficiency, sustainability, and operational effectiveness.

Resource Allocation:
Resources were categorised under three heads, Man-hours, Consumables, and Equipment, to operate and maintain the property and facility. Functional portfolios were allocated resources to support service-level requirements and end-user customer satisfaction. Detailed task analysis identified required person-hours and skill sets, in-house capabilities, and opportunities for operational efficiency improvements across portfolios. Careful consideration of implementing digitised tools into operations and maintenance services improved operations transactions and quality for clients. The target of resource optimisation was achieved by 20% compared to traditional industry practice.

Budgeting:
We used a zero-based budgeting approach for cost elements, including energy, staffing, repairs and maintenance, annual maintenance contracts, amenities services, environmental and safety audits and certifications, parking management, and property taxes. By collaborating with stakeholders and conducting workshops to deliberate on avoidable resource inputs and cross-functional service delivery models, we reduced fixed and variable occupancy costs by 10% per unit.

Case Study: Air-gapped network for Helpdesk and Job Order Management

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Challenge:

As construction of the Corporate Office facility transitioned to the entire operation, occupancy skyrocketed to 70%. With the Integrated Workplace Management System (IWMS) still in development, a surge in service requests, complaints, and inaccuracies overwhelmed manual processes. Data privacy concerns further limited third-party involvement in digitalisation efforts.

Information and data boundaries:

Third-party collection of asset and employee-specific data was restricted due to privacy and security policies.

Solution:

An air-gapped network, completely isolated from external connections, was designed to address these challenges. This ensured data security while enabling efficient service management.

Approach to architecture framework and solutions:

Target data and service
- Building asset and locational data
- Criticality and SLA-based classification of assets and services
- Response and resolution information
- Key Performance Indicators
  - Job Requests per month
  - Resolved Job Requests within SLA-based timeframes
  - Deferred and unresolved/unattended job requests
  - Resources, person-hours and costs associated per job request
  - Customer Satisfaction
- Management
  - Software selection
    - Helpdesk ticketing and workflow management
    - Asset Management
    - Mobile applications
    - Interoperability with BMS, IWMS
    - User-friendly and customisable
    - Future upgrades
    - Associated costs – day one implementation, annual support, future upgrades
  - Software application
    - Asset criticality
    - Compliance with SLA and KPI-based analytics
    - Analytics to classify and indicate the real-time status of Job request
    - Location-based service capabilities and Geographic information system
  - Communication network
    - Network selection
      - Network coverage and reliability
      - Network bandwidth and latency
      - Scalability
      - Customer Support
      - Costs associated
    - Wired and Wireless Cellular network – 5G
    - Unlimited end-user interfaces on desktop and mobile handset
  - Knowledge Management Framework
    - Historical data-based trend analysis
    - Real-time data trending
    - Real-time dynamic information management
    - Predictive analysis
    - Forecasting demand energy, footfall, service requests
  - Resources
    - On-site SERVER
    - Helpdesk Operator to provide 24/7 coverage
  - Security
    - Private Cloud – Deployment of a dedicated on-site server for employee and asset-specific information.
    - Personally Identifiable Information and building asset data encryption, identity management, and role-based access control to the network.
    - Geo-fenced, access-controlled mobile/tablet application for the Facility Operations Service team.
    - Compliance and alignment with Information Security and Management Systems (ISMS standards – ISO 27000 family of standards and guidelines).

Project Assessment:

Networking protocols:
- Secure and standardised protocols minimised vulnerabilities.
On-site data storage:
- The private cloud ensures complete data control and security.
Carrier choice:
- Site-specific considerations like availability and latency informed carrier selection.
Benefits:
- Significant improvements in service quality, efficiency, and cost-effectiveness were observed, along with enhanced customer satisfaction.
Challenges:
- Execution complexities, Higher initial costs and ongoing management considerations exist.

Quantified Benefits:

25% reduction in average service response time
30% decrease in monthly service requests due to predictive maintenance
15% improvement in customer satisfaction scores

Conclusion:

Despite initial challenges, this air-gapped network transformed service management within the facility. Data security was preserved while achieving significant operational efficiencies and cost savings, demonstrating the effectiveness of innovative solutions in overcoming complex problems.

In response to the evolving business landscape and the paradigm shift catalysed by the pandemic, stakeholders like Property Owners and Investors are poised to embrace a transformative approach to Facility Management Services. At SL Consulting Services, we recognise the imperative need to redefine quality management programs, aligning them with sustainability principles and subsequent environmental and economic viability targets.

Our Focus Areas
Project Management:

Challenges:
• Absence of Facility Service Team input during design, construction, and transition phases.
• Design-centric quality controls overlooking end-user experiences.
• Lack of Facility Management perspective in Reliability, Availability, and Maintainability studies.
Value Proposition:
Our Facility Services expertise revolves around achieving Quality, Safety, Time, and Budget targets. We offer seasoned Facility Managers dedicated to addressing stakeholder needs, ensuring system commissionability, and developing robust policies.

Environmental Services:

Challenges:
• Lack of holistic, sustainable property maintenance approaches.
• Limited awareness among the Facility Service Team regarding ecological impacts.
• Inadequate assessment of environmental, life safety, and economic impacts.
Value Proposition:
Our Environmental Services team leverages practical experience and international standards to deliver cost-efficient, sustainable solutions. We aim to enhance your operations by ensuring methodical efficiency and productivity improvements. Our key focus for sustainability transformation involves preparing for third-party certification audits from globally reputable institutions.

Building Performance Management:

Challenges:
• Insufficient focus on life cycle cost efficiency.
• Lack of predictive and proactive maintenance practices.
• Inadequate Occupants’ Satisfaction Surveys.
Value Proposition:
Building Performance is crucial for a conducive business environment. Our initiatives focus on enhancing infrastructure, indoor environmental quality, and occupant satisfaction, improving efficiency across Environment, Energy, and Operations.

Facilities Operations Management:

Challenges:
• Moderate to poor competency levels within Facility Operating Teams.
• Non-compliance with statutory and regulatory requirements.
• Limited awareness of sustainability and global best practices among stakeholders.
Value Proposition:
Modern facilities demand strategic agility in operations. We offer expert guidance to enhance Facility Operations teams’ skill sets, fostering awareness and a proactive attitude.
At SL Consulting Services, we stand ready to support your transition program, maximising output from short and long-term improvement projects. Our collaborative and strategic approach ensures your facility management processes align with the dynamic needs of modern businesses.