INTELLIGENT BUILDINGS

MANAGE. MONITOR. MAXIMISE. MITIGATE.

MARTIJNMOERBEEK
THE KNOWLEDGE ECONOMY
KNOWLEDGE IS POWER...

 INFORMATION AND SKILLS ACQUIRED THROUGH EXPERIENCE OR EDUCATION

(a work environment that is conducive to learning and development)

 THE SUM OF WHAT IS KNOWN

(knowledge sharing and collaboration promoted through the workplace)

 AWARENESS OR FAMILIARITY GAINED BY EXPERIENCE OF A FACT OR SITUATION

(spaces that encourage interaction and creation of social networks)

2 / Intelligent Buildings / © Martijn Moerbeek (2010)

WORK:PLACE DISCONNECT
INEFFICIENCIES IN THE WORKPLACE...
58%
DESIGN &
NEEDS
58% of office workers do
not believe that their
office has been designed
to support their company’s
business nor that it is
conducive to their own
job function and activities.
3 / Intelligent Buildings / © Martijn Moerbeek (2010)
30%
CHURN &
CHANGES
A churn rate of 30% due to
organisational change is
typical and constitutes one
of the highest operating
costs for most companies,
costing the country around
£2bn per annum.
24%
PRODUCTIVITY &
INEFFICIENCY
24% of staff satisfaction is
influenced by comfort,
surroundings, systems,
environment and layout,
with £134bn per annum
in lost productivity due to
bad office design.
(Gensler, 2005; Brittain, 2005; CABE, 2005; WBCSD, 2009)
40%
ENERGY &
SUSTAINABILITY
Energy is the largest
manageable cost of many
companies with buildings
accounting for 40 percent
of the world’s energy use
with the resulting carbon
emissions.
GENIUS LOCI
THE SPIRIT OF A PLACE...

FORM
+ NEEDS
=
FUNCTION
 GEOMETRY  RELATIONS  MEANING
 STRUCTURE  INTERACTIONS  VALUE
 PHYSICAL  USAGE  ATMOSPHERE

 EFFICIENCY  EFFECTIVENESS  EXPRESSION

4 / Intelligent Buildings / © Martijn Moerbeek (2010)

WORK TRENDS
LIBERATING THE WORKFORCE...

>> >>
TRIM FAT NETWORKS SPACE & TIME
 VALUE FOR MONEY  DISORGANISATION  ANY PLACE & TIME
 WHOLE LIFE CYCLE  COLLABORATION  WORK < > LIFE
 SPACE REDUCTION  WORK MODES  WORK PRACTICES

 EFFICIENCY  EFFECTIVENESS  EXPRESSION

5 / Intelligent Buildings / © Martijn Moerbeek (2010)

FOCUS AREAS
THE THREE KEY DRIVERS FOR WORKPLACES...

EFFECTIVENESES
INCREASE KNOWLEDGE TRANSFER
If knowledge exchange becomes critical, certain spatial layouts,
social facilities and designed networks can support faster
exchange of information up and down the development chain.

EXPRESSION
ENHANCE CORPORATE BRANDING
If the company wants to promote its corporate image as dynamic
and innovative and increase staff attraction and retention rates,
a dynamic and innovative headquarters building helps.
EFFECTIVENESS

EFFICIENCY
INTENSIFY SPACE UTILISATION
If there is a need to make economies to improve business
efficiency, design strategies that increase space utilisation and
density of occupation can help to trim property costs.
EFFICIENCY

6 / Intelligent Buildings / © Martijn Moerbeek (2010) (based on DEGW, 2005)

THE WORKPLACE PARADIGM
THE FOUR PILLARS OF GOOD WORKPLACES...

BUILDING PHYSICS BUILDING INTELLIGENCE

Space and climate complement The climate is monitored and
each other by utilising passive managed by building systems
design principles as that amend environmental
determined by careful conditions on the basis of
building physics real-time occupation
engineering. densities.

INFRASTRUCTURE ADAPTABILITY
Systems assist with space utilisation and
management and are designed and
installed in a manner that allows for
rapid reconfiguration if organisational
needs change.
7 / Intelligent Buildings / © Martijn Moerbeek (2010)
SPACE
GRADATIONS OF SPACE UTILISATION...

full non-territorial
environment with
breaking link between staff working in
workstation and settings most
addition of supporting individual suitable to activity
communal spaces:
open plan
 collaborate
cellular space  concentrate
 contemplate

stage 1 ● stage 2 ● stage 3 ● stage 4 ● stage 5 ●

impact WORKPLACE WORKPLACE WORKPLACE WORKPLACE

EFFICIENCY EFFECTIVENESS EFFICIENCY MAXIMISATION
space increase density provide more building supports space designed and
and churn with appropriate more workers than supplied around
standard office environments to available needs of business
furniture support work workstations processes

systems standardised to supports mobility, supports mobility balances specialist

allow staff to including internal inside and outside and generic ict on
relocate easily telephone systems the offices department basis

climate optimised, but ambient conditions greater individual highly flexible and
generalised to defined by controllability of the future-proofed to
the average requirements of task workplace cater for rapid
human being performed environment reconfiguration

8 / Intelligent Buildings / © Martijn Moerbeek (2010) (based on DEGW, 2005)8

CLIMATE
GRADATIONS OF CONTEXTUAL CONTROL...

OCCUPANT CONTROL
A greater degree of control over one’s
environment increases motivation and
thereby overall performance

TASK & TEAM PERFORMANCE

Complement the general climate with
localised additions suitable to
individual or team activities

BUILDING REGULATIONS
Optimise the base level in such
a way that it results in the
minimum amount of
disruptions and
distractions to staff.

9 / Intelligent Buildings / © Martijn Moerbeek (2010) (based on Vischer, 2007)

SYSTEMS
GRADATIONS OF SYSTEMS INTEGRATION...

BUILDING SYSTEMS ICT SYSTEMS BUSINESS SYSTEMS

BMS, CCTV, Voice, Data, ERP, MRP,

Access Control, Video, Internet, CRM, SAP,
Lighting Control, E-Mail, IP-Based Oracle, SAGE,
Intruder, Fire Applications Coins

INTEGRATED INTEGRATED
INTEGRATED
BUILDING ICT ICT BUSINESS
COMMUNICATIONS
MANAGEMENT PROCESSES

“building performance” through systems integration

“business performance” through enterprise integration

10 / Intelligent Buildings / © Martijn Moerbeek (2010)

INTEGRATION OPPORTUNITIES
ASSETS, HARDWARE & SOFTWARE...

ENTERPRISE
INTEGRATION

SYSTEMS
INTEGRATION

INTEGRATED
BUILDING MANAGEMENT

11 / Intelligent Buildings / © Martijn Moerbeek (2010)

LIFECYCLE PHILOSOPHY
IMPACTING CAPEX AND OPEX...

MITIGATE RISKS
Challenge conventional thinking to
4 MANAGE ASSETS
Proactively and reactively manage
add value whilst reducing risks in all aspects of the property, its
operations, health & safety, assets, its operations and how
welfare and sustainability users interface with the property.
prerequisite: guidance
1 prerequisite: policies

MAXIMISE PERFORMANCE
Systematically enhancing the whole
3 MONITOR BEHAVIOUR
Capturing of data relating to how
life performance of the property, as the property ‘feels’, what it ‘sees’,
well as positively impacting on the what it ‘thinks’ and how behaviours
behaviour of its occupants and users. of its users change over time.
prerequisite: focus
2 prerequisite: knowledge

12 / Intelligent Buildings / © Martijn Moerbeek (2010)

MANAGE ASSETS
HUMAN OR SYSTEMS DRIVEN...

SOFT POLICY HARD POLICY

Building management is driven by
humans, their behaviours and their
interaction with the building assets
through manual interventions based
on their individual requirements.
Building management is driven by
automated systems that manage,
dictate and optimise building assets
and the internal environment with
some level of direct user input.

HUMAN SYSTEMS
INTERVENTION INTERVENTION

Simple Optimised
Individual Generalised
Fallible Fallible
SUPPORT SYSTEMS
 On-site engineers
 Management policies
 One point-of-contact
 One single help-desk
 Real-time management information
13 / Intelligent Buildings / © Martijn Moerbeek (2010)
MONITOR BEHAVIOUR
INTEGRATING NECESSARY SYSTEMS...

TIER FOUR
Peer-to-peer with common
communication protocol

TIER THREE
Connected through a
higher level LAN protocol

TIER TWO
Serial-linked with common
supervisory computer

TIER ONE
Separate building and
communications functions

14 / Intelligent Buildings / © Martijn Moerbeek (2010) (based on McHale, 1989)

MAXIMISE BENEFITS
DETERMINING THE HIGH IMPACT AREAS...

KEY BENEFITS PROFIT & OPPORTUNITY

To be unlocked through Value to owner/
Integration, information and end-user and other
intelligence in buildings stakeholders

PRIME DRIVERS
Triple bottom line
aligned with
sustainable development

15 / Intelligent Buildings / © Martijn Moerbeek (2010) (based on I&I Proplan, 2004)

MITIGATE RISK
INHERENT BUILDING AND BUSINESS RISKS...

RISK AREAS RISK AREAS

 Health  Political
 Safety  Economic
 Fire  Social
 Life  Technological
 Security  Legal
 Failure  Environmental
 Negligence
 Downtime

BUSINESS CONTINUITY FUTURE PROOFING

Potential loss of income BUILDING Potential loss of opportunity

16 / Intelligent Buildings / © Martijn Moerbeek (2010)

INTELLIGENT BENEFITS
BALANCING NEEDS VERSUS OUTCOMES...

EXPRESSION
 Any place, any time
 Branding
 Adaptability
 Sustainability

EFFICIENCY
 Floorspace
 CAPEX vs OPEX
 Space utilisation
 Risk

EFFECTIVENESS
 Productivity
 Collaboration
 Satisfaction
 Welfare

17 / Intelligent Buildings / © Martijn Moerbeek (2010)

Contact

Martijn Moerbeek
10 Hartington Road
Buxton
Derbyshire
SK17 6JW
United Kingdom

t: +44 (0)1298 747 22

e: martijn.moerbeek@gmail.com