Trust in the future

HUMAN FACTORS

Overlaid on top of the technology, however, is the need to analyse human behaviours and according to Aird an important advantage of using smart technology is that it enables site managers to challenge how a building is set up to run versus its actual requirements – which often differ. Often some of the elements that are measured show a system that was originally set up some 5-10 years ago when in the interim the use of the building has changed considerably, particularly with the widespread adoption of hybrid working patterns.

“If a site is supposed to be operational 24/7,” says Aird, “by overlaying other elements of data, such as sensors, we can say, ‘that’s your perception, but you’ve only got five people in on a Saturday between 5pm and 2am. If you’re able to get them to work in one area of the building, you can just concentrate utility costs in that area.’”

One of the concerns surrounding AI, is that the technology will, in some kind of dystopian scenario, take over from FMs in managing estates.

Says Aird: “People hear AI and have preconceptions of what is it going to do. But this is not what happens in practice.”

As an example, E60+ continuously learns and adapts. A BMS may usually bring the boilers on at three o’clock in the morning, hitting optimum temperature at 4am even when the first occupants aren’t in until seven o’clock. The software can factor that in and delay the boilers for two hours, resulting in huge energy savings.

Explains Aird: “The system can also monitor areas such as the electricity draw and gas usage. This means the software could, for instance, detect some anomalies that show a spike in energy use at two o’clock in the morning and we can then flag it up to our clients.

“This enables us to deal with the root cause and focus on an issue, as opposed to waiting for a bill coming in 90 days. It’s allowing FMs to operate ‘real time’ as it is self-learning within set parameters.”

He also believes that when using technology of this nature, it is crucial to bear in mind the pivotal interaction between technology and people – and advises that any changes must be made carefully to ensure against it being to the detriment of occupants.

“It’s very important when deploying tech that we’re not dictating to clients or occupants and saying we know best, but we can help drive behaviours. I’ve been talking to a lot of local authorities which find encouraging green behaviours is where that they often struggle.

“Signs may say, ‘please turn off light switches’. But ultimately, there is a disparity between how you treat your workplace versus your home, so for us it’s important to support the customer with those behavioral traits and use the data for learning and awareness.”

EVIDENCE BASE

Aird offers some useful examples of how technology can work in practice. Software that can carry out a range of audits of properties across an estate will not only help FMs prioritise backlogs in maintenance but drive improved estate management. For instance, it may suggest solutions such as remodelling office layouts that improve building performance and enhance the workplace experience for building users via user-friendly customer interfaces.

Says Aird: “By using this kind of solution we can better understand how facilities are utilised, which helps clients make more informed decisions and even provide training to staff in order to get the most out of the technology.”

The impact of hybrid working hasn’t just affected the way buildings are used but has spelt huge changes for the daily commute. In 2023 the purchase of technology company Citi Logik has given the Amey team the capability to harness insights on travel patterns. This uses AI processed anonymous mobile phone and GPS data to help clients make better informed, evidence-based decisions.

It works by using anonymised sim data and GPS data to identify how many people are coming to and from one fixed point, that is into a particular site throughout the day, including which routes they take – which indicates if they’ve used a car, some form of active travel (walking, bike) or public transport.

This provides broader infrastructure data on whether for example, there may be a need to lobby or support the local authority to extend a cycle path and it also delivers vital insights into the usage of buildings across an estate. For example, the software may find that despite needing to spend £10 million on one building and £8m on another, the first site is much more practicable for most of the commuters.

Says Aird: “We’ve used this mobile data within Amey to look at locations and divestments within our own estate. It’s a powerful tool that we’ve shared with some local authorities to help them determine where best to concentrate their building resources.”

It is clear from our conversation that digital innovations are helping create a comprehensive view of estates which helps customers make clearer decisions. It’s also apparent that leveraging AI alongside human expertise is helping organisations implement changes more efficiently.

But with so many solutions coming into the market, what does Aird see as the next big thing?

“We’re keeping an open mind,” he says, “because we don’t want to just collect data for the sake of collecting data, but rather understand what our customers want and how we’re going to help them achieve that. We are however keeping a close eye on the market for potential acquisitions and we’re also keen to form an R&D partnership with innovators such as Grid Edge.

“But our principal role is in proving that any digital innovation works before we put it in front of the client. Because it is, as I said, an extension of ourselves.”