Smart Farnek launches HITEK solution 4.0
DUBAI, UAE, 11 July 2021: UAE-based smart and green facilities management (FM) company, Farnek, today unveiled its new 24/7 command and control room, located in Farnek Village, the company’s new staff accommodation centre in Jebel Ali.
Making the announcement through a Press release, Farnek said that through its 5G and Wi-Fi 6-enabled, operational ‘nerve centre’, it will be able to take advantage of increased bandwidth, ultra-low latency and enhanced security, to connect assets from multiple sites, so that they can be centrally monitored and managed.
This, Farnek said, will allow it to rollout connected and transformative applications of technology that not only uplift the face of FM digitalisation but also offer enhanced efficiency. This is achieved through the concept of a digitally connected workforce and customers, to its in-house stream of technically advanced and cost-effective solutions, utilising the Internet of Things (IoT), Cloud, Machine Learning (ML) and Artificial Intelligence (AI) based technologies, amongst others, the company said.
Following a tour of Farnek Village and the inauguration of its command and control room, H.E. Frank Eggmann, Consul General of Switzerland to Dubai said: “I was particularly impressed with the innovative approach Farnek has taken by developing its own in-house ‘Swiss made’ technology. Equally impressive is the way this is being utilised, which will not only improve cost-efficiency but also has staff welfare and sustainability at its core. This is an excellent example of Swiss state-of-the-art technology at its very best.”
According to Farnek, beyond operational efficiencies and sustainability, its HITEK solution 4.0 will save its customers significant amounts of money. The company said it has estimated that it can save up to 17% in manpower costs after traditional FM operational management has been transferred to HITEK’s smart management.
In addition, through IoT sensors, there is also the massive benefit of predictive and proactive maintenance, which can reduce downtime and improve the lifecycle of assets, facilitating remote monitoring with a fully connected and mobile workforce, Farnek said.
Markus Oberlin, CEO, Farnek, said: “In the case of manhours, a centralised system can manage multiple sites, whereas operating a traditional Building Management System (BMS) could well require a series of operators in each building. In addition, they may not be experts in every aspect of facilities management and probably will not have the advantage of benchmarking property performance.”
So far, Farnek said, its in-house technology team has developed initiatives, such as a smart washroom, wearable technology, eProcurement, telematic solutions, facial recognition as well as benchmarking and forecasting software to make buildings more sustainable.
Oberlin said: “As the technical specifications of 5G continue to evolve and expand that will capture and encourage even more advanced IoT and AI applications, which could start to become a reality, next year. So, we want to be ready to capitalise on these market opportunities, just as soon as the technology and connectivity is available.
“It is certainly going to take remote FM work to a whole new elevated level, enabling technicians to carry out tasks in either virtual reality or augmented reality environments, which are absolutely ideal for training purposes as well.”
According to Farnek, standalone 5G deployment consists of user equipment – the RAN and NR interface – and the 5G core network, which relies on a service-based architecture framework with virtualised network functions. Network functions that usually operate on hardware, become virtualised and actually run as software, the company said.
Javeria Aijaz, Senior Director – Technology & Innovations, Farnek, said: “We have managed to develop our own 5G network infrastructure-based intelligent and connected platforms, which has its own cloud-native network core, which connects 5G New Radio (NR) technology, and non-standalone (NSA) infrastructures, which still partially rely on existing 4G LTE infrastructure.
“Until Etisalat and Du are able to build out the independent infrastructure needed for 5G, our approach uses a combination of 5G Radio Access Network (RAN), 5G NR interface, and existing LTE infrastructure and core network to provide a 5G-like experience.”
KRN gets new Global Commercial Director
DUBAI, UAE, 28 June 2021: India-headquartered KRN Heat Exchanger & Refrigeration Pvt. Ltd., which manufactures heat exchangers, said it has appointed Raja Subramanyam as its Global Commercial Director.
Based in Dubai, Subramanyam will be responsible for KRN’s international growth, starting with Middle East and Europe, the company said in a Press release. Prior to this, Subramanyam worked as an independent cold chain consultant, drawing from a wealth of experience through his tenures at Carrier, Emerson and Ingersoll-Rand, the company said.
Speaking on his new role, Subramanyam said: “KRN has a state-of-the-art factory spread over 80,000 square feet in Rajasthan, India, from where it produces nearly a million world-class units per year. After creating a name for itself in India and having increased its production capacity, last year, it’s only natural for the company to foray into international markets. Despite the pandemic, the company’s growth plans are robust, and I look forward to establishing the company’s presence globally.”
Santosh Kumar Yadav, Chairman & MD, KRN, said: “In Raja, we see an ideal leader, who, with his international, versatile experience of 25 years across diverse verticals, can strategize our entry into different markets and take KRN to the next level of success. We are committed to support him to become a valued and reliable partner to HVACR principals, worldwide.”
Subramanyam holds a BE degree in Mechanical Engineering from Kumaraguru College of Technology, in Coimbatore, India. He is passionate about digitalisation and has initiated the need for digital transformation of cold chain technical assets through serving as Chair of the 10th edition of Food Chain, on May 31 in Dubai.
IRENA report charts pathways to further accelerate energy transformation
Berlin, Germany, 14 April 2019 – As the urgency to take bold climate action grows, new analysis by the International Renewable Energy Agency (IRENA) finds that scaling up renewable energy, combined with electrification, could deliver more than three quarters of the energy-related emission reductions needed to meet global climate goals. According to the latest edition of IRENA’s Global Energy Transformation: A Roadmap to 2050, launched earlier in the month at the Berlin Energy Transition Dialogue, pathways to meet 86% of global power demand with renewable energy exist. Electricity would cover half of the global final energy mix. Global power supply would more than double over this period, with the bulk of it generated from renewable energy, mostly solar PV and wind.
“The race to secure a climate safe future has entered a decisive phase,” said IRENA Director-General Francesco La Camera. “Renewable energy is the most effective and readily available solution for reversing the trend of rising CO2 emissions. A combination of renewable energy with a deeper electrification can achieve 75% of the energy-related emission reduction needed.”
According to the report, an accelerated energy transition in line with the Roadmap 2050 would also save the global economy up to USD 160 trillion, cumulatively over the next 30 years in avoided health costs, energy subsidies and climate damages. Every dollar spent on energy transition would pay off up to seven times, the report said. The global economy would grow by 2.5 per cent in 2050. However, climate damages can lead to significant socioeconomic losses, the report added.
“The shift towards renewables makes economic sense,” La Camera said. “By mid-century, the global economy would be larger, and jobs created in the energy sector would boost global employment by 0.2 per cent. Policies to promote a just, fair and inclusive transition could maximise the benefits for different countries, regions and communities. This would also accelerate the achievement of affordable and universal energy access. The global energy transformation goes beyond a transformation of the energy sector. It is a transformation of our economies and societies.”
But action is lagging, the report said. While energy-related CO2 emissions continued to grow by over one per cent annually on average in the last five years, emissions would need to decline by 70% below their current level by 2050 to meet global climate goals. This calls for a significant increase in national ambition and more aggressive renewable energy and climate targets.
IRENA’s roadmap recommends that national policy should focus on zero-carbon, long-term strategies. It also highlights the need to boost and harness systemic innovation. This includes fostering smarter energy systems through digitalisation as well as the coupling of end-use sectors, particularly heating and cooling and transport, via greater electrification, promoting decentralisation and designing flexible power grids.
“The energy transformation is gaining momentum, but it must accelerate even faster,” La Camera said. “The UN’s 2030 Sustainable Development Agenda and the review of national climate pledges under the Paris Agreement are milestones for raising the level of ambition. Urgent action on the ground at all levels is vital, in particular unlocking the investments needed to further strengthen the momentum of this energy transformation. Speed and forward-looking leadership will be critical – the world in 2050 depends on the energy decisions we take today.”
Sustainable solutions, digitalisation are the way ahead
As the new BASF Vice President for operations in the Middle East, could you take us through the roadmap of the company?
BASF is an active partner in the industry in the UAE. We have been present in the region for over a century, and our office in the UAE dates back to the 1970s. You can, therefore, say that we are deeply rooted in the region. In addition to our regional headquarters in Dubai, we have offices in Abu Dhabi, Al Khobar and Cairo. In the UAE, we operate a state-of-the-art polyurethane system house in Dubai Industrial City and a production facility for construction chemicals in Dubai Investment Park. Our construction chemicals business also has sites in Saudi Arabia, Jordan and Egypt. In Bahrain, we operate a production facility for customised plastic additives. We have always aligned our business with the strategic vision and economic agenda of the governments in the region. What the visions have in common is not only a strong drive towards growth and economic diversification but also the realisation that having a commitment to sustainability is key to achieving long-term growth. We see unprecedented opportunities in various sectors to support these national priorities, and hence, we share our knowledge and expertise. After all, our commitment to sustainable solutions is anchored in the corporate purpose of BASF, which is to create a sustainable future.
To what extent is BASF reinforcing its commitment to sustainability, innovation and digitalisation, while also expanding its footprint across the region?
Our new strategy, which we presented in November 2018, aims at profit and a CO2-neutral growth. This means that we will decouple our greenhouse gas emissions from organic growth. To achieve this, we will improve the management, efficiency and integration of our manufacturing sites, and wherever possible, we plan on purchasing a greater share of electricity from renewable energy sources. We have already reduced emissions by 50% in absolute terms, compared to 1990 levels, while doubling our production in this period. In addition, we are working closely with a number of relevant stakeholders to drive sustainable water action and have been awarded a top ‘A’ rating by the international organisation, CDP, formerly the Carbon Disclosure Project. We also want to grow our share of so-called ‘accelerator’ products, including in the Middle East. Across all customer industries, we have identified 13,000 accelerator solutions. These are products that have made a substantial contribution to making the value chain more sustainable. An example of an accelerator product that is performing very well in this region is Neopor, an insulation material that offers improved insulation performance and contributes to climate protection and energy efficiency. Another example is Elastocool, a system made for the insulation of fridges and freezers. The material has a low-thermal conductivity by approximately 0.5 mW/mK, which enables the achievement of energy classes A++ and A+++. The fast cycling time leads to higher output in production, while high compressive strength values lead to lower material consumption per unit. In addition, digital solutions are helping us achieve our sustainability-related goals. Digitalisation presents opportunities, and by using digital technologies and data, we are able to create additional value for our customers and increase efficiency along with the effectiveness of our process. Digitalisation makes our business smoother and eventually makes it cheaper.
You mentioned that there is a strong drive towards localised, advanced manufacturing. What are the challenges you foresee, and how do you plan on tackling them?
When we look at Egypt, a key market in our region, we are increasingly serving local customers, whereas, in the past, a large part of our customer base was multinationals with a presence in Egypt. Other countries in the region, including countries in the Gulf, are also moving in a similar direction. Therefore, I see opportunities for BASF, rather than challenges. One driving factor will be localisation. We are already producing locally and will expand this in the future with the mixing, blending and packaging of materials. Local storage is also becoming increasingly important.
Facilio-led conference highlights challenges related to digitalisation in FM
The challenge faced by FM companies after having adopted digitalisation, in an attempt to establish measurable value and return on investments (ROI) was one of the key points of a panel discussion during Future Proof, a conference Dubai-based Facilio hosted on March 14 at the Palace Down Town in Dubai.
FM professionals in the region attended the conference. The panelists in the discussion included Fahad Mohamed, Technical Head FM, Deyaar Properties; Andrea Deutschbein, Director FM, EMAAR Malls Group; Stephen Hayes, Head of Facilities and Engineering (MENA), Marriott International and Sangeetha B, Deputy CEO, Al Fajer Facilities Management.
While moderating the discussion, Prabhu Ramachandran, Founder and CEO, Facilio, said: “Today, there is disparity, where few companies are highly digitised, while others are still on paper.” The ultimate digitalisation for real-estate, he said, is when you are able to monitor what’s happening in your building while being placed anywhere in the world.
Sharing her experience on how Al Fajer FM has embraced digitalisation, Sangeetha, said, “Technology has a large part to play in every organisation, and it also a part of our strategy.” Embracing technology, she added, enables FM companies to offer a comprehensive range of solutions. However, one challenge faced is that technology is not being readily accepted by clients as they don’t always see the value and are just looking at the cost factor, she added. “What needs to be understood,” she added, “is the ROI will come after six months to a year, post the adoption of technology.”
Sharing his experience, Hayes said: “We started adopting technology around 16 to 17 years ago and over the years.” We had all the activities in a single tool and would do quarterly reports with real-time reporting, he said. Highlighting the present situation on how the companies use dashboards to give cue into each of the properties throughout the world, he added, “Today, I can click into the property and drill down into the technician working on each property.” For the last three years, he said, we have got into measuring and using QR codes, Wi-Fi and real-time data, which enables us to monitor 250 properties across the Middle East region.
While the overall sentiment on the adoption of technology was positive, Mohamed highlighted that the main challenge was getting the buy-in from stakeholders. “There is a lot of technology available in the market; however, the challenge is in proving to the customer that it will be an added value,” he said. Elaborating, Sangeetha also pointed to a missing link in the adoption of technology in FM and said: “FM is a strategic player; however, what’s missing is that the client has to understand that adopting technology will be a value-add.” Echoing the thought was Deutschbein. She said: “FM is a big player, from both the client’s side and the service provider’s side.” The cost, she said, is always going to be a factor; however, we cannot cost cut for the sake of it, and standards cannot be compromised on.”
Pointing to personal experience, Mohamed added that in the year 2013, the company started off by connecting buildings to a system, which was remarkable. Utilising it, he said, helped remove BMS operators. The site, he added, is remotely monitored. As a result, he said, it also led to data collection. As if echoing Mohamed, Sangeetha said: “The adoption of technology has shifted focus to data collection, and I cannot stress enough on the importance of collecting data.” Elaborating on how it helps with any kind of analysis, she said, “Data helps in improving our services and will help study the ROI.” Elaborating on how Marriott International has been outsourcing the technology within the scope of FM to different teams, Hayes said, “Even our sub-contractors make use of technology, and we train them on how to use the tool.”