PATHFINDERS
42 | September 2019 | Commercial Design
GARY GROVER
VP – Administration, HDFC Life Insurance CompanyG
rover’s mantra of managing multiple
premises with a thin team is to
¶follow a structured approach’. $t
+')& /ife, an agenda was created wherein all
favourable workplace practices were compiled
under a single framework and the employees
contributed by auditing, surveying and more.
7 hese practices were developed on the basis
of lean management concepts. Over a period,
the application resulted in signiÀcant business results. 7 he practices and
programmes are linked with increased customer satisfaction, enhanced
employee satisfaction, enhanced safety and compliance, improved
Tuality of service delivery and structured world-class ofÀces.
7 o strive in an ever-changing environment, the )0 has torepeatedly get the right balance between emerging trends, design
and technology, spending appetite and sustainability. “We have
created a constantly evolving infrastructure template, wherein
we keep incorporating new learning. 7 he templates, when applied
during opportunities of refurbishment or new projects, have been
instrumental in keeping us agile, relevant and strict in delivering
customer delight,μ says *rover.
With varied tasks at hand, a structured and periodic performance
evaluation of tasks makes one more unvarying towards the goals, asserts
*ro ve r. 8 se of a balanced scorecard and a framework for optimal
measurement of performance, projects and inventory keeps a )0 leader
informed to be proactive and also undertake business-critical decisions.
$ structured review wherein fundamental points and analytical 0,6 are
tracked as a regime never fails a facility management.W
hile explaining the genesis of Qualcomm’s
facility, 6 hah says, “ 7 he driving force behind
the design was to provide an environment
that allowed employees to do their best work and
support their changing spatial needs over time. )lexibility
and sustainability went hand-in-hand and led the design
process.μ 7 he team always looked at past projects,
evaluated successes and then looked at future needs in
determining reTuirements. “All relevant stakeholders
are consulted early on in the design process to keep it as linear as possible. 7 he
facilities team were an extension of the construction team through various stages
— from material selection, site observation, weekly meetings, walkthroughs and
snags listings, etc,μ he adds. *iven that the goal was common for all, there were
extensive discussions on a few hurdles like the end date, cost, delivery decisions,
etc, to arrive at a consensus.
Being at the forefront of technology advancement, Qualcomm is one of the
Àrst to adopt performance improvement technology or system for its facilities.
A fully automated cafe, assessing realtime feedback, performance rating, invoicing,
automated data centre maintenance, eTuipped with checklists, 6 O 3 s on tabs,
effective tracking of costs system and process, etc, are just few of the verticals
that have been completely digitalised.
7 hrough the right selection of materials and eTuipment, the company recorded
a drop in its energy usage by % annually. 7 hey also source % of reTuired
energy from solar power. 7 hey have been able to save water by building 86*B&
/((' *old certiÀed building and providing water conservation methods
like auto sensor-based devices and through the sewage treatment plant that
provides grey water for Áushing, landscaping, cooling tower condenser water and
washing the exterior areas. 7 he company has also implemented a robust waste
management system, resulting in recycling 78% of its waste. All organic waste is
recycled at the company’s organic waste converter, while ha]ardous e-waste is
recycled in compliance.GAURAV SHAH
Director – Construction, Qualcomm