[6/22, 00:54] ifmslnig2064: Responsible for providing strategic leadership to the organisation and advancing the operations of the company by effectively interpreting, analysing, recommending, and implementing operational procedures and policies to support the business.

▪ Business Advisory: Support the delivery of the organisation’s strategic objectives, through the provision of expert advisory services to key internal stakeholders (i.e., Board of Directors, Executive Management and Department Heads) on leveraging on business technology to drive the achievement of business outcomes.

▪ Strategic Operations Oversight: Responsible for driving the development and implementation of strategic initiatives that sustain / improve the organisation’s competitive advantage through its operations function through the innovation /improvement of platforms, operating procedures, controls and overall service delivery.

▪ Business Support: Look to provide best-in-practice solutions to business goals, regulatory changes, operational procedures, and controls while supporting changing business needs.

▪ Regulatory Compliance: Proactively ensure internal compliance with ever changing regulatory landscape, by keeping abreast of the operational ramifications of regulations, and leading (where required) integrations / changes / modifications to internal systems, processes and procedures.

▪ Risk Management: Support the risk management process by identifying areas of concern and developing processes to mitigate risk.

▪ Operational Risk Management: Oversee business continuity management / disaster recovery preparations for the department, with the aim of ensuring business continuity in the event of disasters. The Position Holder is responsible for effectively identifying and managing the business risk inherent in operations and adherence of transactions and processes within the department to agreed service level agreements and operational standards, whilst minimising errors and costs.

▪ Data Management: Responsible for all aspects of data management, including investment performance, portfolio accounting, trade and holdings related data,pricing, security set-up. The Position Holder is also responsible for data governance and change management within the systems maintained by operations.

▪ Development of Enterprise Architecture: Support the organisation’s achievement of its strategic goals, through the application of a comprehensive approach towards conducting enterprise analysis, design, planning and implementation, towards improving its overall effectiveness, efficiency, agility, and durability.

▪[6/22, 18:40] ifmslnig2064: PRODUCTIVITY

Productivity level can make the difference between a thriving business and a struggling one.

That means that it is crucial that you can effectively measure the level of productivity in your organization and take a proactive and data-driven approach to improve it.

This will allow better utilize available resources, create more efficient workflows, reduce costs, and upskill your workforce.

There are various productivity metrics that you can track, such as:

Employee Productivity Rate (ERP) helps you understand how much time an employee spends on their work. It can help managers decide whether they need to hire more or fewer people to achieve their goals.

Employee Absenteeism Rate refers to the percentage of employees absent from work due to sickness or personal reasons.

Employee Attrition Rate measures how many employees have left an organization over a set period.

Employee Task Completion Rate refers to the percentage of work an employee completes within a set period.

Understand how you can use talent planning to identify the skills, capabilities, and competencies your business needs.

D&I Manager: Role Evolution

18 HR Skills Every HR Professional Needs [2023 Guide]>>>

Find out the most sought-after skills in HR, the impact of these skills, and how to develop them.

Develop your own employee satisfaction survey using the template in this article to understand your employees’ thoughts and feelings.

What is Employee Training (+How to Develop a Program)>>>

Discover how you can develop an employee training program to help your employees upskill and prepare for the future of work.

Conclusion

 AI may not take your job, but it will almost certainly change it. Tune in to this podcast to find out how you can start making AI work for you.

💬 Quote of the week: “Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.” — Paul J. Meyer.

[6/28, 07:38] ifmslnig2064: Facility management is a field that encompasses multiple disciplines to ensure functionality, comfort, safety and efficiency of the built environment by integrating people, place, process and technology. Facility management involves a range of third-party providers that must be carefully managed especially in hospitals and healthcare sector.

Facility management (FM) offers for hospitals a chance to reduce costs and to increase quality, process sequences, employee motivation and customer satisfaction. It is an integrated innovative approach to operating, maintaining, improving and adapting the buildings and infrastructure of the hospitals in order to create an environment that strongly supports the primary objectives of that organization.

As a critical element in the successful delivery of medical care, development of the FM tools in the hospitals will raise the effectiveness o

[6/29, 07:54] ifmslnig2064: FM-Cost management perspectives

When cutting costs doesn’t pay: The risky downside of insourcing FM services

In a volatile economy, businesses look for ways to curb costs. Many, still in post-pandemic recovery mode, are under extreme pressure as they manage against the threat of a recession and ongoing economic uncertainty. Saving money may seem like the logical solution, but in some cases, cutting costs can become a costly mistake, says facilities services provider

For many companies, facility services represent a relatively small 2-5% budget line-item cost. This deceptively small expense is one that many companies believe can be trimmed – often by bringing the responsibilities in house.

The challenge is that behind this seemingly prudent budget-cutting decision lurks a multimillion-dollar operational risk that financial, operational and facility leaders may not recognize when they choose to in-source commercial cleaning.

66% of FMs identify staffing and retention as a top challenge for 2023

Sixty-six percent of facility professionals identify staffing and retention as a top challenge for 2023, while 54% of FM managers and staff have left or have considered leaving their job in the past year. These results from the Facility Management (FM) Training Outlook Survey indicate the top challenges facing facility professionals today and how organizations can improve retention and overcome staffing pressures.

*FM-cloudbased services

Fast Cloud-based operating platform helps customers optimize the user experience through autonomous ,Cloud software provides intelligent monitoring, remote operation management, comprehensive reporting and automatic infrastructure diagnostics. The software also provides payment processing and is customizable with integrations such as customer loyalty programs, entry badges and parking systems.

The talent gap. FM’s next big risk

Like any organization, FM services teams are only as strong as their weakest link. For too many businesses, however, that link seems weaker than ever — or missing altogether. Why? It all comes down to talent, or the lack thereof. There are more open positions in trades like HVAC, plumbing and electrical than there are people to fill them. For instance, recent statistics show that 39% of HVAC tech jobs are unfilled. Add to that the approximately 20,000 people leaving these jobs each year due to retirement or career change, and the industry may be looking at a shortage of 53% of open jobs by 2025.

This type of industry risk has tremendous negative impacts on everything from equipment health and maintenance; to costs that spiral if systems break down and need to be fixed by specialty contractors or replaced sooner than anticipated; to the ability to retain tenants, who may balk at uncomfortable climates, plumbing breakdowns, and higher rent from more bill-back items in their lease contracts. With 76% of corporate employees preferring to work from home, and building occupancy hovering at about 50%, property owners — and facility executives — cannot afford unhappy tenants.

[7/5, 18:54] ifmslnig2064: Managing infrastructure risk:

Poor-quality scope production is one of the main causes and may be due to:

Incomplete definition of a project’s requirements and objectives

Ambiguity and a lack of clarity

An undermanagement of risk resulting in a lack of control during design and build

Consequently, clients are exposed to unexpected changes throughout the project’s life cycle causing significant schedule delays and higher costs. This impacts all stakeholders including contractors who face reduced profit margins.

We worked with industry experts and researched existing practices to identity key challenges, then considered how organizations can address these issues through improved scope development.

 simple steps infrastructure organizations can take to reduce risk through a well-defined scope.

Improve your understanding of scoping of infrastructure projects by tapping into existing good practice and standards

By bringing experts together to share insights and collaborate, we can help your organization identify priorities, shape consensus, and develop and leverage best practice that enhances innovation, productivity, sustainability, and safety. This includes assessments, strategic planning, and reporting.

We can help you to develop better infrastructure project scopes to enable effective collaboration, reduce downstream issues and help you develop clear, outcome-focused designs and specifications.

Get in touch if you are interested in leveraging good practice for scope creation or to get involved in shaping new standards to define best practice for future projects

[7/6, 10:33] ifmslnig2064: 1) As Financial engineer,I have immeasurable Strength of using  analytical expertise to solve finance problems.such as Blind spot: narrow focus

2) As Problem solvers.i have incomparable Strength of using focus and attention to detail to execute tactical solutions. Blind spot: inspiration

As Collaboration creators.i have significant  Strength: inspiring, motivating, and rallying people to solve complex enterprise issues. Blind spot: focus

4)  As Change agents.with high potency of  relevant  Strength: of envisioning  “big picture” with strategic lens to enterprise-wide issues. Blind spot: consumed by change.Hence have  twice as likely to achieve any “SMART” organizational objectives than peers.

[7/20, 12:54] ifmslnig2064: Kenny Odugbemi PhD ,role as a Strategic leader and efficiency manager is evolving faster to wear multiple hats,being able to flex between different types of functions to meet diverse need of public and private institutions,

 In this era of  5th industrial revolution characterized by rapid technological advancements,

Responsible for providing strategic leadership to the organisation and advancing the operations of the company by effectively interpreting, analysing, recommending, and implementing operational procedures and policies to support the business.

▪ Business Advisory: Support the delivery of the organisation’s strategic objectives, through the provision of expert advisory services to key internal stakeholders (i.e., Board of Directors, Executive Management and Department Heads) on leveraging on business technology to drive the achievement of business outcomes.

▪ Strategic Operations Oversight: Responsible for driving the development and implementation of strategic initiatives that sustain / improve the organisation’s competitive advantage through its operations function through the innovation /improvement of platforms, operating procedures, controls and overall service delivery.

▪ Business Support: Look to provide best-in-practice solutions to business goals, regulatory changes, operational procedures, and controls while supporting changing business needs.

▪ Regulatory Compliance: Proactively ensure internal compliance with ever changing regulatory landscape, by keeping abreast of the operational ramifications of regulations, and leading (where required) integrations / changes / modifications to internal systems, processes and procedures.

▪ Risk Management: Support the risk management process by identifying areas of concern and developing processes to mitigate risk.

▪ Operational Risk Management: Oversee business continuity management / disaster recovery preparations for the department, with the aim of ensuring business continuity in the event of disasters. The Position Holder is responsible for effectively identifying and managing the business risk inherent in operations and adherence of transactions and processes within the department to agreed service level agreements and operational standards, whilst minimising errors and costs.

▪ Data Management: Responsible for all aspects of data management, including investment performance, portfolio accounting, trade and holdings related data,pricing, security set-up. The Position Holder is also responsible for data governance and change management within the systems maintained by operations.

▪ Development of Enterprise Architecture: Support the organisation’s achievement of its strategic goals, through the application of a comprehensive approach towards conducting enterprise analysis, design, planning and implementation, towards improving its overall effectiveness, efficiency, agility, and durability.

▪Responsible for providing strategic leadership to the organisation and advancing the operations of the company by effectively interpreting, analysing, recommending, and implementing operational procedures and policies to support the business.

▪ Business Advisory: Support the delivery of the organisation’s strategic objectives, through the provision of expert advisory services to key internal stakeholders (i.e., Board of Directors, Executive Management and Department Heads) on leveraging on business technology to drive the achievement of business outcomes.

▪ Strategic Operations Oversight: Responsible for driving the development and implementation of strategic initiatives that sustain / improve the organisation’s competitive advantage through its operations function through the innovation /improvement of platforms, operating procedures, controls and overall service delivery.

▪ Business Support: Look to provide best-in-practice solutions to business goals, regulatory changes, operational procedures, and controls while supporting changing business needs.

▪ Regulatory Compliance: Proactively ensure internal compliance with ever changing regulatory landscape, by keeping abreast of the operational ramifications of regulations, and leading (where required) integrations / changes / modifications to internal systems, processes and procedures.

▪ Risk Management: Support the risk management process by identifying areas of concern and developing processes to mitigate risk.

▪ Operational Risk Management: Oversee business continuity management / disaster recovery preparations for the department, with the aim of ensuring business continuity in the event of disasters. The Position Holder is responsible for effectively identifying and managing the business risk inherent in operations and adherence of transactions and processes within the department to agreed service level agreements and operational standards, whilst minimising errors and costs.

▪ Data Management: Responsible for all aspects of data management, including investment performance, portfolio accounting, trade and holdings related data,pricing, security set-up. The Position Holder is also responsible for data governance and change management within the systems maintained by operations.

▪ Development of Enterprise Architecture: Support the organisation’s achievement of its strategic goals, through the application of a comprehensive approach towards conducting enterprise analysis, design, planning and implementation, towards improving its overall effectiveness, efficiency, agility, and durability.

▪I have been responsible for overseeing an organization’s technology strategy,

Exploring a growing trend in the tech industry: companies comprising of Telecommunication, energy management.

Outlined below is my areas of core competencies

As Global leader

1, Provide strategic leadership and oversee day to day operations ensuring smooth functioning and effective execution of all business inniatives

2,develop and implement  operational plan,policies, procedure to optimize efficiency and enhance overall effectiveness

3, Collaborate with executive team to define and execute organizational strategic goals while ensuring alignment with mission and vision

4, Establish and maintain strong relationship with all stakeholders and development patners to support organizational expansion

5, Lead,mentor,motivate diverse team fostering positive inclusive work structure that encourages team members personal growth

6, monitor, evaluate the performance of individuals, program, project,making data driven decision whilst implementing improvement as appropriate

7,Ensure compliance with legal and regulatory requirements as well as internal policies and ethical standards

8, Maintained excellence in communication and interpersonal skills with ability to build and maintain diverse stakeholders

9,Always proactive, result oriented and adaptable with ability to thrive given our dynamic fast space environment

10, possess capacity, competence to analyze complex situation and make sound decision that drive innovation and creativeness

11, Possess exceptional leadership skills with ability to inspire and motivate team toward achieving goals

 

As Accountant – focus on compliance and control with strict due deligence on financial reporting as conservative and risk averse leader,

As a Strategist – facilitate strategic actions at executive level , leveraging on my quantitative and qualitative acumen with focus on value creation

As a Distruptor- constantly engaged all stakeholders, focussing on latest trend and business model following industry benchmark standard

As Adaptor -Drive execution across organization with accuracy, speed and reliability

As Analyst- Ensure transparency and visibility with deep understanding of financial whilst communicating insight to overall leadership

As Technologist – Techy savvy to lead digital transformations leveraging on current technology AI, Sequencing, Robotic to lead digital transformations leveraging on Techy driven finance function to create efficiency

As Networker-Build strong and sustainable relationship,with patience, perseverance, resilience,agility to get significant work done through other whilst focussing on my innovative and transformative principle, process, procedure and best practices

As Environmentalist,well connected with policy makers,with ability to drive significant impact on decision making focussing on pure long term value creation considering, climate change,zero carbon cycleemissions credit rating,green energy,with emphasy renewable energy as other hybrids as appropriate

[8/23, 21:16] ifmslnig2064: FM-sustainability

Global Sustainability Transformation key decision making  is with the aim of understanding the current status and global trends around sustainability-transformation.  “

Sustainability transformation” as transforming business to bring about positive change in our environment, society and economies. this include the reduction of energy usage and CO2 emissions through continuous monitoring and the reduction of waste by implementing end-to-end traceability.

 sustainability transformation,

FM -Digitalization services

Digital transformation contributes to the achievement of sustainability goals. Based on the key success factors, the status of digital-led sustainability transformation by industry, and the outlook for technology implementation between 2025 -2030.

 challenges of realizing a sustainable with customers high standards for its corporate image and facilities stretching all the way to its restrooms. Committing to its quality mission,

Implementing the computerized maintenance management system (CMMS) is leading to equipment and process changes that are enhancing its corporate image, improving guest satisfaction and financially benefiting the corporation.

*WO- administration

facilities

Recurring Work Orders are in use to ensure that scheduled janitorial services and inspections periodically restore public areas to corporate standards. Between scheduled services for each restroom, there was no formal way to learn if maintenance was needed.

Facility managers (FMs) are responsible for being aware of the laws in their area and making necessary accommodations.

Conclusion

Facility management services pros explore zero energy, M&O, carbon neutrality, 

Key industry thought-leaders influence facility professionals to expand their knowledge and advance their skills  the entire key players to illuminate the integrated design process, including relevant issues, difficult challenges, and problem-solving techniques. Green Building Through Integrated Design is the most complete overview of green building project delivery methods available, and is a thorough blueprint that every member of the project team will find invaluable.

comprehensive exploration of facilities management concepts and applications, covering crucial aspects such as technology, maintenance, operations, and space management. By delving into key trends including technology integration, safety and wellness, energy efficiency and sustainable practices, participants gain a deep understanding of how these cross‐functional elements significantly influence and shape effective facilities strategies.