Focusing on key global cities such as Singapore, Amsterdam, Dubai, Tokyo, London, New York, Melbourne and Buenos Aires, the report provides deep insights into the evolving nature of work, highlighting significant shifts in workplace strategy, technology adoption, and employee expectations.

As to key trends, the report underscores a surge in hybrid working models: although the return to office is gaining momentum, 85% of organizations are now prioritizing flexible work arrangements, which is reshaping business districts.

It also identifies AI-driven automation as a major driver of efficiency, with 72% of companies integrating artificial intelligence (AI) tools to streamline operations; smart mobility and AI-driven solutions are transforming urban life and the infrastructure.

Sustainability remains a key focus, with businesses increasingly investing in eco-friendly office spaces and carbon-neutral policies; cities are prioritizing sustainability, inclusivity, and connectivity to build a better future

As well as identifying these key trends, the report reveals three core categories of cities:

• Innovation-led cities (e.g., Singapore, Amsterdam, Dubai) are rapidly evolving and heavily investing in innovation and people.
• Steadily evolving cities (e.g., Tokyo, London) are leveraging their size and resources for gradual change.
• Adaptive cities (e.g., New York, Melbourne, Buenos Aires) are showing resilience and adapting to pressures.

Commenting on the findings, Philip Ross, CEO of UnGroup (UnWork, WORKTECH and WORKTECH Academy), stated:

Work is undergoing a fundamental transformation. Organizations must embrace innovation, from AI-powered workplaces to dynamic hybrid strategies, to stay competitive. Our report provides a roadmap for leaders navigating this rapidly changing landscape.

By taking a deeper dive into eight world cities, this report aims to show how a greener, smarter, more inclusive and more connected urban future is being built in specific locations and under specific conditions. Businesses that adapt to these trends, and successfully align technology, culture, and sustainability will be best positioned for long-term success.

Wish You Were Here: Eight World Cities Shaping the Future of Work is available to WORKTECH Academy members (others may join today to access it).

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For decades, IFMA has recognized and championed the business case for energy efficiency — highlighting its role in enhancing U.S. economic competitiveness, reducing environmental waste and strengthening national security.

Consumers and businesses alike rely on Energy Star ratings when making informed decisions about appliances and equipment. Eliminating this publicly funded resource without consulting the industries and individuals who depend on it is shortsighted and irresponsible. Dean Stanberry, immediate past chair of IFMA

Facility managers face the realities of energy management every day. Commercial buildings are among the largest consumers of electricity in the United States, making them key targets for energy-saving opportunities. Facility managers not only reduce operational costs through energy-efficient strategies but also educate building occupants on best practices and emerging technologies.

Energy Star is not just for U.S. households — it’s a global benchmark with far-reaching influence across commercial facilities of every type. From HVAC systems to lighting, life safety equipment and manufacturing tools, Energy Star provides independent, trusted confirmation of quality and efficiency. Facility managers, building owners and employers depend on this program to maintain healthy, sustainable workplaces that support core business functions. Michael V. Geary, CAE, President & CEO of IFMA

IFMA says it remains committed to collaborating with policymakers and industry stakeholders worldwide to promote efficiency, innovation and sustainability in the built environment.

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Energy savings of up to 15%

Advantages of PCM ceiling panels stem from the fact that they support thermal comfort with no mechanics, energy expenditure, or fossils fuels to burn! A valuable, sustainable solution for a world prioritizing decarbonization, ceiling panels with PCM technology can reduce energy costs and consumption by as much as 15%.* By enabling energy savings, these ceilings offer advantages including:

• Reduced reliance on fossil-fuel powered HVAC systems
• Less wear on HVAC systems — critical to facilities with aging systems and strict budgets
• Improved thermal comfort — especially well-suited for changing climates or environments with daily hot-cold fluctuations
• Ability to enhance indoor environmental quality with features like acoustical sound blocking and absorption
• Easy installation and little-to-no maintenance

Energy-saving ceiling products also fit into the thermal comfort portion of the WELL Building Standard and can contribute to energy and atmosphere credits for LEED.

Up to 50% in tax credits

While the above advantages can work to help a facility realize ongoing savings related to lower energy consumption and less reliance on mechanical heating and cooling — a project owner can get a “head start” on cost benefits because PCM ceiling panels qualify for certain tax credits. Projects utilizing energy-saving ceiling panels may qualify for Investment Tax Credit (ITC) 48E, which was introduced under the Inflation Reduction Act of 2022 and offers tax incentives for investments in clean energy technologies. Because of their thermal energy storage properties, most projects using PCM ceiling panels may qualify:

• Up to 40% federal tax credit
• Additional 10% tax credit if the project is deployed in an “Energy Community.” (i.e., a Brownfields site or fossil-fuel-dependent community)

When investing in energy-saving ceilings for a project, consider a solution that helps you maximize tax savings opportunities. For example, when installing an Armstrong Templok Energy Saving Ceiling, the ceiling panels, and associated grid, trim, and labor all qualify for tax credits under ITC 48E. Moreover, these panels are made in the U.S.A. of domestic and global content, meeting a requirement for additional tax savings.**

Qualifying energy saving ceiling projects include those of taxpayers and non-taxpaying entities and span multiple sectors, including:

• Public — such as government entities
• Private — corporations, healthcare facilities and others
• Education — K-12 and higher education
• 501 (c)(3) charitable organizations

The list of ideal projects is extensive and includes K-12 schools, public and private universities, dorms, museums, hospitals, nonprofit offices/facilities, military bases, courthouses, faith-based buildings, convention centers, and arenas — to name a few. In addition to getting information from the ceiling manufacturer, it’s important to consult your tax advisor to confirm qualification of your project.

More affordable, more sustainable

Thanks to tax credits, the use of energy-saving ceilings could make your next construction or renovation project more affordable. And, with PCM technology helping reduce energy costs, the impact on your bottom line won’t stop there. You can learn more about energy saving ceilings and related tax credits by visiting Armstrong Ceilings.

Notes:

• *Cooling energy savings according to research estimates measured in lab tests. Results may vary.
• ** This article lists various federal tax credits and deductions that your project may qualify for when purchasing Armstrong TEMPLOK Energy Saving Ceilings. Please consult your own tax attorney or advisor.
• LEED is a registered trademark of the U.S. Green Building Council; WELL Building Standard is a trademark of the Well Building Institute.

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In the Department of Electrical and Computer Engineering at Texas A&M, Dr. Thomas Overbye, a professor and the Texas A&M Engineering Experiment Station Smart Grid Center director, and Dr. Jonathan Snodgrass, a senior research engineer, are working to understand the ramifications of the increased number of EVs on the power grid — and how to potentially use EVs to the grid’s advantage.

Dr. Snodgrass pointed out:

If everyone got an electric vehicle, it would more or less double the usage of the grid, and that’s a big deal. So, the question is, how do we leverage the flexibility of residential charging? Because if EVs are flexible, they can actually be an asset to the grid, not just a liability.

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Flexible charging is used to maintain balance, Snodgrass added. For instance, right now, when a user plugs their car in for the night, the car starts charging immediately, which adds strain on the grid, since the grid usually has its highest load between 4:00 and 7:00 p.m. However, if we can use the “smarts” in an EV charger to allow the utility company to change when the vehicle charges, the EV can truly become a flexible load.

Known as a price-responsive load, the EV could charge for the first three hours, then stop and start again, depending on what the grid can handle. All of this would consider a user’s driving needs and ensure their car is charged before they leave the next morning.

Dr. Snodgrass continued:

Suppose you get home at eight or nine at night after running your errands and picking up your kids. When you plug in your car, you don’t necessarily care when it charges, you just care if it’s going to have enough juice to get you to work and school in the morning.

Charging levels

Typically, charging EV batteries can range from hours to days, depending on the charging speed. Level 1 uses a standard 120-volt house outlet and can take days to fully charge a car or truck. Level 2 uses a 240-volt supply, the kind that water heaters need, and can charge most electric vehicles overnight.

If a user wants to quickly charge their EV, they use Level 3 fast chargers, which are high-speed charging stations. A fast charger at 50 to 350 kilowatts has the same electricity demand as 25 to 50 houses and can charge a car in 30 to 60 minutes. Since these stations have their own converters, the car does not have to rely on its slower internal converter. However, it’s a big load on the grid.

Imagine several people pull up at the same time to a charging station and plug in their EVs to DC fast chargers. A megawatt of load would be added to the power grid almost immediately, and the frequency of the grid would fluctuate because the balance between electricity supply and demand is off. The grid prefers a load that changes predictably and smoothly.

Dr. Snodgrass explained:

The power grid can handle multiple megawatt loads, switching in and out, but it puts pressure on the grid. It’s not designed for that. It’s like, can you drop a glass on the floor without it breaking? Yeah, totally. But it’s not designed to be dropped on the floor. It was designed to be placed down carefully and lifted up carefully.

Partnerships

The research team is working with the Texas A&M Transportation Institute (TTI) and ElectroTempo, a leading software firm and a startup out of TTI.

Dr. Snodgrass remarked:

TTI is one of the best transportation centers in the world, and we have one of the best grid modeling groups in the country led by Professor Overbye, the group leader for energy and power in the electrical and computer engineering department. For a university, we have some of the best grid modeling and simulation capabilities in the world.

ElectroTempo takes real transportation data (i.e. real miles traveled) and converts it to EV miles to determine a forecasted load. They pass the data to Overbye’s team, and they perform grid simulations to make predictions about the impact it would have on the grid if “x” percent of people switched to EVs.

With that information, they could inform utility companies if distribution, transmission lines or transformers need to be upgraded or if they could expect overload problems in certain areas. Some of those issues could be solved by shifting the EV load around or by replacing power lines or transformers before they become overloaded.

Dr. Snodgrass concluded:

In some cases, it may not be worth electrifying a certain area. For example, utilities should tell people who live in this neighborhood, if you really want electric vehicles, the first 10% of customers can electrify, no problem. After that, they will have to pay a surcharge because utilities will need to upgrade your line. It depends on how utility companies want to handle it.

Funding for this research is administered by the Texas A&M Engineering Experiment Station (TEES), the official research agency for Texas A&M Engineering. Learn more at the Smart Grid Center.

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This information is intended as a guide for architects, owners, building managers, contractors and others in the building industry who are interested in the proper care and maintenance of finished architectural aluminum.

Carl Troiano (Trojan Powder Coating), vice chair of the FGIA Architectural Aluminum Handling, Cleaning and Maintenance Task Group, explained:

This guideline will benefit all those involved in the entire process from manufacturing and fabrication, installation and future maintenance of a project.  It is the most current specification to help deal with the cleaning and maintenance guidelines to assist in the prevention of damage to the finished aluminum surfaces. FGIA and its members have been able to provide a concise specification to assist in maintaining the longevity of anodized surfaces, painted and powder coated aluminum surfaces including cleaning recommendations and care after installation.

AAMA 609 and 610-25, Cleaning and Maintenance Guide for Architecturally Finished Aluminum, as well as other documents available from FGIA, may be purchased from the online store at the discounted member rate of $25 or the non-member price of $70.

For more information about FGIA and its activities, visit FGIAonline.

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Overview

In a small community where resources are finite, Union City, Indiana, faced the challenge of upgrading critical infrastructure while balancing financial, sustainability, and community priorities. Through a strategic partnership with ABM, the city implemented a comprehensive energy, lighting, HVAC, and infrastructure upgrade that exceeded financial, operational, and community goals — maximizing outcomes while minimizing waste.

“ABM played a critical role in helping us identify what we could be doing better — how we could be more efficient and sound from an infrastructure perspective,” said Union City, Indiana, Mayor Chad Spence. “Their expertise helped us hit the mark on sustainability, financial responsibility, and community impact.”

Challenges

Union City’s historic infrastructure, including a museum housed in a former railroad hotel, required urgent repairs. Leaky roofs and outdated systems posed risks to both the buildings and their irreplaceable contents. Additionally, high energy consumption — particularly at wastewater treatment facilities — placed a significant financial burden on the city’s budget, limiting opportunities for community growth and development.

Key challenges included:

• Aging infrastructure in need of modernization
• High energy costs straining the city’s budget
• Preserving historic structures while improving efficiency
• Overcoming permitting and regulatory hurdles for renewable energy solutions

An engineering and infrastructure solution

ABM’s industry-leading Engineering & Infrastructure Solutions team, led by Chris Mastrianni, Joe Boetsch, Ann Smith (LEED AP), and Erick Dustin, worked closely with Union City leadership to design a future-focused plan.

Key project components:

• Energy efficiency and sustainability: Integration of solar arrays to reduce dependency on the grid and lower operational costs
• Infrastructure upgrades: Modernization of lighting, HVAC systems, and wastewater treatment facilities to improve efficiency and performance
• Financial innovation: A strategic financial model that leveraged energy savings to fund additional infrastructure improvements
• Community impact: Reinvesting cost savings into critical areas such as parks, streets, and sidewalks

Results and impact

By thinking outside the box and leveraging innovative solutions, ABM helped Union City achieve:

• Significant energy cost savings – Enabling reallocation of funds to community growth initiatives
• Improved infrastructure efficiency – Enhancing operational performance across city facilities
• Preserved historic structures – Protecting the city’s heritage while modernizing key assets
• Sustainability and resiliency – Positioning the city for a more energy-independent future

Union City powers a sustainable future

Union City’s successful partnership with ABM showcases how smart infrastructure investment can drive long-term sustainability, financial efficiency, and community growth. By prioritizing innovation, fiscal responsibility, and sustainability, Union City has set a precedent for how small communities can thrive through strategic energy and infrastructure improvements.

The “ABM Partners with Union City to Upgrade Municipal Infrastructure” video and transcript are available at ABM.

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The problem is most companies don’t treat building automation this way. They approach it as a necessary expense, focusing on immediate operational needs, short-term projects and the latest shiny platforms, without a cohesive strategy. This mindset turns automation into an endless series of costs, instead of what it truly can be: a powerful investment designed to compound operational and business value over time.

To change this narrative, we need to reframe how we think about building automation. What if we managed it like Berkshire Hathaway manages its investments? What would it take to build an automation and integration portfolio that not only supports business operations but drives them forward with the same clarity, confidence, and long-term payoff as Buffett’s legendary stock picks? Let’s break it down.

The core philosophy: Building automation as an investment, not an expense

At the heart of Buffett’s success is a simple philosophy: focus on intrinsic value, invest with a long-term horizon, and avoid unnecessary risks. This approach isn’t just for Wall Street; it’s equally powerful in the world of building automation and integration.

Most organizations treat automation as a utility implemented to meet a baseline need, with the primary goal of keeping costs low. But that’s like building a financial portfolio by simply buying the cheapest stocks available. It’s reactive, shortsighted and often expensive in the long run due to inefficiencies, integration challenges and missed opportunities.

Now flip that mindset. Imagine treating every automation and integration decision as if it were an investment with the potential to either compound value or drain resources over time. Instead of asking, “How much does this cost?” start asking, “What’s the long-term return on this investment?” This shift in thinking creates discipline, clarity and purpose. It forces leaders to evaluate automation not just for its features or price tag, but for its strategic fit, scalability, and impact on operational and business goals.

Applying Buffett’s principles to building automation

Warren Buffett’s investment principles aren’t complicated, but their simplicity hides profound wisdom. When applied to automation, they create a framework for making smarter, more strategic decisions.

1. 

   Value over price — Buffett famously said, “Price is what you pay; value is what you get.” In building automation, it’s easy to chase the cheapest solution or the flashiest new platform. But the real question is: what value will this technology deliver over time? A higher upfront cost might yield greater long-term efficiency, scalability, and security — delivering a better return than a cheaper alternative that becomes obsolete or requires constant workarounds.

2. Circle of competence — Buffett only invests in businesses he understands deeply. Similarly, companies need to make automation decisions within their “circle of competence.” This doesn’t mean avoiding innovation, but it does mean ensuring that decisions are informed by a clear understanding of how technology fits into the broader operational and business strategy. Too often, organizations invest in platforms they don’t fully understand, leading to poor adoption, misalignment, wasted resources and the lack of delivering outcomes.
3. Margin of safety — Buffett always looks for a margin of safety — an investment buffer that protects against unforeseen risks. In automation, this translates to resilience. Are your systems designed with redundancy? Is your cybersecurity posture strong enough to withstand unexpected threats? Do you have backup strategies for critical operations? A well-managed automation portfolio isn’t just about efficiency; it’s about durability in the face of uncertainty.
4. Long-term thinking — Perhaps Buffett’s most defining characteristic is his patience. He invests for the long haul, ignoring short-term market noise. In building automation, this means resisting the temptation of quick fixes that don’t align with the company’s strategic goals. It’s easy to get excited about the latest platform, but does it support where the business wants to be in five or ten years? Sustainable growth comes from technologies that integrate, scale, and adapt over time — not from chasing every trend.

Becoming the “Warren Buffett of Building Automation” in your organization

So, what does it take to earn that title — the person whose automation and integration decisions are as trusted and respected as Buffett’s investment calls?

• Clarity in decision-making is key. Just as Buffett has an investment thesis for every stock he buys, building automation leaders should have a clear rationale for every major technology decision. What problem does it solve? How does it align with business goals? What outcomes do I want to achieve? What’s the expected return on investment — not just financially, but in terms of operational efficiency, sustainability, and scalability?
• Patience and discipline are equally important. In the fast-paced world of building technology, it’s easy to feel pressured to act quickly. But speed without strategy leads to mistakes. The best automation leaders know when to move fast and when to pause, assess and make deliberate choices.
• Data-driven judgments separate great leaders from average ones. Buffett doesn’t invest based on hype; he relies on data, analysis and rigorous evaluation. In automation, this means leveraging performance metrics, energy usage trends, cost efficiency and business impact to guide decisions.
• Decisive allocation is crucial. Not every technology deserves equal attention or investment. Great building  automation leaders know where to double down — investing heavily in platforms that drive efficiency and adaptability — and where to cut losses on underperforming systems. Just like managing a financial portfolio, the goal is to maximize returns while minimizing waste.

Managing risk like a pro: The Berkshire Playbook for building automation

Buffett doesn’t fear risk; he manages it. He avoids unnecessary risks while embracing calculated ones that offer strong potential rewards. This mindset applies perfectly to automation, where risk management isn’t just about cybersecurity, it’s about operational resilience.

For example, consider vendor risk. Many companies become overly reliant on a single provider without considering the long-term implications. What happens if that vendor’s pricing model changes, their service quality drops, or they go out of business? A Buffett-style approach diversifies dependencies without creating unnecessary complexity.

The same goes for technical debt. Just as Buffett avoids companies with poor financial fundamentals, smart automation leaders avoid solutions that are fragile, overcomplicated, or unsustainable. The goal is to build systems that are as robust and adaptable as a well-diversified investment portfolio.

Are you managing automation like Warren Buffett would?

If you’re serious about transforming how your organization approaches building automation, ask yourself:

• Do you have a clear, strategic rationale behind your major automation investments?
• Are your decisions driven by long-term value, not just short-term fixes?
• Is your automation portfolio resilient, adaptable, and aligned with your business goals?
• Are you actively managing risks — or just hoping things won’t go wrong?

If the answer to any of these questions is “no,” it’s time to rethink your approach.

The legacy of strategic building automation leadership

Becoming the Warren Buffett of building automation isn’t about being the smartest person in the room. It’s about being the most disciplined, strategic, and focused on long-term outcomes. Because in the end, great automation leadership isn’t about technology, it’s about creating lasting business value.

So, the next time you’re faced with an automation decision, ask yourself: “Am I managing this like an expense — or like an investment that will shape the future of this company?”

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The newly formed team will be led by James “Woody” Woodruff, who was recently promoted to vice president of Commercial Business and is a member of the company’s Executive Leadership Team.

The announcement comes after significant product launches focused on the commercial segment including its most recent introduction of Rinnai Commercial Boilers, a full line of wall hung and floor standing commercial grade boilers ranging up to one million BTUs. The new organizational structure includes a dedicated commercial heating and water heating sales team, a team of engineers specializing in system designs, and an operations team focused on supporting the company’s national account business.

Woodruff commented:

I’m excited for the opportunity to take on this new leadership role at Rinnai as we continue to focus on developing and expanding our product and service offering in the commercial segment. We have a great team in place and are ready to aggressively pursue new growth opportunities.

Frank Windsor, president of Rinnai America, remarked:

Woody has a solid track record of developing and executing strategies to grow in the commercial segment. Under his leadership we are well positioned to grow our commercial market share in the North American market.

Woodruff joined Rinnai in 2017 as director of Commercial Sales and was later promoted to senior director of Commercial. Prior to joining Rinnai, Woodruff held sales leadership positions with other well-known organizations including Rheem and Kohler Company. He earned his undergraduate degrees from Western Carolina University and Florida State University, and earned his MBA from Auburn University.

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The NFPA 660 introduces a risk-based, performance-oriented approach, allowing tailored safety measures based on specific risks. The standard refines Dust Hazard Analysis (DHA) requirements within a unified framework, enhancing clarity and removing redundancies. Additionally, it includes industry-specific chapters to address unique risks.

Eric Potorski, industrial vacuum specialist at Goodway Technologies, stated:

Making sure that our customers are purchasing the right equipment to safely address their environment and application has always been a top priority for us. Our robust and detailed consultation helps gather the necessary information to understand the material they are collecting, the environment and the disposal process. This thorough analysis is an effective, safe and necessary standard to be compliant with your DHA.

Goodway Technologies, a leader in industrial cleaning and maintenance solutions, is providing next steps to help businesses comply with NFPA 660:

• Review the standard: Familiarize yourself with NFPA 660 and understand how it applies to your facility.
• Conduct a Dust Hazard Analysis (DHA): If you haven’t already, perform a DHA to identify and mitigate potential hazards.
• Update safety procedures: Adjust your safety protocols and training programs to align with the new standard.
• Invest in proper equipment: Ensure you have the right dust collection, ventilation and housekeeping systems in place.
• Work with experts: Consulting with combustible dust safety professionals can help streamline compliance and enhance workplace safety.

Potorski continued:

This unified standard helps facilities proactively identify a more consistent approach to hazard management. Our team can provide consultation to help incorporate routine maintenance and find the right solutions for the right applications.

To help reduce potential hazards associated with combustible dust explosions, facilities can also implement the following best practices.

1. Ensure access to all hidden areas of the facility. Evaluate dust buildup on every horizontal surface, including ductwork, beam and joist surfaces, and areas above suspended ceilings.
2. Frequently inspect for dust. OSHA inspectors look for accumulations of 1/32 of an inch, which is about the thickness of a standard paper clip. Immediate cleaning is necessary when a layer of that amount covers a surface area equal to 5% of the floor area.
3. Implement regular cleaning intervals. Develop a plan for timely cleaning, ensuring that work cycle dust is removed concurrently with operations and not allowed to accumulate. Be cautious of dust dispersion during housekeeping.
4. Relocate dust collectors outside. Dust collectors with a volume greater than 8 cubic feet should be situated on the exterior of buildings to limit risks.
5. Ensure electrical wiring and equipment are approved for dust hazard conditions. OSHA recommends using proper electrical equipment in hazardous locations to eliminate a common ignition source.
6. Use certified industrial vacuums for picking up explosive material. In hazardous dust environments, “explosion-proof vacuums” approved for Class II conditions should be used to prevent sparks.
7. Control ignition sources. Post “No Smoking” signs, control static electricity through bonding and grounding equipment, and provide necessary personal protective equipment (PPE) to prevent ignition from static electricity.
8. Perform regular preventive maintenance on equipment. Faulty equipment is a common cause of ignition.
9. Train employees to recognize and prevent hazards. Proactively train new employees before they start work and periodically refresh their knowledge. Employees should understand safe work practices, as well as plant programs for dust control and ignition source control. Encourage employees to report unsafe practices and foster a company culture of safety. If fine dust, powders or other flammable materials are used in the facility, consider implementing these tips to enhance preparedness.

While this information can serve as a reference, it is important for plant and facility managers to discuss best practices with their safety officer or maintenance personnel before selecting equipment or implementing safety and preventative maintenance measures.

For more information on Goodway Technologies’ diverse line of industrial vacuums, visit Goodway.

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AI in the building maintenance industry leverages machine learning algorithms and data analytics to enhance efficiency, cost-effectiveness, and overall performance of building maintenance processes. Used for predictive maintenance, energy management, and smart building management systems, AI technologies come with a host of benefits.

Recent technologies are able to summarize maintenance schedules for quick reference, highlighting asset types and locations, easing the process for engineers and facility managers. Similarly, AI is capable of analysing asset register data to automatically identify and map appropriate maintenance schedules to each asset — a task that frequently takes months to do manually.

While spotlighting the advantages AI can bring to maintenance professionals, the industry must also be aware of its pitfalls.

What are the pros of using AI technologies in a building maintenance strategy?

1. Cost reduction 

AI can automate the repetitive tasks associated with setting up maintenance plans and ensuring they are optimal and legally compliant. Efficient and effective maintenance relies on a strong understanding of the facilities and assets that require maintenance and an informed plan to address them. AI provides a new capacity to create a deeper understanding that would be unfeasibly costly to implement using human resources.

AI can be used to minimise maintenance costs by decreasing unplanned downtime and optimising energy consumption.

As AI provides real-time data analysis and insights that can help facility managers make more informed operational decisions, this can reduce the likelihood of costly errors in judgment.

2. Time efficiency 

By automating tasks, AI tools can help maintenance professionals work more efficiently by streamlining processes and cutting down on timely repetition.

AI software tools can assist with many traditionally manual tasks, speeding up repetitive processes and helping to standardise data. In the long term, this can save those responsible for building maintenance both time and effort, which can be used in more strategic, high-impact areas.

3. Maximises asset lifespan 

AI-powered solutions can extend asset lifecycles by predicting potential failures before they occur.

By recommending the best timing for maintenance (not applicable for statutory requirements), AI can, in turn, prevent both over-maintenance, which can cause unnecessary wear, and under-maintenance, which can lead to premature failure.

4. Provides more reliable reporting and analytics 

AI in facilities management is incredibly helpful for collecting, analysing, and simplifying the array of information involved with building maintenance and its associated responsibilities, including diagnosing problems.

Machine-learning AI can interpret data from various sources, including sensors and real-time user inputs, to identify patterns and make intelligent, personalised predictions about building management needs, for example, previous patterns of equipment failure.

In the past, data had to be sorted manually, with decisions often being made without clear, evidence-backed reasoning. Now, through machine-learning AI, data reporting and analytics can be achieved faster and more reliably than ever before, lowering the risk of human error.

What are the cons of leveraging these technologies?

1. High initial costs

Despite its benefits, the implementation of AI in building maintenance is not without challenges – the most obvious being the initial cost of deploying AI systems, such as sensor installation and integrating AI solutions. This upgrade can be particularly costly for older buildings.

Implementing AI systems can require significant upfront investment in hardware, software, and training, so careful planning and budgeting are essential for a successful and cost-effective onboarding.

2. Data Privacy and Security Concerns 

As AI systems collect and process large amounts of sensitive building and occupant data, this may cause privacy and cybersecurity concerns for an organisation.

As AI systems require high-quality, consistent data to function effectively, poor or incomplete data can lead to inaccurate insights or decisions.  In other words, AI is only as good as the data that goes into it.

Ensuring this data is collected, stored, and used in compliance with privacy regulations is crucial.

3. Overreliance 

Industry professionals must always approach AI adoption with caution and not fall into a cycle of overreliance. Artificial intelligence tools are not infallible; they require rigorous data validation and continuous human oversight. Facility management systems are complex and demand nuanced interpretation that AI algorithms may not fully comprehend

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