Adam engineering. Emily, I've presented in an inability value engineering sustainability projects. I've been told I can move around. Maybe those on the phone and dark not being able to hear these. A lot. We down I'm like turn. So it's an interesting perspective. This idea of men of reorienting value engineering. And so I wanted to spend a few minutes, you know, how do you cover a topic like this? You know, the challenges evaluation. Over the course of 25 minutes. I'm not going to spend a ton of time on or stories like gears what we did and here's how we did ABA, we fought with the evil general contractor, painted about Architect, but I'm happy to do that. They do and a, or whatever I definitely DO DO. This is a little bit of a I'm going to tell you what I'm going to tell you LU, about it. And then at the end. Once again, what's important as, as a takeaway in our work of capability within cross the entire corporate sector. That's kind of how we have to often approached the work that we do a lot about. Showing the business case, reminding them about why sustainability matters every single day. Binding everyone about. That's really kind of waterways. The work that we do. Before I dive into the, into the network, what we're going to talk about minute, just so you have it on track. So JLL thickness now, the second largest service in the world. We have 93000 people. Basically, all types of real estate services, everything from appropriate transaction, property management. That's probably where you see like JLL signs and logos around Brown at math. And then the division I work in project managers as odors representative, managing around us then to corporate interiors, all design, construction projects, asset classes. So more and more today, my team, which is if if the people in North America dedicated ability teams, which in the jail l timesteps everyone's I was saying that's like an impressive number of people. But I think in the sustainability context, that's actually a pretty sizable team. And maybe that scale is something that's a little interesting and informative in a context that work with you. But anyway, more and more, what we're doing is we're actually doing kind of the ESG integration strategy. Or real estate company or an organization will make this really impressive, you know, 2050 goal, something like that. And then very quickly they realized that they're both their corporate real estate or the real estate footprint is glyphicon percentage of that ESG target or narrow act. And they turned to us and say, Well now what do we do? Get there? And I use that as a feature and a transition where I was at is this is kind of by fundamentals, I guess is where the team, what the team was built out of wood, managing sustainability, complex, round up and interior that our project and a final kind of day, so much of the work is, Oh my gosh, we made this deal, announced this plan. What are we going to do across the portfolio? Do getting into the agenda? I will change the approach from value engineering hours, creating value good. So that's really like the big idea here. We want to start to think about value engineering rather just as a post-production process by or about as something where we're really tracking the overall value of these that we're trying to accomplish. Billy talking about kind of changing the definitely what value engineering can actually project and how it can be approached. I laid out on the strategic priorities of your patient IS, are really important in the out of micro context of the value engineering process. Though, if you're able to point to an organization's ESG priorities, are these large-scale strategic goals to change the conversation. That line item and value engineering. Getting leadership on board and reminding them that these are important priorities. App. That's it, That's an interesting processes as we talk about who's going to be those VII days and those decisions get made, then being able to turn towards leadership and adding that sustainability connections them so they can be reminded of, well, all this, you want it, hey, you told us and wanted that was 25 percent more efficient. Baseline. Do year on the list are five items. We're going to back from those goals. You need to actually have that communication. Doubtless. You're never going to have a chance to do that. Well, the team needs to know what and when. That's a good example of, you know, we're going to talk a lot about timing. Probably going to hear me discuss this a lot in value engineering and I think it'll really wrapped up in a ability benefits us. And in a lot of the times that a lot of that is driven by the timing of when those decisions actually happen. Though, you're trying to change lighting package once it's already gone and gone in for arm, it is much different. Adding power, poles or any programming or schematic design. Then we'll go through some successes in both, go through some failures. I had to decide very carefully which picture is slept for failures. And then what's the takeaway? And so you'd be useful for you on a go forward basis. Okay, So the takeaway priorities, like I said, already really, really early in your sustainability process. You really, if you can, start the conversation around sustainability before there's a project at the actual, That's where you really start to accomplish a conversation around. I know it's kind of challenging to describe that when you're talking about like the design and construction context, they get brought on more. But when we're talking about it in context of hostilities in facilities management. And also, this is probably a good point, say, I feel that I'm preaching to the choir it's worth to a great degree, Georgia Tech, MIT, these are institutions that have really guided the entire industry towards how to do this, right? What's, maybe unfortunately it, or you can look at it optimistically. What fortunately find me happening is we're now guiding the entire villages, all the industries related to it, for it to those same type of, of operations in an organization. Policies. Though, that the really great stories that Dewey talked about and mentioned in our highlights of every day background that Gary gave. Those are great examples out of both systems. Festival way. Focusing, focusing on process. Again, this is, this is about which readings are key. Buying decisions get made. Absolutely establishing a plan for how is this inability process going to manage the value engineering? So, you know, a lot of the time, if we're honest, inability people, whether they be the architecture helps in they may not be. I didn't automatically invited into the bathroom. Though. That's a good place to start. Make sure you actually get your baking a value-add though. So this is where we have a, we've established a little. Or that value engineering really means like value actually we like what we're doing is the only goal is to pull stuff out of projects like that. It's got, it's got cute names. Value IT administration, value engineered its cost at all it is though what we have to do is sort of reorient everybody scored. Well, maybe there needs to be made. We all do columns within the US, within to be and how we can handle that. And then connecting the budget owners. That's really about it's not just not just not just designing construction. It can go all the way up to the CFO and see. You all listen, excuse me. We can certainly, we can certainly share this afterward by influencing portfolio planning. That's really about starting group. What KPIs can be published, or overall sustainability? Well, it can give adults knowing that republican Roosevelt and size, iodine and chlorine and Tory is definitely officials at the overall strategy. When decisions are getting made, getting away from value engineering, changes are studying. And then operational budgets are often by different construction budget. How we can connect those dots. Alright, so timing is everything. You know, a lot of his core sustainability decision. Or who the US has generated a get made in programming, David, Thanks, great. The initial idea of the entire project at Georgia Tech being a great example. They get made and policies in advance. And so understanding that you can get in front of that process or a year in the fight with and in the fight with the general contractor for are the most is important to highlight. Like selection is great target. Can you get involved in the process when you're actually letting his sights and you're in, an app can be essentially that's not all that important to do. Value engineering, management, health. But it's like a good goal about are we having sustainability conversation at this time? No. A little bit of a joke because in a lot of ways we're past this, but we still hear it today in our project manager saying to the, to the owner's decision maker by presumed lead my tax sustainability question, That's the discussion. It's really important to try to get past that because it's just not really good enough, particularly now, much larger considerations that we target. And then here's a few things are kind of, you know, how it, how it starts to fall apart. When you're in a commercial real estate contexts. The vast majority of the projects are landlord-tenant relationships. Though occupiers, That's penance. They signed release, all much of their influence goes out the door or whether you're changing the project. It's a landlord is willing to do a lot more around sustainability, around partnering with the tenant when they're still trying to get them on board and know that they're going to be making these investors, on the other hand, and this is where this has been. One of the really exciting transitions in the last few years is institutional investors are just as interested in sustainability, ESG as global Fortune 500 IOPS, which are mostly occupiers. Know investors have something similar to consider. They lose control once that anchor tenant is really on poor in the sense that if they wanted to be a partnership about it being these overall goals for both sides, it's good to do that conversation early. Good, he talks about who's going to be realized and what costs, where, who's going, you know, how the VCE is going to be structured. So who realize is all of those benefits that can drive a lot of the decision-making following the dollar and where those are going to flow is really important. And then finally, I think it's actually useful to think about it as There's always the potential for another project. Though, maybe we lose what? We're going to lose some of these value engineering battles if you get brought in managing this process or, you know, it happens so often where the owner will get asked by somebody, deletes, maybe even during construction. Wait a minute, why did we have a bloody plan? Well, so you're not going to win all the battles of value engineering, capability achievement there, but there's always the opportunity to influence the next project. Okay, so a little bit about leadership engagement. Like I've said, understanding the environmental, social, and governance goals for the overall enterprise. Really helpful to be something of that got connector. And anyone in any context within a design and construction are in for a real estate or operational. I'm texts do this if you can. Most of it, one of the most important things about course, all of these sustainability goals and targets and ESG is that it's, it's public, it's released. Usually you can just find organization's website. Dove. Go and look and understand that you can connect the dots between, okay, we've made these type of goals like a 2050, 2050, 1000 carbon. What's that going to mean for the ongoing projects and how much of an impact footprint having, you know, find out if the real estate team really understands how those, you know, what those goals be. And it's an opportunity for education and maybe most importantly, relationship building. And then, you know, that this goes back to something I mentioned in takeaways where it divides, it's sitting. Are these are these decisions that are often about, well, this is going to have long-term operational acts. Building to someone else, really care about that. Or Luke in health and wellness. That's a great example of something that it's just as easy for health and wellness initiatives to get value engineered out of time, whether it be really high. For inspiration, be a more advanced lighting design. A lot of benefits there reside within, like an HR or benefits on texts that they're not at the table on that. That's gosh, we really need to get them there. And we'll jump right into successes and failures. Such a fancy clock is I want to make sure I can read it. Okay, we're doing fine. So successes or failures. So as this is a good stance dimension of everyone in the picture is I, I believe that photography, so every one of the images as projects we've actually worked on. Whereas when you're talking about, even if I say the story about in general, someone like a building in their legs failure. So this is a good example of us getting in the weeds of the technical realities. This is a picture we took when we were doing a well building standard certification walk through, checking to make sure that the fill filtration was back in the old properly. So everything was being done correctly here, this is not an example of the failure. All that being said, though, a failure of structure, that's kind of a pun intended to be a much bigger deal, but more about the project structure. And so mechanical systems, metering, building performance. This probably was fundamentally a big thing. Why I was asked why I was asked to talk about this byte and we always get cut out of the budget. These high-performance building initiatives. Novo, we can still be leed silver, but we're going to not do the on-site solar or instead of doing this really high-performance, your water central plan, we're going to go to self-contained units. Were all sitting there. As the sustainability professionals angle wild. Now the building is going to be 0 percent less efficient on an annual basis. Also, there's going to be all, there's the, the long-term, long-term life cycle of this cheaper system is also a lot shorter, so we're going to be wasted. You have to replace everything and 50, very frustrating for us. But I think it's worth thinking about it in the context of how the project is structured. So, you know, a lot of this is driven by the NDP. And so they get pressure about finding new ideas, value engineering process. They're usually serving under the architects as a kind of a degree of separation away from the owners. Target goals. I think that a lot of architecture teams wouldn't, wouldn't want to agree with that. But it's just something that we've observed as project managers is to be consultants over the last several years, to say that that is something that needs to get blown up or changed, but just something to think about are sort of landing in establishing our general contractor. Of course, you get into a conversation and you might have a 50 or 75 or 120 line value engineering log or not mean that it's just human nature. The easy thing is, well, what are the top five in it? Nevertheless, it well, we can say $900 thousand until plant it, $400 thousand on the lighting system and doing a $0.5 billion on glazing. And those are the easy things. Those are the easy things to look at. The big ticket items. I'd have a pledge it missed by $8 million. And your work between 1 third and halfway, the NDP easier laser focused on. That's the other thing is that they're worried about what they're actually going to get complains about during the warranty period, what they are if you know that the potential for they're exposed or if they had problems on delivery of the project. And at the end of the day, sustainability is still not really at the top of that list. To be cognizant of that and make sure we understand what their perspectives are, bringing them into the process of this sensible way. Finally, there just aren't that many MVP people across the project team. A lot of the time, you'll have, of course, the actual designers. But then when you look all the way from the Director of Corporate Real Estate, the architectural team, project management team, a very specific about it in a bullet point. There just aren't that many. Do I have any idea what the difference if patients are, DO the $0.5 billion savings looks really good. And beyond now they say, Well, will the building still be cool and it needs to be, still be happening? I think everybody is happy. Of course, we know that sustainability professionals, that that's not really good enough. And we have, though, like I said, this is something of a generalized failure, but frankly, it's something I still see on bathroom. More than half. I think it would. I don't want to admit the percentage of projects that are still haven't across this way, where even if the client has really advanced sustainability goals. I also have a framework. Argue that well, sir, Asian target. This is the way the conversation actually goes within the process, though. I think the recognition of that is already so we can manage past it. Okay, So successes because it's better to get a failure out of the way. Value of valuation. This was an interesting example, Vivik projects where we actually started out with a really what might be nicely Design Program Files. We're saying, well, now this is a regional headquarters. We care how it looks. But we've decided to locate the Southeast United States As and there's not as much, you know, kind of political pressure around organs of the building. Now that there's kind of this holistic business case for why we're locating year. Though sustainability, I haven't caught up and package and we don't have to worry about it. But as we started to get well into schematic design, there was the realization of buildings. Actually. I'm going to be that good. We may even have because it'd be really cool architectural design. We may actually have performance and comfort problems. Now again, so in a way, sustainability conversation to this base, oblique got started in a lot of ways because an experienced engineer mentioned there could be your comfort issue. Though. We didn't even get a chance to. They are fundamental. Out our buildings and our built environment created a problem. But so we have the opportunity then to do a whole scale energy modeling and dice and look at it. You know, well, if we just tweak the performance of the glass, actually look at what the cost implications of that is going to be. Transition from a rooftop unit air conditioning says, all chilled water central planet. You know, how much is our performance going to improve on an annual basis, and how much is it going to cost? So as an example, is sort of an actual rather than value engineering, value adding extra. And the thing that's interesting is it was very expensive. I think for this $50 million project added around or and a $0.5 million in in project costs. That to basically go from a deer bear compliance code compliant building to a high wheat silver 20, 20% more efficient than Co. What won the day with the real estate department? Actually, the institutional value creation of the building. We kind of went from delivering a Class II building, a class AAA ability. Now it's interesting, this is a, this is a company that is 100% funding this building, going to be the sole occupant and owner and has no exit strategy. They don't plan to sell it. But what actually was interesting to them was if we have to change our strategy, be 50 years, we're going to be selling a building that's significantly more valuable than our baseline. Did. That was an example of where we kind of had a chance to change the conversation of value engineering to value editions. All right, so this is actually my last slide. I was spoken to a couple minutes for questions. I visited. Some of this might come across as negative, but I think that it's important to go into this with clear eyes and upstairs, a successful as we drive sustainability across our entire industry. Inability is still optionally most organization. So all of the incredible work that Julie talked about, Rama and CD, and that has been accomplished here, really driven the industry both nationally as well as a particular region. From Georgia Tech's achievements broke a lot of other organization, a lot of other enterprises I used to have. Now we're, we're, we're moving away from that. As you start to see ESG become something of a requirement and in, and in Europe in particular, become regulated. Really just important when you're going through the planning to think about this as asked me, other reasons, you know, a number of different benefits around sustainability because all smiling for a lot of organizations. Optional. But another way is if we can still just build a compliant building and that building is still going to work there, live there. It's you know, it probably was still sell for a similar amount of money those locations but I estates. So as long as we're honest with ourselves and each other about that, I think it's a good place to start as we strategize towards managing the implementation in it. Noting, but it into topics that we forget. We should all be working hard every single day to change that. We should be supporting the regulations and pushing towards where that there are rules about sustainability. And like writing with reporting and starting with performance, duper important. And we hope to replicate a lot of what's happening in Europe around sustainable finance regulations in the United States. But we don't have that today. And so we just have to be, have some recognition there. One highlight I want to, I want everyone to remember a project budget is only as good as the sustainability experience bunch of developer. So that's a place where, you know, someone like me don't get too I'm not sitting in the room usually reviewing the initial budgets and applying to saying, Hey, we need to build a 300 thousand square foot office building. Actually pretty much the extent of the conversation, usually where it starts and then a budget is written. And it's very rare that sustainability is or newly built into that process. Good to go into, into the, into the program knowing we're probably going to have some work to do around sustainability line items for purposes of a baseline budgeting. Really okay. To see something like gay, I of percent overall by Sunday go from baseline buildings as a on the mercury. But that's actually good. The purposes of baseline question, I encourage that. Then as soon as we have the design team and the background for I'm fighting tooth and nail to get out of that line. I've done all sure that I can manage it through a lower cost. And also, again, go back to that value. Though attractive and just IPSec us. But we have to get it and get it as quickly as possible into defending initiatives is difficult design requirements in the project, rather than just being a, hey, we're going to add five yeah, progresses. I'm Gary did an incredible job talking about That's the frameworks and it was really nice to see the history their brain works really help in this. In a lot ways that the value proposition, building on what we said earlier was people hate losing points. That's what's really cool about a lot of these frameworks, whether it's lead or well, or Living Building Challenge. It's this third parties kind of ladder system where you get brought down a wrong as you step away from one of the requirements that you actually out of a basic human nature. Where we see that, oh, but wait a minute. Are we going to lose the points? So often we're asked that question. A lot of the time. There's all these fundamentals about what a building's going to outperform as well, and they're much better reasons. But if you can win the V If I, because you don't want to go from the platinum and gold or, or lower, or even just lose one or two points. That's that's really, really helpful. The trust, but verify this route I wrote down. That's it. It's a great tool to use when you're going after one of the frameworks. I'll add one standing on a soapbox of frameworks that most projects, when they say that we're tracking lead but not going to certify or we need meet standards. But we don't go for certification. First indication that that's not true. But you then have to know you'll you'll be working twice as hard as you'll be. You'll be fighting them to find the places where they're not actually being up to that standard, that they are well standard that they state. What I'll finish with is helping make sustainability core to the organism isn't really what helps that both though, if you don't have those portfolio or enterprise, ESG, Argus, the opportunity to start that Homer's torts that is going to have a lot of following. And it's going to be helps you build the tools or managing process in a more successful way. I guess that's where I would, I would leave you with the idea that now that we have this book in art, industry of sustainability much more holistically and how it impacts the community, impacts the organization, and impacts the actual business. This is Targets out of the company. Then that's your opportunity to change the conversation around our value engineering and make those little individual points in this little cost saves larger conversation. That's what I've got right now. I'm asking question. Thank you very much for your presentation. I think is of much interest to me because I teach bed, be Horst, Aztec nobles, other graduate students. So what I want to ask is, I, I hope you can shout, it will be Laurent's theories. I'll briefly didn't waste your stakeholders, especially to a client. That's the very beginning of the projects or the mutual trust, these as what you said. But a lot of goals up crease it involves multiple stakeholders be purposes though is things like no maternal employment to call precisely the last parliament. As we'll use that a lot of girls, I press that it will you joy and involves multiple stakeholders. They have their goals. They'll be like, no, let's rule takeoff to the job at very beginning. So how do you interact with that? Yes. Okay. A couple points. They're very, very good. Question. The number of stakeholders early, early in the process. And when you say there's not much room, what I'll, what I'll highlight barriers. There's also not much time. At the beginning of the project. There's always this real rush to the point where we're diving into programming concept design. Or, you know, if you have an updated budget and you have the GZ pricing pricing schematics. First thing is to kind of, that's why it's really valuable to be pushy in that process. Because essentially what you're doing is you're sort of front loading value engineering discussion. And because there's not going to be a V0 lists quite yet, but you know that, that's, that's headed there. So again, kind of to that point where you can start to establish the transition from the 5% cost impact for sustainability into, hey, let's talk about the mechanical system. Let's actually get, are we going to have an access and approach to this project? What experts do we need in a day? So we're fatter in forming that kickoff process of age. That's what I think is, is really helpful in, in when you're kind of having those practical integration of the of the early program process. I would add. I'm just kind of lucky. My team is kind of lucky to be in that conversation. Or a better way of putting it to have a chance for that. Conversely, as the program manager or project in these islands are a team is involved early. We're helping build the budgets. That's it. That's an interesting challenge when you might be working on other parts of D and why kind of introduced the idea of, you know, you might fail on the first one that introduced the idea of how we can do better on the second, you, It's just you aren't always going to be involved if you're responding for an architect, our ie, those, some of those things are going to be baked already on Charlton mechanisms like integrated project delivery to execute a goal based outcomes rather than just paste our project budget based outcomes? Yes. On a regional basis. But that's a great question. Maybe their church or so. So like Integrated Project Delivery is just not, is not popular. Obviously region. There aren't a whole lot of general contractor and design teams. Or in that space. We tend to not that wherever it is that it's playing with any particular is. I don't feel like I feel like I wouldn't do it. Justice. Suspect that probably somebody else in this on his team are in this room that could do a better job. But you know what I would just finished ray from from or are we answering your question which would be that is a good opportunity or Amazon Tours dragging horse goals rather than, than just the budget. Is. That raises the question of having everybody on the team that's comfortable with data. With that project delivery is you can go back to our previous slide where it says for most organizations, and it really is an option, but completely agree. But have you seen an uptake in organizations saying we've got this new project and it will be as third party certification. That's nonnegotiable. Yes. Absolutely. We're seeing an incredible salary. I think that when I'm trying to give some useful, useful information about managing the challenges of each of the process. It's important to understand that still, in the United States, surety of projects date ability is optional. Though. Yes, we're apps. I mean, we are on the path. It just takes time.