It Takes 200+ to Tango: Delivering the Future of Dublin Airport

JEAN-MANUEL LEJEUNE: OK. Hello, everyone. I'm here today to talk to you about a very exciting case study. The title of the study is called "It takes 200 to tango-- Delivering the future of Dublin Airport." My name is Jean-Manuel Lejeune. I'm the head of digital transformation and information management at Dublin Airport. I joined here about seven years ago.

And first, I would like to introduce you and speak to you about the team itself. So what we have, it's an infrastructure team and a digital team. To explain this, I want you to understand the scale of the organization, where the team fits in. So DAA is operating Dublin and Cork Airport. But it's also operating international terminals and airport-- the Terminal 5 in Riyadh, Jeddah Airport, and the Red Sea Development, which just went into operation on the 21st of September this year. We also operate 27 duty-free in different cities worldwide.

So the infrastructure team, which is under the Dublin Airport and Cork Airport, is split into four different headings-- the function, the asset management, the advisory strategy and operation, and the delivery. The digital team sits on the function. The reason for that is because this team supports the entire delivery of all the projects for Dublin Airport.

But this delivery team is made of architectural, civil, structural, mechanical, building, electrical and specialist systems and engineers and designers and architects. We have also appointed designers and framework designers. This is to standardize information. And I will explain this later on in the presentation. We have also appointed a contractor framework, which is going to standardize the way we work for the airfield and civil construction work that we have at the airport.

Now let me explain to you a bit more about the team. The digital transformation team is a central team as we explained in the function department focused on processes, people, and system. When I joined DAA, I wanted to make sure we were just becoming more responsible and owning the system that we deliver projects for the airport. So the team is made of three different categories in some ways. We are trying to manage the information for the enterprise asset management system and the IoT.

Also, the GIS platform, and the focus is on AEC and the BIM platform. So this platform, I have highlighted the title of what they are, who they are. But here, I'm just showing you how many numbers of staff are actually operating and maintaining those platforms. So it's not many as you can see, especially in the AEC and BIM world. There's only two resources managing all the project that I will show you after.

The team is responsible for the creation and management of the asset and data information. We're the business owner of the system. And we support the entire team, obviously the infrastructure team, but also all the parts of the business. And we're supported by IT for the reporting, the data warehousing, and linking with the IoT. But we are not an IT team. We are working close to them. We're really dedicated to the infrastructure and design of assets.

So for you to understand a bit better about how the airport, which for you to understand, it's really a complex mini city which has obviously different piers, terminals, different system, buildings. And for us, what we need to understand is how we split the information going from design to operation and to construction-- to design, construction, operation, maintenance, and organization.

So the focus for many people is the designers and contractor focus on the project information. So that's the exciting design construction of our asset. And that's where we focus on the CAD world, the BIM world, the AEC world and the ACC world as well, which you're going to see we are pushing a bit forward. After that, when a project is delivered, it's handed over to our asset information and management team.

So our asset information model is therefore created based on project information model. So we're trying to transfer the information from the project details into asset that we will then maintain and operate. And that's what we call the infrastructure area from the project information model to the asset information model. But remember, the airport is an organization and a complex one. So we have other business that will maintain, operate, and obviously generate revenue from by using those assets. And that's what we call the organization information model.

So here I'm trying to explain and to show you that the focus on one part of a project feeds the rest of the operation, the maintenance, and the organization of the airport. And that's the complexity of how we're going to create information going forward to make sure it's used across all the different system for all the different platforms. And that's what I would call the digital innovation. We want to make sure that we create the information once, and it's use everywhere if possible while we are without having to translate it.

So for us, we focus on the ACC, which has the BIM model as we call them. And the BIM model for many people, it's just a 3D fancy representation of an asset. Or here, what you can see in the background, it's actually the new baggage handling system that was designed during the pandemic. I will show you that after. But the BIM is not just a model. And we focus more on the better information management.

It's obviously schedules, analysis, graphical representation. Many processes-- and we're going to go and dive into those later on. And obviously, it's focused also on master planning, delivery plans, spatial layouts. So this is one of the ecosystem that we have, the ACC platform. And what we want to do is with this ACC platform, which is the Autodesk Cloud Construction, what we want to do is to make sure that our model are rich enough to be able to extract the information and schedules to feed the other system as I explained earlier in these three asset information model and organization information model.

So what you have here is from a rich 3D model. If you specify what parameters you need and information you need, you can extract the schedule directly from the model that you can then upload automatically or semi-automatically into an enterprise asset management system, which for us is maximum. But that therefore means that we have what we start to call a single source of truth of information from the model during design construction to then operate the asset.

And we need to capture those asset information requirement into the standards that we'll talk about later into our model. The advantage, it means that from the moment we receive this model, we can therefore prepare our asset management team that will prepare for operation and maintenance of those assets while loading it quite easily or less painfully as it was before.

But a good records of information and the good geometry and spatial information allows you to also extract other information for applications like commercial properties, floor plans, occupancies, and all of those that we're trying to manage to maximize, obviously, revenue and integrate with our other platform. That other platform is actually now as we-- GIS platform. And the GIS for us, it's more focused on the airfield operation and on the floor plans in the buildings.

But what you can see here it's the multitude of application that we can use the GIS for, whether it's grassland coating, working on site to monitor what the contractors are doing, tracking vehicles to ensure compliance with the monitoring of our airfield, accident, incident report on their field. So it allows us the geolocation. And I'll touch later on how ACC is doing that at the moment with the photos.

We have also generated some floor plan of the terminals using good quality floor plan during design and construction. We can translate them semi-automatically into a file format that is read by iOS devices. So it's an indoor IMDF file format. And we were the first airport in the world to have generated that ourselves to give it to Apple that users can therefore utilize when they are going to the terminal.

It's using the Wi-Fi network to geolocate passenger with 1-meter accuracy within the terminal. As you know within buildings, you don't have GPS reception. So we use the Wi-Fi network to do that. And it's working quite well. And it allows us to guide passengers to the terminal this way. But there's other applications as well that you can see here.

The focus is when you are starting to have many, many contractors, consultant designers on site is to geolocate where the project are actually happening and taking place. So here, what we have done is basically create a live project dashboard. Here's a proof of concept. So the data are just fictitious. But here is to show actually the actual location of this project called Critical Taxiway North.

This, therefore, helps every stakeholders understanding, first of all, the scale of the campus that we are working in, which is about 5 kilometers by 5 kilometers and the location of this project. So what we have here if I just click on this project, I can have the detail of the information. And just remember, again, those values are fictitious. But just to explain what we can start to capture, it's dates of when the project is going to take place.

So we can start doing a time slider to understand how busy specific parts of the airfield are going to be. But the beauty of it is we have created a link with our ACC project. So users who do not know where the location of a project is can go into this interactive map, click on the ACC project, and it's going to bring them directly into the ACC platform. And that's very exciting for people who do not-- again, because you have so many companies, and we'll touch on that.

We have so many stakeholders, so many companies, so many new people coming in all the time working on the airfield or in the buildings, we find this project location very, very useful. And it's interactive as well. So it's very good. For us, infrastructure, I'm going to give you a quick overview of our history and how we try to deliver a project sustainably. Obviously, the DAA journey is a lasting for about a five-year capital investment program.

So the SIP that you can see here, SIP 2020+, it's a period that covers a capital investment program of five years. So five years allows us to focus on delivery of specific project using specific technology that, hopefully, will last much longer than those five years. In order to deliver a project, you need very, very rigorous control points. And those control points is at each stages, there are specific documents to be delivered and specific review to be carried out.

So you see here the seven CP stages from promotion of a project to design to construction, and therefore after to operation. The way we did this project of implementation of ACC, which at the time was BIM 360-- as I mentioned to you, when I joined the airport, I wanted to be in control of the information we were receiving. At the time, maybe we had 50 or 60 projects in different environments.

So all contractors have their own platforms. Designers have their own platform. Architects have their own platform. They could not collaborate together. And at the end, we were receiving USB keys from this person, hard drive from this person, and FTP slide from those people. So I said, we need to find a platform that will allow us to combine and collaborate efficiently while producing information in a clever, reviewed manner.

So QA and QC was done on the information shared, but that we could collaborate on view while we are working remotely. And the purpose of this, you will see in a second what it was. BIM 360 was implemented in December 2019 at the airport. And we started it with one of the most complex projects you can think of, which is a whole baggage system upgrade, which is replacing a baggage system in a live environment.

What happened, obviously in March 2020, all of us are aware of it. But most of the construction sites in the world were stopped as a result. We got specific derogation to continue working on it because it was a critical infrastructure. Therefore, we continued rolling out BIM 360 at the time, which you will see after became ACC. Some projects went ongoing. And that allowed us to continue working remotely when nobody else could be working.

Because we already had the BIM 360 in place in situ with some processes and standards already developed. So people like designers, contractors, project managers could start working together, collaborating while working remotely. Then we had a facade of a project here, the terminal 1. We had some new buildings being developed in 2021. The middle of 2021, we appointed a delivery partner to support us and, again, to standardize the information on how we would deliver projects better.

New hotels, just a quick Cork runway overlay, which was a 10 weeks program. It was fully delivered in BIM 360 at the time and Autodesk ACC now. It was the fastest project delivered without one piece of paper handed over to us. It was fully delivered remotely in Cork. And all the inspection also were done remotely using our platform. And I'll explain to you that a bit later.

Obviously, solar PV farm as well. We have some exciting projects going on there. And then to standardize even more the way we work, we appointed a landside and airfield contractor. Like this, those people get familiar on how we work, standardize the way we work on the process flow and reviews. And we did the same for designers. And that helped us dramatically improving the consistency of the information we are receiving and producing.

At the time, middle of 2022, we also developed a cost control integrated software solution with Oracle and Unifier, which allows us to do some contract management. And I'll explain to you in one slide what it is. But at the same time, we had the next version of BIM 360 evolution to Autodesk Construction Cloud. And ACC was therefore rolled out.

We continued producing more projects and deliver the North runway, which was delivered and in operation in August of 2022. So it would be the newest runway in Europe. And it was delivered very efficiently in a way that it was on time and on budget. That's the way I think KPIs are for construction project. But we continue working on the baggage control building. So this is a link to the first project we had, which is the HBS building.

After that, obviously master plan. So now basically, what I'm trying to show you here is all our projects are delivered in the ACC platform. Regardless of the type of project, regardless of the users, everything is delivered through ACC. So the next project is going to be a metro link that will feed the airport and passenger. Obviously, sustainability is at core. And I'm not going to go in detail here, but just to show you that the solar farm is going to be located at the end of the runway.

Obviously, south facing to avoid glare for pilots. We have surface water. Drainage fixed electrical ground power. All of those are delivered to make sure that, obviously, we achieve the target of the net zero by 2050. And you can see the project of the terminal 1 facade. It's obviously to improve the energy efficiency and the sustainability of the building itself. It's our target to achieve 51% by 2030 and to be net zero carbon by 2050.

So those are just examples to see how we are trying to use our data as well to create baseline to monitor performance and sustainability of the building once it's in operation but also during design and construction. So now I'm going to focus on really the exciting bits, which is the purpose of this case study, which is how we manage information and how we collaborate with all our stakeholders.

We have about 165 projects. The project value is plus 1.5. It's about 1.8 billion euros. The companies we have onboarded are 235. You can see the link between the title of this course. When actually I submitted the paper for this course, we had about 200 companies. And it went up to 235 since. So it keeps growing and growing and growing. We have about 1,600 users onboarded. We are working with integration in BI world and other applications. And we are testing a lot of the applications. We are part of three beta programs.

So I could say, and I qualify this as an implementation success in a way that the numbers are growing. The success is about the quality of the information we're going to receive going forward. And we're going to go in detail with this. But basically, here's a breakdown of the programs, how many projects are in each program. And then the right element here of this graph shows how many new projects we create per quarter.

So the graph going down doesn't mean that we don't use the application less or more. It just means we create less projects in that period. So you can see in 2020, we were testing the application and starting new projects. So we don't have that many. But since it has been always ongoing, until you can see in 2022 in the middle of it with ACC, we started creating a lot of new projects and testing them. But it's still about at least more than 10 projects every quarter is created in the platform and managing the platform.

Now I'm going to go in detail into the procurement and the delivery of those information. It's quite complex, but in Europe, it's standardized with an ISO certification, which is 19650. And Dublin Airport is a semi-state commercial entity, which means that we're regulated from procurement point of view and to follow those European norms. So the way it works, it's basically we have an expression of interest to start with a tender documentation to request for information as we call them.

We're going to receive some exchange information requirement, part of the tender documentation. Here, we're going to define the project information standard and how information will be produced and the method of producing those information. So we're starting to explain how we're going to be working together potentially with an awarded entity. When we get a tender response, we get obviously a BIM execution plan, a pre-appointment BIM execution plan.

That will include, obviously, the roles, CVs, and the management roles of those working on the project. In order to support this, you need to have a contract. And the contract if it's standardized, it's better. Because it means all your project manager will understand better how to work in this environment and how to streamline the level of information that is required, especially for discussion, warnings, claims, and all of those.

The type of contract we have used, it's an NEC4 contract with an extent clause. It refers to EIR project information standards and again, project information production methods and procedures. We find this contract quite aligned with the process of actually the way ACC works. People raise an early warning. We have a certain amount of days to respond. And we have the same with the review process in ACC. So the people involved in the project can understand where they work and the similarity into the process flow associated with information exchange.

Obviously, now we go into the delivery phase. And the delivery phase is what we're going to focus soon on, which is obviously the processes of how we're going to deliver the information into the ACC platform while supported by the contract management platform. And obviously, we have the deliverables, which is going to be models, data, documents. That's part of the handover element, which is very important considering the quality and validation methods that we'll be touching on as well.

At the end of the day, as I said, we are an operator. So we are an owner. We're the client. So we design the asset, but we operate and we maintain those assets. And that's the key element for us is to make sure we can monitor the performance of those assets going forward. So just a quick slide here to explain the project control contract management. There's a lot of elements that is focused more on the financial element of the project and the contract. But it's a key.

And we have explained to all the people working with us on the project during the onboarding what platform they're going to use going forward. And they're going to use two platforms-- Unifier from a contractual management point of view, which I've highlighted in the red here with all the X's. This is purely for the contract managers. So there's not many people seeing those. It's only a few people interacting with information.

The focus is going to be on the ACC and the technical queries, review, submittals, and inspection in a second. But just, I wanted to show you that because it's important for people working when we're 200 people working-- 200 companies, not people-- 200 companies working together, there is contractual engagement and agreement that need to be reviewed, explored, changed potentially. And those need to be managed clearly in different systems. And that's what we have done.

This system, both of them are controlled by DAA. So it's in our DAA environment. And that's what we found. It's the only way going forward to make sure that it's a controlled environment, seamless, and transparent as well from a performance point of view. Now let's go into the detail of a contract management into the Autodesk version, Autodesk build with the RFI.

So this is very important because this is how we're going to exchange information and request from our supply chain or from our collaboration with our designers and with our contractors. And here, you have an example of how this works. Obviously, it can be done differently. The process flow can be changed. And we have explained this to all the parties involved of exactly how this works.

So roles are going to be very important to make sure that these are creators, a manager who can review this information. And you can see here an example of the workshops as well of that RFI. So we find that very, very, very important to make sure people understand that process. And I'll explain to you after the onboarding how we do this. But the process flow was embedded into the platform.

And that's one of the reasons actually the POC started. I wanted a platform that allowed me to visualize models, collaborate with different stakeholders that have an embedded review process or an embedded flow of information that could be tracked, audited, and have a full audit trail of who has done what in the platform. And that's what the platform is offering to me at the moment.

The next part is the review process. And the reviews are evolving. At the moment, there are different steps. You can go back into the steps. So we are part of the testing. I'm not here to talk to you too much about the technicality about the platform, but to tell you that the platform supports exactly what we wanted to do, which is deliver good quality information. So what's important is the configuration and the roles of everybody involved in the project.

Who is going to review what type of reviews? The stages-- how many people can approve or reject the information that's there, review? This is something that is saving us a huge amount of time. People used to, obviously, before print some information, document some information, send it, mark it with a pen, and then scan it and submit it back. We find this digital version of the review process is very efficient.

Nothing is perfect because it's always some people that are not maybe following exactly the rules. But we try to correct it. And we try to make sure that people have the right access level for the right information for them. So that's what we have. And if you remember, I told you at the beginning I was showing you the number of resources. We have to manage those 165 projects. It's only two resources.

Here, we are delegating some of those functions for the setup of projects to our document controller. So they are very involved, close to our AEC team to make sure that they can set up projects in a standardized manner and start the setup of the review process. But we find this process very rigorous and very good from an audit point of view. And it helps us deliver good quality information.

I'm going to go into the submittal. And obviously, those, again, are evolving. But we find the submittal very interesting for submitting asset type or documents relating to quality of pavement, for example, for us, all of those information. So we're trying to standardize what kind of information, how to submit the information to us, where it is stored as well. And we find it's very good, again, the way those information and some are submitted to us. And I call that contract management. They are contractual information submitted to us here.

Now on the last part of this element of Autodesk build that we were using-- we have more after that I'm going to go through-- we have the inspection. And inspections, you're going to tell me potentially would be done in each individual system. So when we used to work with contractors, they used to do inspection in their own system and then potentially submit, or we did request them to submit a PDF version of those inspections.

And then we didn't know if they did them on time, when they were done. We had to change them. So we said, we'll stop that completely. And we're going to use our platform to do the inspection. So we agree with you what inspection you're going to carry out. So we do an inspection test plan first of all at the beginning of the project to see what are you going to inspect, when are you going to inspect it?

And then we define together all the elements that will be inspected. So the forms is going to be created together to agree on the form that you will want to use. And you will do it. And you will be signing it. But we'll see it in the platform directly. So it just brings transparency. I think everybody works better when we clearly know what we should do, where we should do it, and how we should do it.

And that's what we're trying to do. Again, we're not perfect. And everything is not fluid, but everything is evolving. And it's part of our continuous improvement processes to make sure that we do lessons learned on how to do it better for the next project. But I believe contractors and obviously, consultants' or employers' representative find doing the inspection into this platform is better because we can notify the relevant people working on the project directly is these issues.

We take the photos, and it's embedded into the form as well. So we find that very, very, very useful. And obviously, we're working-- we have also a site team here at Dublin Airport which does a supervision of the site construction team to make sure everything progresses and is done safely and delivered with information that is relevant for us. So we find, really, the inspection very, very powerful. And it's evolving all the time again. And it's only getting better. But for us, it's key that it's done in our platform.

So all the information we get is coming, and it's transparent in our platform, which allows us to do some analysis after. And I'm going to show you that. Doing some new module, which is the bridge module-- and I don't know if you have heard about it, but the bridge module is something very useful for us. It means that we can create a standardized project folder in which we have all our standards requirements.

And we can then share that and push that to different projects in different environments. Or what we can do here with specific designers, we can share information automatically when it reaches a certain stage. So if a document is being reviewed or updated, we can push it to them. So that's what we're doing with a bridge project outgoing. So we push the information onto their platform. So therefore, they can see the information automatically when something is being changed.

And vice versa for them, if we do an integration of the incoming platform, when something is being submitted or reviewed in their own ACC environment, then we can push the information into our DAA ACC environment. So just to clarify the bridge, what we use it for is we can push information from our ACC DAA environment specific project or specific folder or specific files, onto another designer's or contractor's ACC environment.

This requires quite a bit of configuration and to make sure that what you are sharing, if you want to automate it, is very well detailed and very well documented. But we are finding it quite useful at the moment on a project that we are testing to push standardized framework information to our consultant on this one. So it's a very good example of how integration of the ACC world with different client environment can work well together. And we're excited to see what's going to happen next with this.

On the next slide, what I want to talk to you about is basically the correspondence. It's a new module as well. I don't know if you're aware of it. We have tested it. We were part of the beta. And we find it very, very, very useful. It's completely embedded with MS Outlook. It allows you a full audit trail. It's very helpful when the resource is on leave. And our IT team seems to be actually liking it very well because it means you can only communicate with users that are within the project.

So you cannot put a spelling mistake and by mistake send a very confidential information to somebody else. So it's only information that is already in the platform. And you can share it with people within-- or with different users on this project. We find it's a very good control. And it's flexible enough that it sends you a notification into your Outlook. We really like it. And we're going to roll it out on some projects now. We have finished our testing phase.

I think it's going to really embed, again, the environment into ACC and make sure people don't start creating information and share information outside of the environment. We have also tested the schedule. So if you remember, the schedule is more part of the contract in Unifier. And we use P6 Primavera. But what we found very useful is to bring a version of that schedule at a certain stage to share with the team because not everybody has access to Primavera, first of all. And not everybody wants to know Primavera too much.

But here, the visualization is actually very good in ACC. And we find it very useful specifically for milestone communication with the team. And when we reach handover as well, it's very important. And we'll touch on that later on. But all those different modules show that each of them can help you manage your project better and deliver better with more stakeholders without being an expert in any area.

Because obviously, you can see the models in ACC without being an expert in Revit or in AutoCAD. You can slice them, dice them as much as you want them from a collaboration point of view. Here is the same example that you have with the schedule. And the next one is what we can do with photo geolocation. So we have been working also and made some recommendation to Autodesk. As you have seen earlier, we're using GIS platform to capture some information.

But then the photo and the geolocation associated with a picture will help improve even forms, how they are being captured, where they are being captured. For site inspection, we find that very valuable. So we are rolling this out as well, part of our site inspection. And then it has good feature. At the moment, it's using the Google Earth background. If we could potentially put maybe more mapping background or more construction project information, that would be useful. But the future is bright for this application.

And for me, I have a GIS background and application of geographical information system in the past. And I'm very happy to see this feature coming up. And it will help us. The next one is really the focus of this whole presentation. And it's how we can onboard our stakeholders. As the title said, it's 200 to tango. But actually as you've seen on the slide, it's 235 to tango. So it's more than what we were hoping for. As I said, it keeps growing.

But the main thing, it's how we can make sure all of us work together in the platform in a standardized manner. So you have seen the project and the contract and the standardization of how information is being delivered, which module we are using to make sure this is the case with queries, RFIs, reviews, all of those. But the main thing is first to train people.

And the training, the beauty of it, it's actually quite simple. The platform is quite intuitive. It's quite simple to use. And we give one-hour training to all the new users and new stakeholders. And they are after that, flying directly and using the platform. So how do we do that? We have a dedicated project training. As you can see, it's called ACC Training Project. We make sure people request access to ACC in the first place.

And then we grant them access. And then we registered who has attended the training. And then we do regular weekly training for all the new joiners because you can imagine, we have staff turnover at the airport, but contractors and consultants working at staff turnover. So there's regular training required. We find that a short one-hour training session is good enough. And because the platform is very user-friendly, if they have any issues, they usually have a dock controller on their side or on our side or the AEC team that can support them.

So the whole purpose of having this platform, as we discussed at the beginning, is really to have a place where the information is stored, managed, controlled, and reviewed by the relevant people. But it allows transparency. And the main thing it allows, it's to improve the performance of project delivery. All of that is done in a digital manner to ensure that we have a single source of information. That the information that is used has been reviewed in the right way by the right people

and that brings transparency. So as I said at the beginning, back in 2018/2019, there might have been a bit of people didn't want to share information. They don't want to show how they do things. Here, the process are standardized. So everybody works with the same way, in the same manner, in the same platform. And it shows-- if somebody works early, it shows it's done on time. If somebody is not on time, it shows you are not on time.

And the transparency is pushed not only on the contractors, and it's not to put the contractor or the consultant on the spot. It's the same for our team. So if our team is not performing or not delivering or responding on time, it's tracked as well and monitored. So it's not to beat people up with it. It's more to try to monitor and improve and learn together to make sure we are happy in the way we deliver a project together.

So those are sample KPIs. I know there are new APIs coming with Power BI that will help us understanding better and in more detail on the information that we provide, how quickly we can close an issue, how quickly can we close a review, how fast we respond to a submittal. All of those are going to be tracked and monitored, which is good. Because it means the same thing goes for both parties all involved in the same project.

Now I want to talk about just not information being delivered, but how we can make sure that the information that is delivered is accurate and validated. So we're going to touch base on the different processes here that we use at the airport to make sure that those 235 companies working together deliver good quality information. So we have a dedicated folder structure in every project that is standardized.

So it's the same folder structure. So anybody working with Dublin Airport will know how to hand over information, where to hand over the information and the folder structure with this. As I said, nothing is fixed. It's always evolving. But that would be part of the standard requirement that we issue at the beginning of a project. And if something changes, it's going to go through the contract review process. But we have a safety filing. And in Ireland, we call that safety file but it's actually the handover file.

So you can see two folders-- Safety File, and the other one is Operation and Maintenance. So we use that folder structure. It's standardized, as I said, across all the projects. It includes operation and manuals documentation. Only review documentation is uploaded You can start thinking about the bridge elements that I touched base on before. It's potentially when some information are reviewed within somebody's internal system. It could be pushed automatically into this system if we wanted to. Unless somebody from DAA has to review the information before it's uploaded.

And we see the finalized build's validated information is also uploaded there. So you can see there's a lot of documentation that we have. And the documentation we receive is an Excel file documentation, material approval, drawings in CAD, Civil 3D, Revit models. All of those are stored in these folders based on the requirement that we have stipulated at the beginning of a project.

Now in order to validate the contents in the model-- I don't know if you remember, one of the first slides was we want to call it a rich model of good quality that allows us to feed other system, which was the asset management and the commercial operation. Obviously, we wish everybody was doing perfect. And nobody's perfect. And what we need to do is to validate the content to make sure that, first of all, the content of the parameters is consistent and correct.

And we are using, at the moment, Autodesk Tandem to do that. And it's very, very powerful. And it allows us to validate a lot of information and to go into the model to be able to validate the content of this model, whether it's on the parameters and the classification, whether it's a relevant content and how space, floors, and levels have been just labeled through the project.

So it allows us to not discover after when you translate information that some element goes from floor 2 to floor 3, but here all is categorized the right way. So we find this platform very, very powerful. And we're currently doing a proof of concept from an asset management point of view from the Tandem platform, which is very, very promising. Obviously, we receive a lot of information. And plenty of it for validation in the past would have been based on Excel files with queries and potential SQL queries if you are a bit more database-driven.

But what we receive is Excel files, models, 3D models. And what we use now is Dynamo, which we find with simple programming allows us to validate some content as well. So you have the Autodesk, which was very graphical. Before Autodesk, we had Autodesk Tandem. We used Dynamo to just validate the content of the model. What you see in red here in the conveyor belt is elements that have some parameters missing. So it's specific parameters that we're trying to highlight. And that allows us to identify them and then correct it.

So that's how we validate the content of the model. We also need to validate the geometry and the spatial location of this model. So what you're seeing here is basically a laser scan of the model of the as-built-- oh sorry, a laser scan of the built assets versus the model as-built received. So in green is the supposed validated as-built model, which is in green here. And you can see that it's not located in-- physical location is different.

So that's what we use to make sure that we can overlay the two and that we can highlight the differences to whoever has submitted the information. This is not about clash detection just to make sure clash detection is resolved during the design and before the construction. Here, it's to make sure that the final model as-built validated that is submitted to us is actually the exact representation of the physical asset. And that's what we're trying to do here.

And it's very important because regardless again, nobody is perfect. Nothing is perfect in the world. But we are not sometimes receiving perfect information despite asking for it to be validated and received. So we need to do this validation. And I think, again, it shows the industry is really, really improving a lot. But it's not perfect. And when you go on site, we know that it's built differently.

And also, people on site might not be the people that just submit the model information as well. So that's something the industry needs to look at. And I'm touching on this at the end of this presentation. You saw the model validation of a Revit model. Here is the new runway that went into operation in August 2022. Here before it opened, we used a drone. You know, drone and airports do not get on well together, obviously, for obvious reasons.

But before it opened, we did fly a drone for two days. And we captured millimeter accuracy with this drone for XYZ value. So the image on the top right you see here is actually not an aerial photography. It's a color-coded of XYZ point cloud. So it's a point, and each point has a color. And it contains XYZ values. There's about 10 million points here on this image that you see.

And you can see an image below that you can color-code based on no longer just a real physical color of those objects, but you can use it to do something else, which is color-coded based on the height-- so on the Z value. So blue being low, red being high. The difference between the red and the blue is not high like you could see in a seabed or something like that. It's very, very minimal. So the contrast is very enhanced to show the differences.

But if you see what it's useful for, you can see the point cloud. So it's not that the image is blurred. Again, all are points on this image. And if I click and drag, I can do a cross-section live to show me the slope of the runway. So we can use this for compliance and to make sure that it's more than 1.5%. Here it shows 1.67% because I have included the shoulders of the runway.