Employees at construction site, year 2019.

Operational Efficiency

Our Own Indicator

The Operations Manager Office, together with all the other areas that are part of it, defines the continuous improvement of processes and the optimization of tools with the purpose of strengthening the productivity, of reducing costs and of achieving the organizational goals. For Amarilo, the operational efficiency is based on effective processes, supported by state-of-the-art technology and the best human capital. GRI 103-1

At Amarilo we have an office in charge of the coordination for the continuous improvement of processes, the Office of the Technology Manager and the BIM (Building Implementation Modeling) Office, which are the heart to improve the performance in several projects . GRI 103-2

Oracle, the cloud for the whole of Amarilo

Oracle means:

1

The most complete coverage of business processes, from start to end.

2

The modern, high-level user experience, with fast access to the information.

3

Processes imagined in an innovative manner, with digital technology.

+1,000

users

14

cities operating

+12,000

works’ contracts

33

works connected

+50,000

payments made

+150

transactional projects

Proyecto Serena del Mar, Cartagena

Next Wave 1 Project

1

Financial Processes: compliance with payments to vendors, recording of financial liabilities and timely accounting closing.

2

Redesign and optimization of the constructions’ processes.

3

Refresher of trainings to the constructions’ team.

4

Attention on Saturdays to answer questions about the processes in ERP and Primavera Unifier.

5

Help Table (available 7 days x 12 hours) for the attention of incidences and resolution of requirements.

6

Improvements in the reporting and development of new requirements. GRI 103-3

Cisco Webex

Next Virtual Learning Room

354

People

RPA

Automation of Processes

19

people

Power BI

Business Intelligence

13

people

Autodesk

AutoCAD Civil 3D

10

People

BIM

Quality Audits

93

People

BIM

Diploma Course

138

People

Next Wave 2 Project

Training in our showrooms:

Sales rooms

Type I
22
Sales rooms to be
trained
125
people
18
days of
training

Sales rooms

Type II
12
Sales rooms to be
trained
108
people
21
days of
training

Legal Processes and Transfer of Title

42
people
17
days of
training

Finishing centre

5
people
28
days of
training

Customer Service

20
people
2
hours of
training

BIM

Building Implementation Modeling (BIM)

Our Own Indicator

Through the Building Implementation Modeling (BIM) methodology, we work to strengthen the quality assurance and control processes as well as both graphic and non-graphic information of our projects, guaranteeing a better compliance with the requirements established by the different areas.

Objective 1

Reduce70%

To reduce 70 % of the time destined to the execution of BIM quality reviews, because said process is currently made by hand and it takes a lot of time, preventing it from being totally completed.

To increase 60 % of the efficiency and the effectiveness of the processes, the times and the costs, through the implementation of tools that optimize the operational tasks.

How?

  • Identification and plotting of the processes and requirements of the different areas in collaborative work sessions.
  • Integration of the aspects identified through the BIM tools.
  • Generation of pilots that allow evaluating the correct development and the integration of the processes.
  • Training plans for the equipment involved.

Objective 2

To certify the Urban Amenities Area and the Office of the Construction Manager in knowledge of BIM methodology and tools, allowing the ongoing integration of the processes of the company and the sustainability of the BIM implementation.

To strengthen the knowledge and to generate skills in BIM Tools through the training in BIM processes of all the personnel involved in the company’s active projects.

8

BIM Standards Forum

22

Number of courses taught

114

Projects
developed in BIM

1,091

Number of
people trained

130

Consulting companies
involved

22

Instructional texts created or updated

294

Hours of capacitation

BIM excellence Award

We received the BIM excellence award in the construction segment, housing category, for the Cantabria project. The award was granted by Camacol, Forum Colombia and the Ministry of Housing, City and Territory, thanks to the digital transformation in the site. This means that thanks to the mobile devices in the site to consult models and blueprints, we reduced the consumption of paper and we facilitated for the participants in the project the saving of time, costs and natural resources. Housing Project with six towers, 680 housing units and an area of 108,284 m².

Results of impact:

50%

on the reduction of the
coordination of meetings.

30%

improvement of the quality
of delivery of models
and reports.

100%

on digital deliveries.

70%

on the reduction
of work time.

Today, more than ever, we move forward
in the digital transformation

This period has led us to reinvent ourselves to carry on with our daily duties. Without doubt, the technology is and will continue being one of the most valuable tools to carry out all day to day activities, furthermore during the pandemic. We at Amarilo were able to strengthen the digital infrastructure and with that the communications with all the manager offices. GRI 103-1, 103-2

Considering the current conjuncture, we focus our efforts on the company’s primary needs such as to give solutions to the sales and construction force. We developed, together with the office of the Marketing Manager, the creation of the Home from Home channel, a remote sales’ tool, that allowed us to approach potential customers showing them, via streaming, the housing projects in which they could be interested. On top of this, we supported the customers with electronic signature through DocuSign and virtual appointments using Teams.

We work in the definition of a roadmap, which contains 21 priority initiatives, with the purpose of continuing with the digital transformation in the middle term (3 years) that will guide us in the evolution and the consolidation of the digital culture.

We also moved forward with the technological renovation in the sales rooms and work sites thanks to the availability of new state-of-the-art equipment and the permanent access to internet that allowed us to have data analysis in real time as well as a coordinated communication between those areas.

Since the technological transformation in the sites is paramount, we put a RPA (automatization for the efficiency in processes) in motion. Through some software and a robot, we were able to automatize tasks that were done by hand before, reducing times, facilitating the analysis of data and, most of all, protecting the information.

We carried out an inventory of processes that were robotized and we trained more than twenty people of different areas in order to spread its knowledge and to adapt it to the needs of the instrumentalities of the company. Without doubt, the technology will bring more efficiencies and, with it, better results.

Lastly, we created the Digital Committee to lead the technological and transformation issues that will consolidate the digital culture and that will generate efficiencies that will translate into successful organizational achievements.