Nexity and Myr.ai: a partnership to accelerate the digitalization of real estate spaces

07/09/2022
Press

Read the French article on latribune.fr


In its constant quest for innovation, France's leading real estate group has chosen Myr.ai, a French start-up, to launch a test on the digitalization of its cleaning services. Meet Alexandra Lenormand, director of real estate, purchasing and risk management at Nexity.


For a group like Nexity, what are the challenges of innovation in the field of work environment management?

A.L.: The importance of digitalization and, more generally, of innovation in real estate management is not unique to the Nexity group. We believe that this is a critical issue for all real estate managers, regardless of the sector, particularly in terms of meeting the new expectations and standards of their users. However, given Nexity's mission to create meaningful places to live and work together, the question of the tools we put in place to ensure an optimal level of service to its occupants is essential. As such, we must cultivate a pioneering spirit and set an example.


Among the many services you use, why did you choose cleaning as a vector for innovation?

A.L.: There are two main reasons. The first, of course, is the increased level of demand

The first, of course, is the heightened level of demand for cleanliness in buildings following the COVID-19 crisis. Implementing new methods to ensure that employees have a clean and healthy environment is no longer simply an important issue, but has also become an attractive factor. The second is that despite this, technological innovation is rarely at the heart of the offering when it comes to cleaning services. Instead, the trend is to tighten costs without really revisiting methods. Higher expectations and a technology gap. The combination of these two elements opened the door to a real opportunity for innovation in this field.


What issues were you trying to solve by using technology in this sector?

A.L.: There are many, but they can be categorized into two main groups. First, performance optimization both from the point of view of service delivery and reporting. Secondly, a CSR challenge consisting of putting cleaning operators back at the center of the activity, by giving them the right tools to assist them in their mission, but also by introducing more direct communication to decompartmentalize the work of those who are unfortunately all too often invisible, even though they are responsible for carrying out the services on site.


To assist you in this process, you have chosen the French start-up Myr.ai. How does it meet your expectations on these two subjects?

A.L.: When Axel Hars (Myr.ai's CEO) approached me to present the project, I understood that our objectives were aligned. project, I understood that our objectives were aligned and we quickly decided to set up a pilot project on a first 900m² space. The solution proposed by Myr.ai was the perfect answer to what we were looking for, including a mobile application for our service providers. In addition to guiding them in their mission, it gives us the possibility to analyze the path of the agents via time stamping and geolocation of tasks as well as by adding photos. This allows us to see how well the tasks are being carried out and to suggest ways to optimize them where we were previously in the dark. Secondly, the platform allows for direct and contextualized communication. Like many large groups, we have a single point of contact to manage all service contracts, which inevitably leads to a loss of connection with the agents in the field. The application allows us to restore this link and bring about a gain in efficiency but also a rehabilitation of the work of these shadow staff.


Has this new approach already been validated by concrete results or is it still too early to say?


A.L.: We have already seen extremely positive results after a few months of use, with
months of use, with a direct impact on the sizing of our contracts. Myr.ai has enabled us to see that some of the services provided for in the specifications are simply not being carried out and are not feasible. We are therefore working with our service provider to redefine the framework of its intervention, whether it be on questions of frequency of passage or content, by concentrating on tasks with high added value. For example, we have set up robots for floor maintenance to relieve the operators of this time-consuming and physically demanding part of the job.
Another extremely positive aspect concerns reporting. Real-time information feedback not only allows us to
not only allows us to reduce the frequency of inspection visits - which is a considerable time saver, especially when we are at a distance - but also to avoid having to

but also to avoid having to consolidate in Excel tables the sheets of passage of the agents. It's another world!


Following these initial results, what development prospects do you see for this collaboration?

A.L.: We have many plans with Myr.ai: we are currently studying the extension of the pilot to a larger group of buildings. But beyond that, there is still a lot to do! Among the areas we are currently working on together, there is the integration of employee/occupant feedback into the application to get them more involved and develop a virtuous ecosystem of clients/suppliers/occupants.
Another important development will be the integration of the platform with our existing tools, in particular the tool for managing requests for service, as well as its extension beyond cleaning (maintenance in particular). Finally, the possibility of managing contracts directly through the platform. This is an exciting prospect that would enable us to make a direct link between the performance of services and invoicing based on the reports produced on a daily basis. The possibilities are numerous. It is up to us to continue to promote innovation where it is not yet present.