mefma confex 2017 the multi facets of fm and the people...

MEFMA CONFEX 2017The Multi Facets of FM and the

People who Connect ItMarch 13 & 14, 2017

The Address Hotel

JAMAL LOOTAH

MEFMA PresidentCEO - Imdaad

Your Excellencies,

Esteemed Guests,

Members of the Media,

Ladies and Gentlemen,

A pleasant day to all.

It is with great privilege and pleasure that I welcome everyone to the 2017 edition of the Middle

East Facilities Management Association (MEFMA) Confex event. I am highly excited to see the

attendance of a number of industry leaders, decision and policy makers, pioneers and experts in

the roster of our participants and honored guests this year. With all of you - the industry’s brilliant

minds and best of the best - amongst us, I am confident that we will successfully meet what we

have set out to accomplish in two days.

For 2017, we have lined up key topics in our agenda to focus on the people connecting each

important aspect of the multifaceted facilities management (FM) industry in the Middle East,

which is the theme of our event.

We have also included a small exhibition showcasing the latest products and services in the market

as well as organized interactive and practical workshops to share and highlight the best FM

practices at the local, regional, and international levels. The workshops titled ‘Successful

Implementation of Stakeholder Management in FM’ and ‘Career Development – Surviving and

Thriving in the FM World’ was held yesterday, while the presentations and panel discussions will

take place today and tomorrow. and we have invited renowned speakers and panelists from major

regional and global entities., to shed light on pressing issues.

Education gatherings such as the MEFMA Confex, and knowledge and expertise exchange are the

key, ladies and gentlemen, to bringing the entire regional FM industry to new heights of growth

and development. Your inputs, analysis, and insights are important and we at MEFMA, as a non-

profit organization, are providing the essential global platform to make this exchange among key

stakeholders possible amongst a wide range of issues affecting the FM industry today, from

sustainability to the impact of digital transformation.

Ladies and gentlemen,

We are growing at an extraordinary rate. Based on recent industry reports, the value of global

outsourced FM industry will reach 1 trillion by 2025, with integrated services having a fair share

of 35 per cent of the sector’s revenue by that period. In the UAE alone, the compound annual

growth rate (CAGR) is seen to remain steady at 8.5 per cent during the next five years’ thanks

mainly to intensive government efforts, particularly concerning modern infrastructure, launched

per the strategic goals of UAE Vision 2021.

During the event, we must explore several opportunities in the FM industry as a direct result of the

region’s impressive economic development. Let us take this opportunity to discuss how further we

can put the local and regional FM segment on the world map, and in the case of the UAE, how

else we can harmonize and unite our own individual efforts to push the Gulf countries into the

ranks of developed nations with best-in-class FM services on all fronts.

The emergence of the Internet of Things (IoT) and other next-generation technologies is another

significant area of discussion. The FM industry will no doubt need to reshape and evolve in order

to remain relevant in this era of digital explosion. We all know that we as facilities managers can

make a major difference specifically in our common vision of building sustainable, connected and

technology-centric cities. It is encouraging that the regional industry is fast catching up with the

trend.

As a dedicated event for the industry by the industry, the MEFMA Annual Confex is a perfect

venue for us to look into this field and more as well as share fruitful ideas on how we can

implement dramatic and vital changes in order to meet the requirements of the 21st century. With

all these topics, it is indeed important for us FM professionals, construction industry stakeholders,

and owner associations to come together and drive all significant FM industry components.

Before I end my speech, allow me first to acknowledge and thank our key sponsors, partners, and

supporters for this year’s event. The MEFMA Annual Confex 2017 would not have been possible

without their support and help. We would also like to thank all our participants and visitors for

joining us in yet another meaningful exchange of bright ideas and unique thoughts.

Thank you once again and enjoy your CONFEX.

ATIQ JUMA NASSIB

Senior Vice President of Commercial ServicesDubai Chamber of Commerce & Industry

H.E. MARWAN BIN GHULAITA

CEOThe Real Estate Regulatory Agency (RERA)

MEFMA

AND

BILFINGER SIELV UAE & BILFINGER SAM LLC / APLEONA HSG

MOU SIGNING CEREMONYFOUNDING MEMBER

FF

MEFMA

AND

BEE’AH

MOU SIGNING CEREMONY

CORPORATE MEMBER

FF

MEFMA

AND

HERIOTT-WATT UNIVERSITY DUBAI CAMPUS

MOU SIGNING CEREMONY

KNOWLEDGE PARTNER

FF

HONORING CEREMONY

DUBAI LAND DEPARTMENT

Strategic Partner

THE REAL ESTATE REGULATORY AGENCY(RERA)

Strategic Partner

DUBAI REAL ESTATE INSTITUTE

Strategic Partner

DUBAI ASSOCIATION CENTRE (DAC)

Strategic Partner

THE DEPARTMENT OF TOURISM & COMMERCE MARKETING (DTCM)

Destination Partner

COFELY BESIX FACILITY MANAGEMENT

Technical & Infrastructure Sponsor

ADVANCED FACILITIES MANAGEMENT

Integrated FM Sponsor

UNITED FACILITIES MANAGEMENT

FM Excellence Sponsor

INITIAL SAUDI GROUP

Saudi FM Support Sponsor

IMDAAD

Energy Management Sponsor

KHANSAHEB GROUP FM

GCC-wide FM Sponsor

GRAKO

Cleaning Sponsor

HERIOTT-WATT UNIVERSITY

Knowledge Partner

EMIRATES GREEN BUILDING COUNCIL (EGBC)

Supporting Association

OMAINTEC

Supporting Association

FM TODAY

Media Partner

FACILITIES MANAGEMENT MIDDLE EAST

Media Partner

CITYSCAPE

Media Partner

EYE OF RIYADH

Media Partner

CONFERENCE FACILITATOR

DUNCAN WADDELLChairman – Global FM

FM Implementation On A City Scale – Strategic Approaches Towards Operational Excellence

Best Practice – Jubail IAM Model Exploration

SULTAN AL KHURAISSIRoyal Commission of Jubail & Yanbu, KSA

Contents

Jubail Industrial City IAM

Infrastructure and organization development

Examples of visible change

Lesson learned

Managing FM/AM in a city-scale requires vision, strategy and enablers

Vision:

“To deliver a world class asset management service and be known as the center of excellence, in our asset classes, in the Kingdom of Saudi

Arabia and within the top five in the GCC”

Key Asset Management Concepts• Sustainable – for current an future generation

• Considers the full lifecycle

• Optimize level of service, risk and cost

• Continual improvement

Jubail : A strategic approach for Infrastructure management:

Infrastructure Management

Infrastructure systems, networks, and built environment within urban cities & communities that influence and impact communities, and economies – All physical assets

WhyBalance between cost, risk, performance, to deliver best performance outcome for all stakeholders

Key FactOn average we are adding ~2% new assets per annum, and mange the other 98%

Challenge Deliver required services to our communities at lowest life cycle cost

Jubail Industrial City

0

50

100

150

200

250

300

350

S Contrcat Cost

% of critical assets

Contents



Examples of visible change

Lesson learned

Organizational DevelopmentGeneric Approach

Governance Improvement

• Setting the right objectives

Effectiveness Improvement

• Doing right things

Efficiency Improvement

• Doing things right

Strategic

Tactical

Operational

Organizational DevelopmentFM Regime

Efficiency Effectiveness Governance (Efficacy)

Doing things right Doing the right thing Setting the right objectives

Physical

Work

Levels

of

Service

Asset

Outcomes

Organisation

Outcomes

Intervention

Levels

Work

Instructions

Contractor Contract Managers Department Directors and General Manager

Developing Asset management strategy- General Scheme

Understand what is important to end users and

stake –holders

What is it that our customers and end user really value in our asset management service? How are we doing against our key measures of performance? What are our priorities?

What is the transformation roadmap to enhance asset management capability? What arethe benefits of transformation?Establish what targets and benchmarks will be used to track development of our asset management capability?

Develop a whole life cost asset management plan with different asset types and scenarios. Profile LIFEX and maintenance regimes across the asset portfolio

What is our current level of capability? How far off from operational excellence are we? Where are our key gaps? Establish and quantify the performance shortfall?

Define asset management capability and

maturity targets

Develop transformation road map and measurement

system

Develop whole life asset management

plan*

Asset management

strategy

Jubail IAM Model:

O&M

Operational Excellence

Performance management

Problem Solving

Continuous Improvements

In operation, goals can be

under the following themes:

FM ToolkitTools & Systems necessary for the transformation (project) , and the execution (business)

PM Tools

TQM Tools (Problem Solving,

CI)

Lean Maintenance (TPM & System

Engineering)

Business Process Management

(Process Reengineering, Optimization,

alignment)

Performance Management (KPIs, Dashboards, Visuals)

Contents



Examples of visible change –Buildings & City Scale

Lesson learned

Operating model for Buildings

Asset Management Integrated service model

More than 500 Buildings

Multiple O&M Contracts

One Transformation ProgramOp

era

tin

g St

ruct

ure

s

Stan

dar

d O

pe

rati

ng

Pro

ced

ure

s

Ro

les

and

Re

spo

nsi

bili

ties

Vis

ual

Man

age

me

nt

Pe

rfo

rman

ce m

anag

em

en

t

Enterprise asset management system - EAM

Polices

Process

Continues Improvement Culture

Lean/ Total Productive Maintenance

RCJ Asset management Strategy1

2

3

4 5 6 7 8

9

10

11

Condition-based Maintenance regime

Importance• 1 – Critical infrastructure, Public facing

buildings, VIP buildings, Friday Mosques• 2 – Normal priority Infrastructure, Educational

facilities, Homes, Mosques• 3 – Support infrastructure, Non core

operational buildings• 4 – Other low importance buildings

Condition

• A - As new.• B - Aged although performing to design

intent.• C - Aged exhibiting signs of early failure or

failed elements• D - Aged exhibiting signs of major failure /

Building at end of life expectancy

• Level 1 – Repair or restore to original design standards;Proactive preventative maintenance

• Level 2 – Mend and repair;Schedule preventative maintenance

• Level 3 – Temporary repair;Preventative maintenance limited to major assets

• Level 4 – Run-to-failure

Possible regime

Examples of visible changesImplementation on ground

Problem resolutionsystem/ T-card

Daily production meeting

Standard work/ work instructions Visual management

Structured problem solving/ RCA

Workplace organisation/ 5S

“Check and test”/Process confirmation

Change to roles and responsibilities

ObjectiveMaximise the performance of Electrical Maintenance team and

improve overall efficiency and effectiveness RC assets Role

MaximisePerformance

Key Tasks Deliver and maintain electrical maintenance services in

accordance with PM schedule and reactive maintenance request Plan for effective delivery and implementation of changes in

service within the team to meet the needs of the customers Set targets and other performance standards within team &

monitor how much and how well team is producing Motivate team to deliver including informing team

onperformance, quality, and progress through team meetings

Measures/ Frequency

A

A1

A2

A3

Team target/ actual performance reporting (daily)

Actual team performance

B As requiredProblem Solving & Continuous Improvement

Involve your team in seeking to apply continuous improvement and innovation to the lean operating system

Lead team problem-solving on team issues (incl. identifying issues, root causes and solutions)

Implement & then standardise continuous improvement initiatives

C As required

Manage & Develop People

Manage individual performance including challenging inappropriate behaviour and taking disciplinary action when appropriate

Assess team skills and ensure training needs are identified Develop team members including coaching them to achieve

their potential

A4

B1

B2

C1

C3

C2

B2

High-Level achieved benefits (Actual)

Driven by application of standard work, daily performance management meetings, greater visibility of team-level performance

ProductivityRequests per FTE per day

A

0.20

0.55

+175%

AfterBefore

Driven by better appointment scheduling, standardised visits tracking process, carrying of fast-moving stock on trucks, prioritisation of call types based on available skills

QualityFirst time fix rate, %

B

+63%

After

70%

Before

43%

Driven by greater visibility of open calls, application of “first in first out” policy where possible, better prioritisation of open calls, improvements in material availability

Lead time*Work order resolution time, days

C

6.0

2.4

-60%

AfterBefore

Realized Value (Actual)

Reduced Maintenance

Cost

OtherImprovements

-39%

Planning & Scheduling

Improvements

Contract SupportTask Productivity Improvements

PurchasedGoods

Warehouse& Inventory

Total Maintenance

Cost

Materials

3% 6% 7% 4% 1%18%

Labour & Services

Call Center – City ScaleBest Practice

Decision Making ToolPerformance

Measurement EnablerImproved Expenditure, Response and Quality

Customer Satisfaction

Call CenterPrevious Configuration

Operation & Maintenance Sector

Roads Dep.

Cal

l Cen

ter

General Utilities

Dep.

Cal

l Cen

ter

Buildings Department

Cal

l Cen

ter

Cal

l Cen

ter

Cal

l Cen

ter

Cal

l Cen

ter

Cal

l Cen

ter

Cal

l Cen

ter

Cal

l Cen

ter

Cal

l Cen

ter

Cal

l Cen

ter

Cal

l Cen

ter

Landscape & Irrigation Department

Cal

l Cen

ter

Cal

l Cen

ter

Cal

l Cen

ter

Sanitation Department

Cal

l Cen

ter

Cal

l Cen

ter

Call CenterNew configuration

Operation & Maintenance Sector

Roads DepartmentGeneral Utilities

DepartmentBuildings Department

Landscape & Irrigation Department

Sanitation Department

Call Center

Call CenterCost saving breakdown

2.97

1.42

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

Mill

ion

s

7.2

0.36

0

1

2

3

4

5

6

7

8

Tho

usa

nd

s

36

9.6

0

10

20

30

40

Tho

usa

nd

s

Agents Cost

50% Reduction

Telecom Fees

95% Reduction

Energy Fees

73% Reduction

Call CenterResources & Productivity Management

16

1

0

2

4

6

8

10

12

14

16

18 42

20

0

5

10

15

20

25

30

35

40

45

Number of Call Centers

16 to 1

Number of Agents

52% Reduction

Call CenterMeasurable Improvements

SAR 3

SAR 1.43

0 0.5 1 1.5 2 2.5 3 3.5Millions

53%Cost Saving

Internal ProcessProductivity – Lead time- Quality

FinancialUtilization rate %

Customer % NPS

City Scale

• Cost/Agent• Escalation rate %• Abandonment rate %• Net promoter Score NPS

Contents



Examples of visible change –Buildings & City Scale

Lesson learned

“Getting the right people in the right jobs is a lot more important than developing a strategy” – Jack Welch

Leadership

High Performance Team

Successful transformationlesson learned in change management

1. Clear vision

2. Top management support

3. Partnership; high caliber consultant

4. Staff engagement

5. Execution strategy; balance between pace, benefits & sustainability

6. Building capabilities; training and development

Thank You

SYNERGY IN TOTAL FACILITIES MANAGEMENT

MICK DALTONMeraas Holdings

Agenda

• Outsourcing Growth and Changes• What is Synergy• FM strategy• Benefits of TFM• Team Synergy• Reality and Gaps • Conclusion

The worldwide facilities management (FM)

outsourcing market is expected to grow from

$959.2 billion in 2012 to $1.314 trillion in 2018 (ISS

estimates based on third party data, (ISS A/S

Prospectus, March 2014)). Growth is evident across

all markets, from North America and Europe to

Latin America and Asia Pacific.

Evolving Market

The market is not just expanding, however; it is evolving, with growing

public- and private-sector demand for FM solutions that are both

global and integrated. Along with this evolving market, customer

expectations are broadening to include more value-added FM

services: customers increasingly expect FM providers to assume

responsibility (i.e., accept risk transfer) for regulatory and labour law

compliance, for example, and to take an active role in advancing the

company’s strategic mission (Redlein, Redlein, Soborg, & Poglitsch,

2014). To this end, FM suppliers are having to evolve from service

providers to strategic partners.

These changing demands require a new way of thinking

about the delivery of FM services, as the industry

transitions from having a single-service, local outsourcing

model to providing integrated services delivered

seamlessly to the customer on a national and even

global scale.

Companies are looking at their facility assets and services

from an increasingly strategic point of view. They are

looking for ways to focus their resources on their

company’s core mission and values. Senior leaders are

exploring ways to leverage their facility assets and

services to support and even enhance their core

business while minimising their costs; simply put, they

want to maximise the value delivered through facility

assets and services.

Company leaders are looking to respond to increased social,

economic and regulatory pressure to be good global citizens.

They see the significant impact that their facility operations can exert

on all of these areas and are looking for companies that can partner

with them to enhance the effect their facility assets and services have.

At the same time, they see facility management (FM) and services as

non-core to their business and are looking to benefit from forming

strategic long-term relationships with companies that are facility

experts.

Another way companies are looking to derive greater value is through

simplification by reducing their contracts through centralising

procurement on a national and even international scale.

This simplification requires service providers that can perform on a

broader scope both geographically and across multiple lines of

service.

In conjunction with larger scopes and longer-term contracts,

companies are looking for their FM partners to be strategic

thinkers that deliver increased value through their facility

assets and services. Ultimately they are looking for vested

partners that are FM experts to guide them in getting the best

out of their facility assets and services.

What is a Synergy

A synergy is where the whole is greater than the sum

of its parts. In other words, when two or more people

or organizations combine their efforts, they can

accomplish more together than they can

separately. They can get more done working

together than they can working apart.

4 Key Traits of Synergy in TFM

1. SHARED VISION, VALUES & GOALS

Company Vision, Mission Statement, Core Values, Goals & Targets.

Begin with the end in mind. Give your People a sense of purpose as to

why they come to work everyday and contribute to the company.

Goals work as a motor for motivation, however a shared goal needs

to be matched with clear roles, by putting the right people at the right

time and at the right place. When each team member has clear roles

and responsibilities of their own and others’, the risk of overlap or gap

of work can be reduced significantly. Goals will also create challenge.

A team that has dealt with a trying situation and come out successful

together will typically have a stronger relationship. Review Review

Review. Whether your team has or has not done well together, always

review where you did right and wrong – and improve!


2. GOOD LEADERSHIP & FOLLOWERSHIP

Can someone lead if no one follows? Leadership is intertwined with

followership. Most times we only talk about the importance of good

Leadership, but there’s not enough emphasis in good followership. In order

to create a good team synergy, good leaders and followers must co-exist

3. TRUST, RESPECT & COMPASSION

When every individual works and communicates with the basis of trust,

respect and compassion, everyone will feel that their contribution is as

valuable as the next person – and vice versa, and therefore each

person will give their best work for the Team. A compassionate

individual will be conscious of the impact of their action on others. In

result, everyone will pull their own weights, and collaboratively reach

Synergy.


4. POSITIVE ENVIRONMENT

Like human relationships, Synergy is a constant process and must be

managed. It’s not a destination that you arrive to and just halt, it’s a

never ending journey that you and your team as the crew of a ship,

embark upon together and must constantly row and work to reach it.

Effective communication is key to creating and maintaining Team

Synergy, and part of it is Conflict resolution. An effective Team is

capable to resolve differences by finding and managing the best

solutions from the team member’s contributions, despite differences

of skills, opinions, strengths, weaknesses and talents. Managing and

resolving human relationship conflicts clearly differs from fixing a

broken machine.

What are CEO’s looking for?

Our strategy is to use best practice and the right sourcing

strategy for each project. For Citywalk – for example- we

will work with a large integrated FM company to reduce

costs, add value and ensure our communities are

managed effectively to meet customers needs /

satisfaction and improve asset value

Why TFM?

Service integration

One stop shop

Single invoice

Management reporting

Value added service

Improved customer experience

What is TFM?

A Total Facilities Management Solution can incorporate all FM service lines from Maintenance and Building Fabric Repairs to Catering and Cleaning all from one trusted

source.

A TFM supplier will self-deliver wherever possible and will operate under a ‘One Team’ model that enables cross-skilling and multifunctional responsibilities throughout the various service streams.

What are the benefits?

A TFM solution provides a one stop shop for delivery and because the supplier will typically self deliver greater than 70% of the services they are able to aggregate spend and optimisethe delivery model that generates savings for the customer.

Savings levels will clearly depend on the relative scale and maturity of the existing service model but customers can expect to reduce their annual operating cost by between 10% and 30% which provides a compelling rationale for any CFO.

Customers that have taken the TFM step are seeing a number of non cost benefits including;

Increased security of business operations and mission critical areas. In today’s business environment this can be a key factor for protection of both personnel and sensitive data

Flexibility for adapting to any unforeseen circumstances including robust disaster recovery planning

What is TFM?

Improved accountability and tracking of service delivery

performance.

Any in house headcount will typically TUPE across to the service

provider and because FM is the ‘ bread and butter ‘ of that

organisation staff morale and motivation often improves as there is

greater scope for progression and growth.

TFM providers are well versed in managing the transition from in

house team + multiple third party providers to a TFM solution and

contract novations are managed efficiently.

Total cost transparency creating a pro-active culture developing a

long standing relationship

Continual development and improvement upon the delivery of

services with reviews against measurable service level agreements

In summary TFM can provide tangible cost improvements to your

business and deliver greater control of your environment. Maybe

BMW will start using TLA’s once again.

Benefits of TFM

Effective facilities management provides a safe and efficient

working environment, which is essential to the performance of

any business.

The major benefits of adopting the TFM approach include:

Lower bid prices

Fixed prices

Transfer of some risk

Single point of contact for the customer

Clear responsibilities

Reduced administration

Innovation and continuous improvement

Detailed information on assets and their condition

Optimisation of staff and multi-skilled workers

A one-stop-shop for all your Facilities Management needs As part of the drive to deliver improved public services and achieve

best value for the public purse, you may be considering outsourcing all

of your non-core activities (such as cleaning, security, reception services

etc) to a facilities management provider like us here at Total Facilities

Management.

TFM offers a one-stop-shop solution to achieve this aim and to improve

your business efficiency, guarantee you savings and give you peace of

mind.

Customers realise price savings as a result of procuring one large

contract for various integrated services as opposed to a number of

different contracts for individual single services.

TFM has additional scope for flexibility, as service providers are able to

change sub-contractors within their supply chain during the life of a

contract with a customer in cases where there is under-performance,

provided that this is in agreement with the customer.

Delivery Methods

Essentially there are three types of operational model which can be

adopted when delivering TFM, as follows:

Management - Where the FM service provider takes responsibility for

delivering the service requirements but does so through partnering

and sub-contracting relationships, and therefore only self delivers the

management element of the contract

Sub-Contracting - Where the FM service provider takes responsibility

for delivering the service requirements but does so through a mixture

of self-delivery, partnering and sub-contracting relationships

Self-Delivery - Where the FM service provider is responsible for

delivering the service requirement wholly through their own

organisational structure and labour force

TEAM SYNERGY In TFM

Team Synergy is a very common problem in the corporate world. Whether it’s a fortune 500 company or a local business, as long as humans are running the business – not robots, there’s going to be human relationship problems running in the business. Teamwork problems are inevitable because every individual that comprises a team has different ways of doing one thing. Many people don’t realize that teamwork is more than just working together to get things done, but more importantly it is about achieving results that are much greater than the sum of each person’s contributions.

THE IMPORTANCE OF TEAM SYNERGYTeam Synergy problems are caused by human discrepancy such as difference in individual priorities, talents, interests, ego, habits, strengths, weaknesses etc; ineffective communication; poor management/coordination/strategy; poor leadership and followership; individuals not playing as team players; or people simply not pulling their own weights. The by-product of team synergy problems in essence is low productivity; miscoordination, inefficiency, overlap or gap of work, individuals not performing at their best, lack of responsibility and accountability, people not mindful about holistic process, people blaming people, etc.

A Team Peak performance can be achieved if every team member knows their roles and responsibilities, takes upon themselves what is their share of the load, works at their best and furthermore collaboratively sees the whole process through to completion. Superbowl champions don’t become champions because the Quarterback single-handedly rushes the football for each touchdown – it takes the whole team’s effort.I’d like to share with you the basic fundamentals in creating a positive Synergy:

Working Together

The modern concept of synergy was proposed by chemists. They discovered that

every time they separated atoms or molecules from a complex compound, the

behavior of the separate parts could never explain the behavior of all of them

interconnected. For example, the chemical behaviors of isolated hydrogen (H2) and

isolated oxygen (O2) do not offer any kind of information about the chemical

behavior of water (H2O).

By the same token, in modern organizational theory, synergy means much more

than “working together.” Therefore, a team’s collective performance can be either

better or worse than the sum of its members’ individual performances.

https://twitter.com/intent/tweet?url=http://www.forbes.com/sites/luisromero/2015/12/01/the-ultimate-guide-to-team-synergy/&text=In modern organizational theory, 'synergy' means much more than %E2%80%9Cworking together.%E2%80%9D

Reality and Gaps Where TFM fails to provide synergy:

Setting the foundation in staff competence and capabilities:

More robust training required for housekeeping staff – current training

programmes observed as far too basic thereby not equipping the staff with the

knowledge they need to deliver the standards expected.

Lessons learnt through experiences in the operation and incidents/ accidents

need to be incorporated and updated in procedures/ processes/ work

instructions and training/ refresher training modules for staff – this gap is

identified in all current TFM contracts.

Strengthening the relationship between hard and soft services - communication,

shift handovers – gap identified in all current TFM contracts.

IMS – integrated management systems to ensure all departments are aware of the

goal, plan and journey on how they will work together in IMS to achieve the same.

Gaps identified with lack of planning and updates shared between the operational

requirement, HR, Training, Recruitment, Logistics, Finance and Procurement.

Strengthening sub-contractor management - gap identified in all current TFM contracts. No TFM manages its subcontractor as well as it could do.

Landscaping – No TFM service provider manages this well or have expertise in this

subject

Conclusion

• TFM is here to stay

• It is evolving

• Gaps need to be filled in what happens today in TFM companies

• Better control of sub contractors needed

THE EMERGENCE OF TFM IN THE KINGDOM OF SAUDI ARABIA

MOHAMMED E. BUNDAKJIInitial Saudi Group

Presented By:Mohammed Essa Bundakji

SAUDI GROUP

CONFEX 2017DUBIA U.A.E

TOTAL FACILITIES MANAGEMENT SUPPORTSERVICES

SAUDIGROUP


Source: ISAL

Founded by Mr. Faris Bundakji Over 30 years ago, ISAL came from a history of recruitment and mobilization of workers which provided the kingdom with more than 12,000 workers over 10 years

Since then Initial Saudi Group has accumulated a wealth of experience and expertise in the recruitment and management of manpower which has evolved over the years into a diversified Service Support company providing the KSA market with an array of FM Support services.

19

75

19

99

19

86

20

14

1975 – Founding family establishes the a Placement Company Overseas (PAK) and Remal Company Ltd. (KSA), which placed more than 12,000 workers over 10 years of existence in the Kingdom

1986 –The Founders bought out Initial Saudi Arabia Ltd (implemented in 1983) plus other service companies, namely: Duraclean and Al-Sawary Security Guard Services

1999 - ISG received its ISO 9001:2008 certification (Certificate # 27029) from Moody’s International –demonstrating its adherence and commitment to quality

2013 - The company managed a work force of 9,000 workers and serving 450 clients

2017 - Currently the company manages a work force of 15,000 workers and serving 950 clients

20

17

20

15

2015 – The incorporation of Workforce Saudia Co. a Close joint Recruitment Co. licensed by MOL.

His

tori

cal B

ackg

rou

nd

SAUDIGROUP


Source: ISAL

5 C

ore

Co

mp

eten

ces

STRONG TRACK RECORD

EXPERIENCED MANAGEMENT

SOLID CLIENT BASE

HEALTHY FINANCIAL POSITION

OUTSTANDING OPERATIONAL CAPABILITIES

3

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21

5

▪ Over 33 years

experience

▪ 15,000 + workers

▪ Strong

infrastructure and

logistical

capabilities

▪ A fully managed

service provider

▪ International

certification (ISO

9001)

▪ Workers’ base up by 15% annually since end 2010

▪ 20% Growth in Market share YoY since 2010.

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FM G

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TFM

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TFM in Saudi Today and its growing demand.

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MEP & Property Services

Maintenance, PPM and Rapid Response, Fit out and Renovation’s, Air-Conditioning systems, HVAC, light Civil Works and Handyman services.

Landscaping Services

Grounds Operation & Maintenance to Hotels, Universities, Office and Residential complexes, Irrigation, Design & Hardscaping services

Pest Control & Environmental Services

Comprehensive vector control with exclusive chemical distributorships supporting a wide range of facilities

Security Guarding

Fully licensed by the appropriate Saudi authorities to operate and provide trained guards within the country. expertise includes surveillance, intruder detection, gate command and traffic safety.

Workforce Outsourcing

Fully licensed by the Saudi Ministry of Labour as an appointed ISTAQDAM company to provide foreign blue and white collar workforce solutions across all industry sectors and the domestic market.

Our Services

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Working Towards Greater Diversity

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FM Executive Summary

FMEx

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Sum

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Integrated Facilities Management Services

King Abdullah Economic City

SAUDIGROUP


Our World In FM Services

Creating high quality end-user experiences…

.. for even ‘all’ the most demanding 5 Star Hotels in Jeddah

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Pest Control Services

…in open spaces…. and in the smallest of places

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Janitorial & Cleaning ServicesFrom the smallest detail…

..to the tallest buildings in KSA

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Workforce Solutions That work for youWorkforce Saudia specialize in Recruitment, Visa processing, Payroll and full Outsourcing solutions with of cesright throughout the Kingdom. Through our Partner company, with roots and heritage going back 30+ years inthe Kingdom, we have an enviable Infrastructure and track record of delivering world class manpowerservices.

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Our Clients


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Thank You


SAUDIGROUP

Resources

• CREDO Report Briefing “FM in Saudi Arabia – an Emerging Giant”

• FM Guru• Initial Library & Archives.• MEFMA Report


SYNERGIZING FM WITH HOSPITALITY EXPERIENCE

JENNIFER PELTENBURGKhansaheb Group FM

AGENDA

• What is Customer Service?

• Top 6 Reasons of its importance

• Customer Service in the Hotel Industry: A Case Study

• Perceived Customer Service in Facilities Management

INTERACTIVE EXERCISE: Hotel vs. Typical Building (FM) Touchpoints –understanding the gaps

• What are the Future Expectations in FM in Customer Service

• Potential Actions: How to Make this Happen in the Future? (How to measure effectively)

• Summary and Final Thoughts

What is Customer Service?Customer service is a marketing term that measures how products or services supplied by a company meet or surpass customer’s expectations.

There are differences in customer service depending upon industry. For instance,

• Commodity items: (ie. Electronics, goods, groceries, banking) – customer service relevant is post sales support in the event the technology breaks down, food has gone bad or there is an issue with your bank account

• Service items (ie. Hospitality, Consulting, Facilities Management) – customer service is relevant as soon as the customer enters your web-site, to your office, to your facility or hotel, it is imperative that service is enhanced the minute they enter an organisation’s ‘space’.

• Selling services is much different to selling a commodity, and thus, the focus of customer service is far different and customer’s expectations are focused on different needs and experiences

• In other words, our expectations are different depending upon what we purchase.

1. It’s a leading indicator of consumer repurchase intentions and loyalty

Customer satisfaction is the best indicator of how likely a customer will make a purchase in the future. Asking customers to rate their satisfaction on a scale of 1-10 is a good way to see if they will become repeat customers or even advocates.

2. It’s a point of differentiation

In a competitive marketplace where businesses compete for customers; customer satisfaction is seen as a key differentiator. Businesses who succeed in these cut-throat environments are the ones that make customer satisfaction a key element of their business strategy.

3. It reduces customer churn

An Accenture global customer satisfaction report (2008) found that price is not the main reason for customer churn; it is actually due to the overall poor quality of customer service. You lose customers!

Why is Customer Satisfaction Important?

4. It increases customer lifetime value

• Satisfaction plays a significant role in how much revenue a customer generates for your business.

• A study by InfoQuest found that a ‘totally satisfied customer’ contributes 2.6 times more revenue than a ‘somewhat satisfied customer’. Furthermore, a ‘totally satisfied customer’ contributes 14 times more revenue than a ‘somewhat dissatisfied customer’.

5. It reduces negative word of mouth

McKinsey found that an unhappy customer tells between 9-15 people about their experience. In fact, 13% of unhappy customers tell over 20 people about their experience.

6. It’s cheaper to retain customers than acquire new ones

This is probably the most publicized customer satisfaction statistic out there. It costs six to seven times more to acquire new customers than it does to retain existing customers.

Why is Customer Satisfaction Important?

Ritz Carlton,– Your Customer Service is Your Branding (Forbes, September 2014)

Background:• The Ritz Carlton brand began in the 1980s• It became quite successful as a luxury brand due to its emphasis on

standardizing employment-selection criteria, facilities and F&B• It is an approach that you can walk into any Ritz globally and would

know that it would be consistent with their brand promise

Utilisation of key phrases – ‘My Pleasure’, ‘Right Away’, ‘Certainly’, etc., were all key words that were included as part of every training curriculum

Reason: To incorporate a consistent message to guests that followed through the journey of their experience

Customer Service in the Hotel Industry:

A Case Study (1)


The Challenge:

• After 2 decades, this type of language was being misused, and being copied by other competitors, that really didn’t add to the differentiation of the brand

• Guests were feeling that it was becoming far too robotic and not ‘natural’• The audience was changing: there was the identification of millennials

and the ability to become more flexible in an ever-changing market

• They still had loyalty, but were not generating new revenue from more recent generations


A Case Study (2)


The Solution:

• It eliminated language choices and scripted phrases, • It relaxed on dress codes and grooming standards (ie. Tattoos)

• It included additional training on how to engage with guests – both positive and negative using a ‘punch’ list of points in a conversational situation

Language Engineering: to provide subject-matter guidelines to ensure that customers are properly cared for – in other words, how you say it vs. what you say

Staff to understand their own business: High Level overview of all amenities, F&B and other activities in the event a guest asks


A Case Study (3)


Summary:

• In order to enhance the customer experience, and ultimately customer service/satisfaction, hotels and other service industries will need to reinvent themselves based on listening to their guests.

• These innovative ideas are not difficult – there is no magic formula. • Ideas including language (change terminology to meet the times), easily accessible

tools, can be included and consistently trained to all staff members

• Every industry can apply a different method to this within their certain industry – you just need to think of the touch points, and envision what the touchpoints would be within your business and ‘put yourself in client’s shoes’ to understand the general needs to create an enhanced experience.


A Case Study (4)

Perceived Customer Service in Industry

Technologies, car brands, fashion, hotel industries

Consulting/Accountancy

Government Services

Facilities Management

This Exercise is to understand the touchpoints within a Hotel vs. a typical Commercial and/or Residential building in KSA where FM services are included within a resident’s rental agreement, (40 minutes)

Identifying the guest/resident’s journey:What are the Hotel Touchpoints?A. Process from curb-side to check-out (and during stay)B. What are the main areas that you perceive are the most important externally and internally within a hotel environment?C. Where do you think the key pain-points are currently when you have been a guest?

What are the Commercial/Residential Building Touchpoints?A. What are the Commercial/Residential Building (G+20) Touchpoints? (and during your stay) as a tenant (curb-side to check out)B. What are the main areas that you perceive are the most important externally and internally where you are living?C. Where do you think the key pain-points are currently when you have been a resident/tenant?

Exercise: Hotel vs. FM Service

What are the Hotel Touchpoints?A. Process from curb-side to check-out (and during stay)

• Car Park/Valet -> Bell man -> Front Desk/Foyer -> Elevator -> Hallway -> Hotel Room door

• Hotel Room -> Amenities (ie. WIFI) -> Bed -> Shower -> TV/Movies -> In Room Dining

Pool/Leisure areas:

• Pool -> Towel area -> Food & Beverage area -> Chairs -> Landscaping• Leisure (ie. Gym) -> Changing Room -> lockers/bathroom/shower ->

towels/water -> gym equipment -> temperature• Food & Beverage outlets -> food type -> food quality -> seating area -> F&B

service

B. What are the main areas that you perceive are the most important externally and internally within a hotel environment?

C. Where do you think the key pain-points are currently when you have been a guest?

Exercise: Hotel Touchpoints

What are the Commercial/Residential Building Touchpoints?A. What are the Commercial/Residential Building (G+20) Touchpoints? (and during

your stay) as a tenant (curb-side to check out)

• Car Park/Valet -> Front Desk/Lobby -> Elevator -> Apartment/Office door

• Apartment/Office Door – normally the tenant’s responsibilityPool/Leisure areas:

• Pool -> Towel area -> Food & Beverage area -> Chairs -> Landscaping• Leisure (ie. Gym) -> Changing Room -> lockers/bathroom/shower ->

towels/water -> gym equipment -> temperature• Food & Beverage outlets -> food type -> food quality -> seating area ->

F&B service

B. What are the main areas that you perceive are the most important externally and internally where you are living?

C. Where do you think the key pain-points are currently when you have been a resident/tenant?

Exercise: FM Commercial/Residential

What is the current perception of FM with respect to Customer Service?

• Facilities Management is perceived as a service, but is not a main focal point for stakeholders

• Facilities Management staff are usually not seen in public, but there is a preference to have them work around guests, residents, tenants, etc.

• Facilities Management, generally speaking, do not focus on direct customer service to the end-user. Customer service is more focused on the client

• Facilities Management is usually an added cost, and not intended to drive value

Potential Reasons:• Clients, essentially, do not understand what Facilities Management is• The FM industry does not understand its own importance to the end-user• It’s not an exciting industry (perceived), so not much thought into value-add

initiatives• Training normally includes only technical training, and not necessarily soft skills (ie.

Language-engineering)• Others?

Perceived Customer Service in FM

Based on what can we take away from the hospitality industry and apply within the FM service industry:

How can we change perception?

• Training, Training, Training• Change of Attitude towards Facilities Management –

it’s just as important as a customer’s experience in the hospitality or other service environment

• Change of management behaviour – focus on customer experience just as much as service delivery (ie. Doing it right!)

• Continue to educate our clients that maintenance will sustain your investment, but also protect the building’s history and culture

What Could Future Expectations be in FM?

Al Tayebat International city Museum, Jeddah300 rooms in 12 different buildings

Former Palace of a king Sheikh Abdul Rauf Khalil

Companies need to embed customer journeys into their operating models in four ways: • Identify the journeys in which they need to excel

• (what are your touchpoints within your own building (commercial, residential, mixed, shopping mall, museum, hospital, master community, etc.)

• Understand how they are currently performing in each • (Monitor those touchpoints identified and ask your customers questions about

their experience. Collect data, analyse and discuss with colleagues – ie. How can we change?)

• Build cross-functional processes to redesign and support those journeys• (who are the stakeholders? Identify more detail and dig in to individual touch

points for each area. • Institute cultural change and continuous improvement to sustain the initiatives at

scale • (Communication Plan – define a communication plan (annual – not a one-time

exercise) that includes from implementation to monitoring, to evaluation and finally to continual improvement

https://hbr.org/2013/09/the-truth-about-customer-experience

Potential Action Plan

https://hbr.org/2013/09/the-truth-about-customer-experience

SUMMARY• There are minimal differences between that of a typical hotel vs. a typical

building and how they need to be maintained and cleaned• The differences lie in:

• Client’s perception of service expectation between a hotel and an office building (ie. Lower expectations in building services than hotel services)

• FM’s language of customer service targets the client and not the end-user• Whilst, hotel’s language customer service targets the end-user• FM focus on fundamental training -> Hotels focus on soft service training

(what do our guest’s want?)• FM organisations should look at changing terminology that is normally used

in other service industries dedicated to the guest or end-user

• Emphasis on customer service, and consistent monitoring and evaluation of client’s satisfaction of services

• Continued innovation in FM on how to deliver a greater service to leverage the perception of FM’s importance to a typical building

• Continued education with our clients to help in understanding that the customer experience within their own development is just as important as a guest’s experience within their own hotel.

Thank You…

Jennifer Peltenburg MBAFM Director- UAE, Khansaheb Group FM

Director of Sales & Marketing, Interserve MENA [email protected]

STAKEHOLDERS INFLUENCE ON FM STRATEGY

ABDULLA AL WAHEDIEmaar Properties PJSC

How to Manage Customers Expectations and Perceptions?

External Stakeholders

Different Stakeholders have different expectations related to FM values

Internal Stakeholders

FM Stakeholders Management Definition

FM Stakeholders management is a systematic processthat is designed to engage and manage stakeholdersbenefiting from the values created by facilitiesmanagement services.

Identify stakeholders

Assess their interest and

influence

Develop communication management

plans

Engage and influence

stakeholders

Stakeholder Management Process

FM Stakeholders Identification

FM Stakeholders are individuals or groups with aninterest in the FM services & programmes and they areinvolved in the services offered or affected by theoutcomes.

Stakeholders

Internal External


Organization

Senior Management

Employees

Other Departments

Service Partners

Service Providers

Product Suppliers

Consultants

Contractors



Customers

End Users

Regulatory Bodies

Public & Neighbors

Shareholders


Managing Stakeholders

Keep Satisfied Manage Closely

Monitor Keep Informed

INFL

UEN

CE

INTEREST

• Who do need to manage closely in order to drive your FM strategy?• Manage high influence high interest stakeholders closely.• What communication methods will be used to approach them?• What will be key benefits in getting their buy-in?

Map & analyze your FM

Stakeholders Matrix

• Low influence & low interest• Simply need to be kept informed• Group not interested in project benefits

Monitor Group

• Low influence & high interest• Motivate with regular communications as group has significant impact on completing project• Obtain groups’ feedback & tailor communications to them

Keep Informed Group

• High influence & low interest• No direct influence on project but could be called upon when their help is needed• Possibly devote specific time to this group

Keep Satisfied Group

• High influence & high interest• Manage relationship with this group

• Meet with group & likely as individuals• Provide both general & tailored project communications

Manage Closely Group

Managing Stakeholders

Communication methods to approach stakeholders

Direct Methods

• Workshops• Meetings• Focus Groups• Forums• Team Building Activities

Indirect Methods

• Surveys• Suggestions & Complaint

Boxes• Virtual Communities• Online Discussion Groups• Mapping & Profiling Tools

Benefits for stakeholders

Stakeholders management and communication create a dialoguebetween FM organizations and stakeholders which elevates thestatus of FM value.

Stakeholders play an important role in the mainstream uptake of FMservice quality and cost.

Understanding the needs and wants of stakeholders is key to the development and delivery of a successful facilities strategy.

FM create value for all Stakeholders

FM organizations design and develop FM services thatare stakeholders centric and gather stakeholders needs.

Stakeholders management in FM are built through theco-creation of services, through integration of resourcesand through effective communication.

FM organization can add value to core business and torelevant stakeholders internally and externally

FM Value Creation for Key Stakeholders

FMValues

Customer and End

user

Service PartnersOrganization

Regulatory Bodies

Neighborhoods

Shareholders

Public

FM Values for Stakeholders

• Capturing use value for services and communicating value to customers.

USE VALUE

• The effect of the built environment on the social perspective, FM – being responsible for thisbuilt environment – can create social value by organising and maintaining the builtenvironment

SOCIAL VALUE

• Corporate sustainability is about better decision-making around trade-offs between thesustainability elements social, environmental and economic values.

• Organizations in general and FM in specific must balance more carefully their growth goalswith the need to pursue sustainability.

ENVIRONMENTAL VALUE

• Relational dimensions of customer-perceived value. Value creation and value sharing can beregarded as vital elements in customer-supplier relationships.

RELATIONSHIP VALUE

• The realized value of FM services and the costs associated with it are being relialized toshareholders

FINANCIAL VALUE

Analyzing the rights and responsibilities of each stakeholder groupare essential for successful stakeholders management

“Identifying the “rights” of a stakeholder means establishing what an individual or a group of individuals might reasonably expect from the

FM team. Whereas “responsibilities” means the obligations that FM has to different groups or individuals who come into contact with them”

Conclusion

STAKEHOLDER MANAGEMENT FROM THE FM ANGLE: HOW TO MANAGE CUSTOMERS EXPECTATIONS AND

PERCEPTIONS?

SARA MOMTAZQurum Business Group

“KNOW” Your Stakeholders

One of the simplest and most effective tools to apply early in a FM company’s development is to identify and KNOW the Stakeholders. Typically a FM Company's stakeholders are illustrated below:

Real Estate Developers

Asset Management Companies Owner

Associations

FM EmployeesSuppliers/Vendors

Specialist Sub-Contractors

End-Users (residents &

tenants)

Government EntitiesPM Companies• FM Stakeholders are

generally said to have an interest in the organisation based on whether they can affect or be affected by it.

• The more FM Stakeholders stand to benefit or lose, the stronger their interest is likely to be in FM Companies. The more heavily involved they are in the organisation, reflects in how much stronger their interest is.

Understanding the Needs of Stakeholders

• Understanding the needs and wants of Stakeholders is key to the development and delivery of a successful facilities strategy.

• By analysing the rights and responsibilities of each Stakeholder group and identifying their different expectations and perceptions, an FM Company can establish any conflicting demands and improvement opportunities.

• The problem for the FM Company then is how to satisfy the different responsibilities they

have to these different groups.

• Identifying the “Needs” of FM Stakeholders means establishing what an individual or a group of individuals might reasonably expect from the FM team.

• This would cover issues like comfort or workspace, if they are the end-user, or could be more financially driven such as the FM cost, if they are the asset owner.

Stakeholder Cycle Example

FM Employees (all staff)

Government Entities

Real Estate Developers

PM,OA & Asset Management

CompaniesSuppliers &

Vendors

Specialist Sub-Contractors

End-Users (tenants/residents

/visitors)

Managing FM Stakeholders Expectation Cycle

Managing FM Stakeholders Expectation Cycle , which leads to the identification of Stakeholders and the development of a Stakeholder Management Plan, can be applied at each level in the same manner.

The cycle consists of the five steps as shown in the following figure:

1. Identify, recognise and acknowledge

Stakeholders.

2. Analyse contribution, commitment and

support required from FM.

3. Develop an action plan.

4. Action the plan.

5. Monitor the outcomes and take corrective

actions.

Step 1Identify, Recognise and

Acknowledge Stakeholders

Step 2Analyse Contribution,

Commitment and Support

Step 3Develop an Action Plan

Step 4Action The Plan

Step 5Monitor Outcomes and Take

Corrective Actions

Step 1 – Identify, Recognise and Acknowledge Stakeholders

Different Stakeholders may have commonality of purpose at a very general level. For example, providing quality

services' or 'increasing organisational efficiency, but at more detailed levels they may wish to impose different

purposes and priorities.

The level of importance to a Stakeholder's' needs and interests is also key to the success of strategy and company

development. A Stakeholder must have the right to influence and have importance to the organisation.

There are two forms of strategy that can be used to capture details regarding Managing FM Stakeholders Expectations – Stakeholder Plan and Stakeholder Map. Both are essential to managing FM Stakeholders effectively and have different purposes and audiences.

1. FM Stakeholder Plan - A good Stakeholder plan identifies the Stakeholders,discusses goals, determines work methods and identifies the risks involved in theFM strategy development, applicable to the that Stakeholders needs andrequirements.

2. FM Stakeholder Map - Provides a visual representation of the variousStakeholders (and their interactions with each other), their level of interest andtheir importance to a particular project/s. It is used to identify the level ofsupport currently being received by FM Stakeholders, and to map actions tomaintain or increase that support provided by FM Companies.

Step 1Identify, Recognise and

Acknowledge Stakeholders

Step 1Identify, Recogniseand Acknowledge

Stakeholders

This step should identify and document the approach to take to increasesupport and decrease negative impacts of FM Stakeholders expectationsthroughout the life of the project/organisation development. The three keyareas for analysis are contribution, commitment and support which isleveraged in the FM Stakeholder Map and used extensively to guidestakeholder’s expectation management.

The identification of any obstacles to the full contribution and commitment of theFM Stakeholders is the first step towards identifying any expectations that mayserve to remove these obstacles. Therefore, it is a good practice to identify anysuch hurdles during Stakeholder analysis so that they can be taken into accountwhen planning. Obstacles could include items such as:

• Lack of knowledge and information.

• Insufficient engagement during planning and decision-making.

• Not yet been requested to participate.

• Conflict with other Stakeholders.

Step 3 – Develop an Action Plan

Step 2 – Analyse Contribution, Commitment and Support

Step 2Analyse Contribution,

Commitment andSupport

Step 3Develop an Action Plan

Step 4 – Action The Plan

The FM Stakeholder Action Plan is derived from the Stakeholder analysis.The plan moves Stakeholders into stronger positions of support by puttingthe planned activities into action. It can include:

• Communicating with FM Stakeholders and keeping them informed ofmatters that are likely to be of interest to them.

• Obtaining information from FM Stakeholders that will be relevant to theproject.

• Managing the expectations of FM Stakeholders.

• Involving Stakeholders in all key decisions about the company’s strategyand development.

Step 4Action the Plan

Step 5 – Monitor Outcomes and Take Corrective Actions

• The purpose of this step is to periodically re-assess the position of each FMStakeholder to determine what further action is required to maintainstakeholder expectations, commitment and support to the organisation.

• How well FM Stakeholders are managed is critical to achieve any particularFM project outcomes. Most of the focus is generally spent on the frontendanalysis with little or no consideration for the performance management.

• FM Stakeholder feedback can be deployed for evaluating managing theirexpectations to determine what adjustments are needed to get back ontrack.

• A tool should be created to reflect significant and/or overlooked aspects tomanaging key FM Stakeholders.

Step 5Monitor Outcomes and Take Corrective Actions

Customer Requirements Assessment in FM

• Meeting and managing your FM Customers’ expectations and perception about the way youperform becomes the baseline for FM. Both service and management quality have significantpositive effect on customer satisfaction, and the effect of service quality is larger than that ofmanagement quality when the indirect effect is taken into account.

• The current business trends demand that FM Companies translate their general Mission Statementon customer service into specific organisational processes that reflect the factors which reallymatter to customers, and in the specific case of FM the numerous Stakeholders involved asopposed to a direct target customer/audience.

• The virtues of becoming closer to FM Customers have been promoted in the business literature. Itseems ironic then that many FM organisations don't really understand what attributes are themost important to customers and their expectations.

• FM Customers’ concerns tend to fall into four categories: time, quality, performance, service andconsist of measures relating to the most desired customer requirements. This part of the processshould be considered as the heart of any FM organisation’s key to success.

The primary focus for Facilities Management customer service is to ensure

that the FM Company's clients’ derive maximum value as well as quality from the

service provision.

Conclusion

• The FM Stakeholder management process, ideally, should be a conscious, planned and focused activity associatedwith clear actions and outcomes. However, more often than not, it is an unconscious and unplanned aspect ofmanaging their expectations day-to-day.

• Developing a formalised, documented, repeatable process for mapping Stakeholders expectations andembedding a clear methodology for stakeholder management can yield enormous benefit for sustainable andlong-term FM contracts.

• FM Stakeholder expectation management brings classic returns in terms of time, money and motivation. Thebottom line is that every minute invested in driving effective management of the various FM Stakeholdersexpectations’, will bring in significant business benefits such contract retention, “up-selling” to existing clients andwell established service partnerships and relationships.

• In practical terms, FM Stakeholder management keeps decision-makers and influencers engaged and on-trackwith contractual obligations, which is the pathway for a successful project and the sustainability of the FMService Providers’ continuous commitment to service excellence.

PANEL DISCUSSIONThe Multi Facets of FM and the People

who Connect it

MOHAMMAD AL DURAIBIMEFMA Board of Director

IHAB ASSIApleona HSG / SANED

BADER SALMEENUnited Facilities Management

NICK POWELLCofely Besix Facility Management

ALI ALSUWAIDIMEFMA Board of Director

FM INNOVATION & TECHNOLOGY IN EUROPE

GORAN MILANOVEuroFM

MEFMA CONFEX 2017

Who we are

SERVICE INDUSTRY

MEFMA CONFEX 2017

Global trends

Urbanization2017 – 54% of the people are leaving in urban areas2050 – 66% of the people will leave in urban areas

1990 – 10 megacities with 153 Mio people (7%) 2014 – 28 megacities with 453 Mio people (12%)2030 – 41 megacities

2015 – 7,3 billion people 2030 – 8,5 billion people 2050 – 9,7 billion people 2100 – 11,2 billion people data provided by UN

MEFMA CONFEX 2017

Global trends

Energy efficiency

By 2030 we will need:• 35% more food• 40 % more water• 50 % more energy

data provided by National Intelligence Council, US

MEFMA CONFEX 2017

Global trends

Changing economy

By 2050 world GDP will be double Based on 32 largest economy with 85% of the world GDP

Shift to shared economy

MEFMA CONFEX 2017

Global trends

Technology

Social media

Big data

RoboticsIoT

MEFMA CONFEX 2017

How we act / react

• How we do better cities / regions

• How we increase energy efficiency

• How we serve economical growth and demand for share economy

• How we use technology

MEFMA CONFEX 2017

MEFMA CONFEX 2017

Who we are now

MEFMA CONFEX 2017

Who we are now

Urbanists

Energy experts

Accountants

IT experts

or…

MEFMA CONFEX 2017

… a partner

MEFMA CONFEX 2017

… a partner in a journey

MEFMA CONFEX 2017

INNOVATION & TECHNOLOGY IN WASTE MANAGEMENT

FAHAD SHEHAILBee’ah

➢ Communication

➢ Streams

➢ Transportation and Sweeping

➢ Facilities

➢ Treatment, Waste-to-Energy and Disposal

➢ Challenges

➢ Conclusion

Outline

Innovation and Technology in Waste Management

Communication

Simple but significant communication tools are necessary toreach all levels of waste generators. Using innovative tools ofawareness which are reflective of environment goals can helpto create a more sustainable world.

In the field of waste management, there are thousands ofemployees working for different clients. Each entity can savetime and increase work efficiency by using propercommunication tools.

Communication

Streams

Transportation

Sweeping

Facilities

Disposal


Streams

Waste streams and their composition are always on the tracktowards innovation, to avail of the proper bins, collectionmethods and to increase efficiency.

In addition to waste collection, Bee’ah has multiplied the usageof bins to include Wi-Fi connectivity and advertising options.

Communication

Streams

Transportation

Sweeping

Facilities

Disposal


Transportation

Waste transportation trucks are also innovating now. They have used technology to increase tonnage, reducing the number of trips, while keeping hygiene, time and nature of consumables in mind.

Tracking technologies for the fleet has now become a mandatory tool.

Communication

Streams

Transportation

Sweeping

Facilities

Disposal

Sweeping

Innovative technological applications, that focus on environmental protection, have caught up with the demands of this process and are now vital to securing a clean environment.

Street cleaning services have benefitted from adopting mechanized sweepers, electric power driven sweeping vehicles, and power management technology.


Communication

Streams

Transportation

Sweeping

Facilities

Disposal

Facilities

Cost, models and technologies pose major challenges to waste sorting and treatment facilities.

Investing in facilities is now an attractive option as there are many different ways to earn money from waste.

Communication

Streams

Transportation

Sweeping

Facilities

Disposal


Treatment, Waste-to-Energy and Disposal

This constitutes the final stage for waste management and itsdesign and execution is affected by the practices adopted inprevious steps.

Innovation is required in the disposal of waste to ensure that itdoes not affect the environment or lives of individuals over thelong term. This open up prospects for safe disposal throughwaste management projects like waste-to-energy plants.


Communication

Streams

Transportation

Sweeping

Facilities

Disposal

Communication

Bee’ah’s new app enables users to place requests, find locations for recycling, raise

complaints, book slots for specialized collection and purchase products from

Bee’ah’s store.

It also offers refined services for commercial waste collection, as well as options for

confidential document destruction, environmental consulting services and much

more.

Waste Streams

Waste streams are reflective of the cultural levels of waste generation, and the level ofachievements made with regard to the 3R hierarchy.

Displaying its pioneering approach to green technology through real-life examples,Bee’ah launched Wi-Fi bins that are powered using solar energy.

These bins are a source of pride to Bee’ah as they provide a service and raiseawareness, in addition to using clean energy and offering branding options.

Waste Streams

The Smart Eco-fleet is a part of Tandeef, Bee’ah’s waste collection division. Aselection of technologically advanced environmental vehicles, this fleet has improvedthe environmental impact of the division, with lower-emissions and better efficiency.

Transportation and Sweeping

Bee’ah’s Smart Eco-fleet has been enhanced by the addition of new electric vehicles,which are the first of their kind, under the waste management sector in the UAE. Thefleet now includes public cleansers, sweepers, washers, leaf collectors and litterpickers. These vehicles are easy-to-use, convenient, produce low noise, and arecompletely sustainable.


Additionally, Bee’ah has obtained Combi-wash vehicles, featuring completely hygienictechnology, that allows for collection and cleaning of the bins at the same time, whichin turn saves time, effort, resources and manpower.

Furthermore, Compressed Natural Gas (CNG) is used to operate a number ofTandeef’s new vehicles, which reduces the negative impact of CO2 emission on theenvironment.


The new Smart eco-fleet is supportedby a range of key features previouslyunutilized in the environmental sector.

This includes ‘smart routing’ - a GPS-mapped system that features thedispatch-on-demand (DOD) option,which senses the waste inside thesmart bins and dispatches vehiclesper sector for collection.

The bins are collected when they’refull and if not filled, they are emptiedover a maximum period of 2 days, toavoid insects and unsanitaryconditions.


Integrated waste management facilities

have stages which relate to the

innovations they adopt. There are many

manual sorting plants, aged 20 years and

older, in the Middle East and GCC.

Facilities

Thanks to developing waste streams, and of rising awareness of waste generators, we

are now at a stage that utilizes fully automatic sorting plants that use optics. In an

attempt to increase recovery rates, Bee’ah will soon use this type of plant.

Construction and demolition waste now has one of the highest recovery rates, due tothe reception of controlled streams.

Bee’ah will soon have other plants that cater solely towards plastics, used cooking oiland rubber applications, among others.

Facilities

Organic waste (Green and Food waste) is processed to become a source of biogasand compost.

As a pioneer of green solutions in the UAE, Bee’ah has now announced a newwaste-to-energy project.

Treatment, Waste to Energy and Disposal

Using integrated technology like gas extraction tools, methane will be extractedfrom the waste disposed in the engineered landfill. This will act as an additionalsource of energy.


Though the vision to achieve zero waste-to-landfill is faced with several challenges, there is a very strong pursuit to minimize the disposal as much as possible.

Bee’ah has achieved a diversion rate of more than 70% and hopes to increase this percentage in days to come.


The disposal landfill has been designed with engineered facilities, to ensure thatthe mass balance for waste is accurately calculated (integrated weighbridge).

It is important to measure the gases and leachate, using new technology, to scale itfor future analysis.


➢Waste management infrastructure

➢ Costing

➢ Proper, scientific studies

➢ Awareness

➢ Stakeholders Boat Concept Technical and Financial Studies

Financing

Infrastructure

What are Challenges to Innovation?

➢ Integrated studies are required to develop the practices in countries.

➢ Innovation is a result of needs that need to be met immediately.

➢ Investing in innovative integrated waste management solutions is invaluable.

➢ In order to reap the full benefits of integrated waste management, it is

mandatory to use the latest technologies.

Conclusion

Thank You

NEW TECHNOLOGY DEVELOPMENTS AND THEIR IMPACT ON BEST PERFORMANCE IN FM

ALISTAIR STRANACKCREDO Business Consulting

MEFMA CONFEX13th March 2017

Technology in FM: really a silver bullet?

New technology developments and their impact on FM performance

Ref: CONFEX 2017

Background The Credo “Technology in FM” report - commissioned by MEFMA - is based on regional and international research carried out from June to September 2016

is the leading international strategy consultancy to the FM sector

– Offices in London and Dubai

– Assignments in over 40 countries

The research for this report was carried out from June to September and included a programme of over 30 interviews with:

– FM suppliers in UAE and KSA

– Technology suppliers

– Regional and international FM experts.

We also drew upon our own proprietary work in FM and energy cost modelling and investment performance.

The report is published today and available from MEFMA at this conference

– Previous reports for MEFMA have covered the GCC FM market, Energy Management and FM in Saudi Arabia

Ref: CONFEX 2017

BackgroundThe FM industry in the GCC is evolving towards the international productivity-driven business model; the trend is led by the UAE but only nascent in KSA

In the past 3 years, FM clients across the GCC have started to embrace two international trends

– Longer contracts

– Output-based targets

These trends are most pronounced in Dubai, accelerating in Abu Dhabi (and also Qatar), but are currently only nascent in KSA

Technology has been a key enabler of these changes:

– Productivity: enabling more efficient and effective delivery of FM services

– Service quality: ensuring consistent service delivery processes and standards

– Transparency: allowing customers to observe directly and in real-time the performance of FM providers

Improved transparency is the key enabler that has given customers the confidence to move to output-driven contracts and release the potential for productivity improvement.

What is the impact of these trends on the industry and how can suppliers best use technology to compete?

“Clients are increasingly demanding higher quality service at lower cost.

They want real time performance information, and want to be able to

evidence increased workforce productivity”

International FM provider

“Contract lengths are increasing across the region and contracts are

becoming more output focused. Both of these factors make investment in

technology more worthwhile”


“Customer experience is now paramount – the client wants to see

SLA fulfilment. Greater transparency builds greater trust”

UAE FM provider

Ref: CONFEX 2017

Background The FM industry in the GCC is evolving towards the international productivity-driven business model; the trend is led by the UAE but only nascent in KSA

“Our biggest challenge is poor labour quality,

exacerbated by Government procurement laws which force

us down the path of lowest cost regardless of quality”

KSA Government Agency

“All of our contracts are input-driven, so there’s little

incentive to invest in technology that improves

labour efficiency”

KSA FM provider

“Until there are contracts that provide real incentives for

productivity improvement I can’t see much changing”


In the past 3 years, FM clients across the GCC have started to embrace two international trends

– Longer contracts

– Output-based targets

These trends are most pronounced in Dubai, accelerating in Abu Dhabi (and also Qatar), but are currently only nascent in KSA

Technology has been a key enabler of these changes:

– Productivity: enabling more efficient and effective delivery of FM services

– Service quality: ensuring consistent service delivery processes and standards

– Transparency: allowing customers to observe directly and in real-time the performance of FM providers

Improved transparency is the key enabler that has given customers the confidence to move to output-driven contracts and release the potential for productivity improvement.

What is the impact of these trends on the industry and how can suppliers best use technology to compete?

Ref: CONFEX 2017

Technology LandscapeThe technology landscape for FM productivity and communications is well established and is being followed in the GCC

Monthly reporting

Call centre

Customer facing portals

Core systems (CAFM/ BMS) Mobile solutions Remote monitoring /

Internet of Things Robotic deliveryAsset replacement -low capital

Robotic cleanersTechnician routing / logistics

Condition-based action / maintenance

Repair / replace optimisation

Asset replacement -high capital

4b

End-user mobile applicationsEnergy measurement

Customer mobile applications

Temperature and lighting control

Consumption performance / analytics

Data analytics Training (augmented reality) Smart controls

Work order / scheduling Inspection & delivery drones

Work order delivery / recording

Condition / perf. monitoring LED lighting

Asset data (BIM) Access to asset data / technical support

Machine-triggered action / maintenance

Exterior works (coatings etc.)

Activity / performance records

Audit software / process aids

Environment / motion detection

High efficiency systems (HVAC etc.)

1. 2. 3. 54a

Energy functionCommunications function

KeyFM function

Ref: CONFEX 2017

Technology LandscapeCAFM, BMS, mobile solutions and remote monitoring were clearly identified as having the greatest potential impact on building costs

Which FM technologies do you see as the most beneficial?

No

of m

entio

ns

“There is no doubt that CAFM, BMS and mobile communications generate the greatest benefits. IoT and sensors come next”

UAE FM Provider“CAFM (with an audit module) and handhelds are the key technologies, driving reductions in the volume of work, and increases in technician and helpdesk efficiency”

International FM Provider (UAE)“A basic CAFM is no longer sufficient – the key component is now mobility. We use smartphones for work orders and SOP information”

UAE FM Provider“In the past 3 years we have seen a huge growth in the use of mobile technologies – all of our proposals now include mobile”

International FM Provider (UAE)“Remote monitoring can make substantial savings as it saves time on regular inspections. Although labour cost is lower here the economics still stack up”

International FM Provider (UAE)“Most BMS systems are underused. Merely commissioning them can make a big difference to energy usage”

UAE FM Provider0

2

4

6

8

10

12

CAFM Mobile BMS Remote IOT Robotics

Source: Credo interviews with GCC FM providers, June – September 2016

Ref: CONFEX 2017

15%14%

29%

0%

20%

40%

60%

80%

100%

Utilities cost End position

7% 6% 6% 18%

0%

20%

40%

60%

80%

100%

FM End position

Size of the prizeThere is the potential to save 20 – 25% building operating costs (FM and utilities) through effective application of existing technologies

Savings available from technology reducing spend on FM and utilities

FM

Utilities

18%saving

1.

2.

For a typical UAE 40 story tower, with current operating costs of AED 15M per year, that represents AED 3 – 4m savings

29%saving

CAFM & analyticsMobile solutions

Remote monitoring

BMS / remote monitoring

Low capex

20 – 25% total

saving

Ref: CONFEX 2017

Size of the prizeAs well as savings on operating cost, technology brings significant benefits to the customer experience for both end-users and procuring customers

Improved service levels

Unobtrusive maintenance

Transparency

Management information

Reduced cost

Shared benefits

• Reduced asset failure and improved service quality has positive impact on occupants’ quality of life

• Improved communication and better management enables more responsive and discreet service

End user

Procuring customer

• Real time management information available to clients builds trust

• Clients can leverage data for more efficient planning, budgeting and procurement

• A more efficient maintenance programme brings cost savings to the client

• Gain share contracts enable benefits to be shared with FM

QuoteBenefitsWho gains?

“End-customers want a discreet, invisible service. Remote monitoring is a very attractive enabler of this.”

FM Provider, UAE

“Clients are increasingly challenging the value of FM. CAFM enables us to evidence this.”

FM Provider, UAE

“For building owners, technology enables a reduced operations cost through a smaller volume of work.”

international Technology Supplier

Improved customer experience drives better win and retention rates, and reduces non-compliance penalties

Ref: CONFEX 2017

BMS / metering

Mobile solutions

Remote monitor

Regional development - UAEGCC countries are at different stages of development. The UAE leads the region with mobile solutions common and some remote monitoring in place…

Prod

uctiv

ityEn

ergy

Mgm

tC

omm

unic

atio

ns

• The UAE is moving rapidly along the technology roadmap in FM productivity and communications, with the leading companies now offering technologies as advanced as seen in Europe or the US

“In the past 3 years we have seen a huge growth in the use of mobile technologies – all of our proposals now include mobile”

International FM provider (UAE)

• The bulk of the industry however is not at that point, and Dubai is well ahead of Abu Dhabi in this respect

• Key to that development has been the adoption by customers of longer term (3 – 5 years) output-based contracts

• UAE remains well behind the West in energy management, with customers still proving unwilling to invest in energy saving technologies, even where a business case can be established

“Although energy efficiency has a high profile in the UAE at the moment, there is still a lot of scepticism among customers. ESCO accreditation is helping to bring much needed transparency and trust to the market”

International FM provider (UAE)

CAFM / Web-based Mobile

CAFM Mobile solutions

Remote monitor

Internet of things

Robotic delivery

GCC technology development ranking

Low cap invest

High cap invest

Ref: CONFEX 2017

Regional development - KSA…KSA lags in the application of technology, with development hampered by prevalent input-based contract structures

• Technology in KSA remains in general at a fairly basic level

“Many of our sites don’t even have asset registers, although we do use a basic CAFM to help manage the work”

International FM provider (KSA)

• Input-driven contracts provide little incentive to invest

“All of our contracts are input-driven, so there’s little incentive to invest in technology that improves labour efficiency”

KSA FM provider

• Our interviews suggest a lack of trust between customers and suppliers

“Our biggest challenge is poor quality contractors and labour, exacerbated by Government procurement laws which force us down the path of lowest cost regardless of quality”

KSA Government Agency

• A drive towards greater transparency of performance data, aligned with the introduction of some output driven elements in contracts could start to shift this.

BMS / metering

Mobile solutions

Remote monitor

Prod

uctiv

ityEn

ergy

Mgm

tC

omm

unic

atio

ns

CAFM / Web-based Mobile

CAFM Mobile solutions

Remote monitor

Internet of things

Robotic delivery

GCC technology development ranking

Low cap invest

High cap invest

Ref: CONFEX 2017

Technology implementationThe most effective firms concentrate on the integration of technology into business processes and training

Breadth of adoption vs. business process integration among GCC FM providers

Business processintegration

Breadth of adoption

Leaders

Laggards

Integrators1. 2.

4. Dabblers3.

• Firms in the region are exhibiting one of four approaches to technology adoption:

• Integrators are actively integrating technologies into their business processes and incorporating the benefits across all contracts

• Leaders show a strong integration profile across a variety of technologies

• Dabblers are including technology investments and their benefits as options for the customer to select

• Laggards are offering technologies only where specified by the client in the contract

• Technology will only add value if integrated into the firm’s business processes.

• Where technology is transformational there may be major process and capability changes required, involving substantial training if they are to be effective.

“Labour on the ground is not necessarily that skilled with IT systems. Making things work requires a lot of training which needs to be factored into the time and cost”

UAE FM Provider

1.

2.

3.

4.

Ref: CONFEX 2017

Technology implementationThe most effective firms concentrate on the integration of technology into business processes and training

Breadth of adoption vs. business process integration among GCC FM providers

Business processintegration

Breadth of adoption

Following the integrator-leader path is most likely to deliver competitive advantage

Leaders

Laggards

Integrators1. 2.

4. Dabblers3.

• Firms in the region are exhibiting one of four approaches to technology adoption:

• Integrators are actively integrating technologies into their business processes and incorporating the benefits across all contracts

• Leaders show a strong integration profile across a variety of technologies

• Dabblers are including technology investments and their benefits as options for the customer to select

• Laggards are offering technologies only where specified by the client in the contract

• Technology will only add value if integrated into the firm’s business processes.

• Where technology is transformational there may be major process and capability changes required, involving substantial training if they are to be effective.

“Labour on the ground is not necessarily that skilled with IT systems. Making things work requires a lot of training which needs to be factored into the time and cost”

UAE FM Provider

1.

2.

3.

4.

Ref: CONFEX 2017

ConclusionsAs the axis of competition in FM shifts towards productivity, technology investment will become essential for success

The FM industry in the GCC is evolving towards the international productivity-driven business model

The greater transparency afforded through technology has been a key enabler of these changes

Industry participants agree that the greatest benefit comes from investment in CAFM, mobile solutions and remote monitoring

Total potential savings of 20 – 25% building operating costs should be possible

To be effective, technology investment must be accompanied by substantial process reengineering and training

Within an appropriate contract structure, technology can be the enabler of substantial improvements in productivity and quality, and provides competitive advantage to adopting FMs

– In this respect technology really is a “silver bullet”

However, evidence from western markets is that much of the long-term benefit accrues to the customer

Good for the country and its infrastructure, but perhaps a “double-edged sword” for the FM Industry

Ref: CONFEX 2017

Alistair StranackPartnerTel. +971 4 375 4562Mob. +971 56 350 [email protected]

Richard LomerManagerTel. +971 4 375 4559Mob. +971 52 934 [email protected]

Credo Business Consulting DMCC2908 Platinum TowerCluster “i”Jumeirah Lakes TowersP.O.Box 212650DubaiUAE

Contact detailsCredo Business Consulting DMCC

mailto:[email protected]

mailto:[email protected]

THE GROWING TREND OF ENERGY MANAGEMENTA Comparative Study on Energy Management

within the context of FM

PETER FANCYMultiplex Middle East

Demographics

27%

61%

6% 4% 2%

Which of the following best describes your organisation?

Demand Side

Supply Side

Consultants/ MA

Equipment Suppliers

Other

56%

13%

25%

6%

Which of the following best describes your business?

International Organisation

Regional Organisation

Local Company

Other

6%

50%25%

16%3%

Which of the following best describes your position?

CEO/ Board Director Senior Management Middle Management

First Line Management Non-Management

Yes61%

No39%

In the past 24 months, has your company undertaken an energy audit?

Yes No

39 Questions | 218 respondents

• Supply side question: How well placed is your Company to provide the following activities to its Clients?

• Demand side question: In working with FM providers, how would you rate your general experience of FM companies and their ability to deliver the following scope?

- Capability to identify low cost savings

29%

16%

100% 100%

21%

25%

33%

50%

59%67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Demand Side Supply Side Consultants/ MA Equipment Suppliers Other

No Capability or Limited Capability Acceptable Level of Capability Developed or Expert Capability

71%

84%

100%

Supply side displayed more confidence in their capability than that experience by the Demand Side. Consultants/ MA displayed a high level of confidence

- Capability to perform detailed reporting

79%

19%

100%

21%

25%67%

56%

33%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Demand Side Supply Side Consultants/ MA Equipment Suppliers


Demand side and Supply side are at odds with regards to capability. Consultants/ MA displayed a high level of confidence

- Provide economic analysis of energy-saving initiatives, analysis of energy costs and payback

100%

38%

100% 100%28%

33%

34%

67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%



Demand side have no confidence the Supply side capability, where >60% of the Supply side considers a level of capability. Consultants/ MA displayed a high level of confidence

- Capability to establish an Energy Base line

93%

31% 33%

100% 100%

7%

38%

31%

67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%



Demand side has little confidence in the Supply sides capability than that displayed by the by the Supply Side (69%). Consultants/ MA displayed a level of limitation in capability

Within the scope of FM, which of the following do you expect to be provide as part of an FM scope?

26% 29%

14% 14%

30%34%

20%

67%66%

86% 86%61%

66%

73%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Monitoring andSimple Retrofitting

Retrofitting of lowvalue items

Retrofitting of highvalue items

Site base EnergyMonitoring

Providing site basedEnergy Engineer

Provide remotemonitoring

Shared Savings

Demand Side Supply Side Consultants/ MA

7% 5% 9% 7%

Supply side has a greater expectation than the Demand side

How would you rate the following statements?- Auditing and reporting of energy performance are important aspects of a FM scope

100%94%

100% 100% 100%

3%3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Demand Side Supply Side Consultant/ MA Equipment Supplier Other

Strongly Agree/ Agree Neither Agree nor Disagree Disagree or Strongly disagree

Which of the following statement describes your company's strategic consideration in relation to energy management

14% 14%

64%

7%

9%

28%

47%

16%

67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Not strategically important Will become more strategicallyimportant

Currently strategically important Intends to seek a formal accreditation

Strategic Intent - Current


14%

29%36%

21%

28%

53%

19%

33%

67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Will develop reporting capabilities Will accept energy targets Intent to provide energy risk model do not intend to change currentservice model

Strategic Intent - Future


69%

69% intend to provide risk model / 53% of Supply side will accept targets

Considering the Client-side requirement, how would you rate the following statements:- FM companies have the existing capabilities to drive reductions in energy consumption

5%

65%

50%

25%

28%

67%

50%

100%

70%

7%

33%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%



Demand side experienced little confidence in the Supply sides capability, compared to the Supply side displaying higher confidence levels

From a leadership perspective, who should take the lead in maximising the energy drivers and system efficiency?

43%

22%

0%

36%

28%

33%

100%

21%

50%

67%

100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Client lead/ SP support SP lead/ Client support Equal shared responsibility

60%

6%

40%50%

20%

33%

40%

20%

61%

20%

100%

50%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Executive Operations BusinessDevelopment

Energy &Sustainability

Other


100%

6%

38%

20%

38%

25%

20%

56%

38%

60%

100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

CEO SeniorManagement

MiddleManagement

First LineManagement

Non-Management


(Supply Side question by discipline)

From a leadership perspective, who should take the lead in maximising the energy drivers and system efficiency? (Supply Side question by Position)

FM companies need to improve and develop their energy management capabilities

64%

38%33%

100% 100%

29%

56% 67%

7% 6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


FM companies need to improve and develop their energy management capabilities


Demand side consider FM Co’s need to develop capabilities, where as more than half of Supply side neither agree/ disagree

Summary• Difference in expectation and understanding between

Demand and Supply sides of FM

• Evidence of a gap between experience received by the Demand side and the believed capabilities of the Supply side

• The Demand side will improve their capabilities, with little change from the Supply side

• Within Supply side’s internal teams, there is a difference in capability and strategic direction

• Less willingness on the Supply side to accept energy targets in their FM scope

THANK YOU

mefma confex 2017 the multi facets of fm and the people...

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