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It’s almost a decade since I first arrived in the UAE to ‘drive’ the maintenance division of an MEP contracting company. What a different place (physically) the UAE is since then, but what seems little different is how far FM has progressed, despite healthy optimism during those early years.
As an industry we still seem hamstrung by;-
- Clients’ lack of understanding of what FM is
- the regional definition of maintenance meaning repair
- low- paid, low-skill based labour force
- alliances and allegiances (lack of market transparency)
- value for money always deferring to lowest price
- reluctance to pay mark up premium for an FM provider to “manage” other single service suppliers (Mr. 10%)
- developers tendency to start FM divisions so they can capture the profit on operating and maintaining the developments
- significantly, the lack of a single defining driver in this region to embrace FM in its true sense.
In my humble opinion, FM has neither come of age nor progressed far due to all of the reasons above and more; it is a complicated picture of smoke and mirrors where hyperbole is the order of the day rather than good quality FM action on site. From the contracting perspective, FM is used as a marketing tool, talked of as 5 star service but really only offered and delivered at a 3 star level if any work is to be won. The sad reality is that in this region, FM is little more than a new ‘trendy’ name for maintenance
On the client side, there is ”no glory” in FM whether it’s done well or badly and therein lies another good reason for the lack of understanding or prestige in FM generally and therefore its general malaise within the power corridors of the decision makers. Perhaps the definition of FM needs to be revised regionally to “responsible for anything that no one else wants to do, where everyone managing anything else has an opinion on FM and thinks they are more knowledgeable than the facilities manager.”
Where a client wants to outsource technical services, the MEP contractor has a head start but it is still a hard sell to convince them that the soft FM and specialist suppliers can be added cost effectively rather than the client single sourcing and saving the management fee.
A defining driver of good quality FM elsewhere in the world is the desire to outsource “noncore” activities to increase efficiency and reduce costs (both corporate overhead and operational). It makes sense… if you’re a property developer; develop property. If you’re a telecom provider; be a telephone service company. You can do things more efficiently here but it is nigh impossible to cut costs over the predominant approach in the region, at best with a wise FM you could probably get a little more for the same cost. The conspiracy theorists insist Machiavellian influence is at work but I suspect Wilfred Thesiger’s ‘avaricious freebooter’ is the suspect in chief.
With its experience in catering to several high-profile clients and undertaking large-scale projects, Imdaad noted that the driving force behind its continued success in the realm of facilities management has been its uncompromising commitment to sustainable business practices. Moreover, the company has noted that through its regular sustainability audit, Imdaad continues to uncover new ways to improve and enhance its services, while creating opportunities to incorporate innovative technologies and best practices into its operations.
On the other hand, the proactive support of the government and the involvement of individual members of the society are likewise key factors in generating momentum for advocates of environmental sustainability. The government, for its part, can offer a wide range of economic incentives and business privileges to socially and environmentally responsible business practices. With such concrete benefits, environmental responsibility now has more tangible gains in terms of financial rewards and business growth, motivating key stakeholders of the society to be more involved in the campaign for sustainable business practices.
Facilities managers, meanwhile, must act proactively to help influence the behaviour of property occupants and make them better understand their important role in the efforts to promote sustainability in the society. Without the involvement of property occupants, even the most environmentally friendly buildings and facilities will not be able to realise their full sustainability potential.
A case in point could be Imdaad’s long-term social programs that are aimed at cultivating interaction with building occupants. Our social interactions with our clients, building tenants and property owners have helped greatly in our efforts to develop a truly comprehensive sustainability master plan that practically involves all key stakeholders of the society.
