WITH the formation of MEFMA, fa-cility management is now being rec-ognised as a key component in the design, construction and manage-ment of the built environment. What do you think has driven this change in mindset?

The answer I think is two-fold. Firstly, the issue of sustainability is not a new one in the Middle East. The Middle East Centre for Sustainable Development (MECSD) has been conducting research into the relationship between the built environment and the natural environ-ment for a number of years.

Its research shows buildings account for 49 per cent of sulphur dioxide emis-sions, 25 per cent of nitrous oxide emis-sions, and 10 per cent of particulate emissions, all of which damage urban air quality. Buildings also produce 35 per cent of carbon dioxide emissions — the chief pollutant blamed for climate change.

And, of course, we have a shortage of water in the region — just one per cent of the world’s available fresh water is shared among fi ve per cent of the world’s population.

The design, construction, operation and maintenance of our cities and com-munities therefore has a huge impact on natural resources and the environment. The challenge is to build smart from the supply chain onwards.

In the second instance construction, especially in certain parts of the Arab world, had been continuing apace with little time for environmental evalua-tion, until the global fi nancial crisis hit. The Middle East certainly felt the shock waves, yet the correction of what was an overheated construction boom gave us the chance to step back and breathe.

Developers, building owners and end-users realised the asset value of real es-tate — the importance of maintenance, service and operational e! ciencies. An association for facilities management professionals has been much-needed for a long time but, in my opinion, the eco-nomic circumstances made everybody look at the bottom line and acted as a catalyst for MEFMA’s formation.

And that bottom line is all about at-

taining e! ciencies. Sustainable con-struction and operational initiatives save money and lessen the impact on the en-vironment.

Ensuring sustainability in the built environment to protect the region’s so-cio-economic growth is a cornerstone of MEFMA’s remit.

MEFMA is the association for facility managers and wider con-struction industry stakeholders in the Middle East. How do you plan to reach and educate professionals across the region?

Engaging with professionals and gov-ernments across not just the GCC, but also the Middle East as a whole, is crucial. Collaboration and understanding of the region through transparent dialogue and education is imperative in delivering our sustainable objectives.

The MEFMA Qatar open day and con-ference is the fi rst of a number of planned country-specifi c events. We are physi-cally taking the association to Arab coun-tries to ensure accessibility.

Education, training and knowledge-sharing form the backbone of MEFMA policy. We are working with regional and international universities to develop MEFMA accredited courses of the high-est standard. The fi rst of which is the Foundation in FM course, which will run regionally from early next year.

How will professionals benefi t from MEFMA membership?

We will deliver the value and the re-turn members deserve. The value is not just visibility and acknowledgement; it’s more of an overall value chain. For indi-viduals, it’s having access to knowledge, expertise and a network for future career development. For companies, the value is having well-informed employees that become instrumental in the future of the business.

In order to maximise membership value, MEFMA is taking a proactive ap-proach to the challenges facing our sec-tor. Through the website and e-newslet-ter, members will have real-time access to information on emerging trends and the impact they will have on their opera-tions. Through the continual develop-

ment and promotion of industry initia-tives by MEFMA to meet and exceed these challenges, members are strategi-cally equipped to proactively move their operations forward.

The promotion of proactive leader-ship and implementation, to be one step ahead of the game and set the bar, is core to the MEFMA philosophy.

The end-user is now king. Can you tell us at what stage the dedicated MEFMA focus groups are pertaining to service charge modelling, building optimisation, handover etc?

Indeed, as I touched upon earlier, there has been a shift to a customer service fo-

cused business model. The MEFMA fo-cus groups are working hard to deliver benchmark studies to address the issues in your question.

We are laying the foundations of trans-parent legislative governance, a frame-work that is both relevant and workable for all concerned. When the focus groups have concluded their fi ndings they will be made available through MEFMA.

MEFMA is a groundbreaking fi rst for the region. What do the next 12 months hold?

Our aim for the fi rst year is to demon-strate that MEFMA is active and is the association for professionals and wider

stakeholders throughout the Middle East. As we have discussed, education, training, thought leadership conferences and networking events are now happen-ing. The website is live and will grow to be the community’s defi nitive information destination of choice. The e-newsletter, of which this is the fi rst, brings the indus-try to you, wherever you are.

Moreover, these are exciting times for FM professionals. We are faced with a great responsibility to deliver a sus-tainable future to our communities and end-users. We have also been handed a great opportunity to do just that through MEFMA.

FOUNDED in 2005 as an expansion of a multi-services enterprise operating in Jordan for more than 20 years, MAB was chartered to serve a burgeoning fa-cilities management (FM) market in the UAE.

Since FM’s emergence in the region, MAB has been a market leader in the UAE, achieving unparalleled growth and success. This success was based on a commitment to deliver best-in-class services realised through adopting the latest international facility manage-ment standards, technologies and tal-ent. Achieving ISO 9001:2000 Quality Management Systems certifi cation in 2007 and upgrading to ISO 9001:2008 in 2009, further established MAB as a preferred provider of facilities manage-ment services among its growing client base. To complement ISO 9001:2008, MAB also attained certifi cations in ISO 14001:2004, Environmental Manage-ment System and OHSAS 18001:2007, Occupational Health and Safety Assess-ment Series to bring clients a fully inte-grated management system. Excerpts of an interview with a top MAB o! cial:

What are the FM activities the company is involved in, in the re-gion?

Today, MAB o" ers total integrated FM services ranging from transition and handover management and electro mechanical services to swimming pool

management and turnkey security ser-vices. Our reach spans the UAE and be-yond including, Bahrain, Egypt, Jordan, and Saudi Arabia. Even through the evo-lution of MAB as a niche market player to a dominant force in a multi-billion dirham FM market, the company’s mis-sion remains at the forefront:

To deliver value-based service solu-tions to our clients in the areas of facili-ties management, services and logistics through state-of-the-art technology and highly-trained professionals utilising industry best practices and transpar-ent operations for the sustainable long-term mutual benefit of all stakeholders.

What are the noteworthy projects that you have been involved in?

Throughout the company’s history, MAB has established its reputation by taking on numerous “fi rst of a kind” projects that delivered invaluable solu-tions to our valued customers. From providing professionally trained life-guards to safeguard the many swimming pools in the emirate of Dubai to provid-ing comprehensive FM services in the prestigious Burj Downtown Old Town development, MAB has distinguished it-self as the provider of choice on some of our customers’ most critical projects.

What kind of challenges did you face and how?

Meeting challenges head-on is a cor-nerstone of MAB’s success. Whether it is mobilising resources rapidly in urgent situations or developing cleaning strat-egies to sustain and enhance our envi-ronment, MAB has partnered with cus-tomers, suppliers and industry experts to bring the right solutions to complex problems.

Do you think of the region from a business point, will it continue to be

strong in the years to come?As we enter a new era of development

and market maturity, MAB views the region as a prime location for growth and new opportunity. As new real estate regulations take hold in Dubai, MAB is well-positioned to demonstrate our commitment to customer service and high standards of service delivery to the new Owners Associations. Meanwhile, in other markets in the region such as Jordan, Saudi Arabia and Egypt, MAB is poised to expand its service delivery reach as these FM markets mature.

What are your company’s plans? Expansion in area, segments or op-erations?

As the company continues to expand throughout the region, strong business relationships in the geographic mar-kets we serve become increasingly im-portant. Alignment with partners who share a common vision and business culture are the key ingredient in the success of an enduring strategic rela-tionship. A prime example of this is the strategic agreement established in late 2010 between MAB and the Aqaba De-velopment Corporation (ADC). Under this 10-year agreement ADC and MAB will establish a joint venture company providing world-class services includ-ing facility management consultancy, security, cleaning, pest control, main-tenance, water surfaces services, build-ing management services, landscaping and other services that will upgrade the service quality in Aqaba to international standards over the coming years. This agreement is but one example of the essential partnerships needed between public and private sectors to deliver best-value services to the property mar-ket.

MAB as a preferred provider of facilities management services among its growingclient base

Provider of total integrated FM services

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Jamal Abdulla Lootah

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PLATFORM OFOPPORTUNITIESThe Middle East Facility Management Association (MEFMA) is dedicated to promoting excellence in the management of facilities through a professional body

THE Middle East Facility Management Association (MEFMA) is a professional body aimed at unifying the facilities management industry in the Middle East region. MEFMA is a non-profi t association dedicated at promoting excellence in the management of facilities through a professional body. The association shall conduct research, provide educational programmes and assist corporate and organisational facility managers in developing strategies to manage human, facility and real estate resources within their country. MEFMA shall develop products and services to assist the future of FM industry in the Middle East, for example, benchmark studies, minimum FM design requirements per building usage etc.

Conducting research studies and promoting an ongoing dialogue to help ensure productive work environments will also be high on MEFMA’s agenda as well as being a platform for marketing and networking opportunities for FM-related companies.

Photos: Megarme

AL ARSH is an organisation providing a broad spectrum of facilities management solutions with its roots founded in Dubai in 2007. It has now expanded its services to cover areas like energy management services (EMS) and owners’ association management services (OAMS). The or-ganisation’s core objective is to provide FM services to all kinds of built-up fa-cilities so that they can perform at their optimum level. Al Arsh continues to re-vitalise itself and deliver best-in-class services with exemplary specialisations in various segments of the industry.

“We believe that, clients are as im-portant as business, so we give them the peace of mind that they deserve and take care of all their facilities’ concerns so

that they enjoy using their facility and benefi t from the utility it provides,” said Adnan Sharafi , Executive Director.

According to him, “A holistic glimpse at the facility is necessary to provide solutions that suit the requirements of clients in the FM industry. Many a time the buildings are not designed or built with optimisation in mind. No maintain-ability review is done and they have not been seen by a value engineer. There is no commissioning and cosmetic repairs may have been done during DLP. In this case, a condition survey must be car-ried out prior to working on energy au-dits or reviewing the building design as compared to its use. It may involve use of extra funds or how it is used, to make

changes that will not only solve stick-ing problems but eventually pay o! and make savings through its service life. Moreover, its occupants will be relieved and can concentrate on their daily busi-ness.

“FM is about increasing the life cycle of facilities and reducing its operational cost. Therefore, energy-e" ciency be-comes paramount in reducing the op-erational cost of facilities mainly as buildings consume about 70 per cent of energy for cooling purposes with 18 per cent on lighting and rest on other ancil-lary items,” he added.

Al Arsh now also provides energy au-dits and sustainability solutions to their clients.

Al Arsh Facilities Management’s core objective is to provide FM services to all kinds of built-up facilities so that they can perform at their optimum level

AL ARSH FACILITIES MANAGEMENT

Excelling and expanding

AS SKYSCRAPERS have begun to be intrinsic to the landscape of the cities of the UAE, companies like Grako specialising in high level cleaning have found their work increasing. “Grako was established seven years ago and later, about three years back we acquired Gecko to provide our clients with a total so-lution for high level cleaning. Our qualifi ed, trained and equipped cleaners clean surfaces above three metres from ground level whether they are in the in-terior or the exterior of every type of high-rise build-

ing,” informs Alain S El-Tawil, Managing Director of Grako LLC in Dubai.

High level cleaning is an exceptionally specialised work and requires special access machines and tech-niques such as cherry pickers, sca! olding, cradle systems, rope access, etc. and Grako provides all of them to their clients, consistent with the project needs. Grako’s rope access procedures including the personnel working on them are certifi ed by IRATA (Industrial Rope Access Trade Association), an in-ternational body controlling all rope access compa-nies.

Some of the impressive clientele of Grako include Burj Khalifa, MAF Group of companies, Dubai World Trade Centre and The Address Hotels among others. “We are very proud to be chosen from among many international companies to clean all 828 metres of the tallest building in the world. We have secured a three-year contract to clean the exterior of the Burj Khalifa top to bottom and use di! erent types of ac-cess to do so. With this achievement we have liter-ally and fi guratively reached where no other cleaning company has reached before!” enthuses El-Tawil.

Grako has been able to obtain work on prestigious

projects mainly due to the hallmarks of its services namely high quality, on-time delivery and concen-tration on complete customer-satisfaction. El-Tawil adds, “We take pride in going the extra-mile for our customers and believe in working in partnership with them.”

Grako caters to clients all over the UAE and occa-sionally even in the neighbouring countries and has more than 250 trained personnel in its employment. By the end of 2011, the company is all set to establish branches in Abu Dhabi, Qatar and Bahrain to better serve those markets.

Grako reaches places where no one else dared to reach with a three-year contract with Burj Khalifa

CLEANING TOWERING HEIGHTS

Adnan Sharaf

DUBAI’S property boom has been a phenomenal success story as landmark developments rose from the sand. From the early days of development, Idama was conceived to take on the mammoth task of ensuring that Dubai’s landmark devel-opments remained as impressive in the future as they were when fi rst launched.

When FM was new to the market Idama applied international standards and of-fered expert services to a diverse client base which includes health care, fi nancial, residential and hospitality developments. Today, Idama continues to serve Dubai’s communities; residential, corporate and commercial by delivering valuable and fl exible FM services, simplifying lives and building on successes.

“We know that facilities management is a continuous task,” says Billy Daly, CEO of Dubai Asset Management, Idama’s par-ent company. “We also know that each and every community, business or authority has a unique di! erence, and therefore Idama al-ways provides specially tailored services.”

Taking day-to-day worries awayO! ering a whole gamut of facilities

management services, from the complex maintenance of heating and ventilation systems to adding the homely touches through housekeeping and hospitality, Idama takes day-to-day worries away.

Solutions are broadly divided into engi-neering services and soft services, deliv-ered with a smile by proactive and skilled technicians. From mechanical, electrical and civil maintenance and high-quality interior fi t-outs, to conscientious clean-ers and creative groundsmen, Idama has it covered.

“We train our people to manage relation-

ships and deliver value from start to fi nish,” informs Christian Roberts, Vice-President of Idama. “Our comprehensive support services team ensures seamless back-up for the team on site. Together, our sta! ensure that we de-liver is always more than is expected.”

Engineering Services — Prevention is better than cure

MEP — systems maintenance • Specialist maintenance• Space management — Fit out • HSE management • Energy management •

Soft Services — Success is in the de-tails

Cleaning • Landscaping and outdoor • Pest control• Waste management• Hospitality services • Recycling •

The best partner for sustainable com-munities

Since its inauguration in 2004, Idama has been practising a quality management system based on the International Organ-isation of Standardisation (ISO) remit, and in 2005, 10 months after its launch, Idama received the ISO 9001:2000 cer-tifi cate. This certifi cation continued to be revised to date with the ISO 9001:2008 Quality Management certifi cation

Idama’s focus on quality management evolved from process compliance and monitoring to process improvement. In 2009, Idama received the Dubai Qual-ity Appreciation Award, among industry leaders and top market players.

Dubai Quality Appreciation 2009 • DH EFQM Excellence Award 2006 • Founding member of MEFMA — Mid-• dle East FM AssociationISO 9001:2008 Quality Management • certifi cationISO 14001 Environmental Manage-•

ment certifi cationOHSAS 18001 certifi cation •

Success is a continuous processIdama is a capability which is unceas-

ing. It evolves and revolves around client needs. It adapts to market conditions, property trends and technological ad-vance. For Idama, success is a continuous process. New Horizon, Idama’s bespoke customer care, people development and business improvement system was initi-ated to continuously enhance services and levels of communication to both ex-ternal and internal clients. New Horizon enables Idama to genuinely understand the needs of its clients.

Idama understands the inconvenience interruptions cause. That is why Idama is on-call 24 hours a day, 365 days a year, to provide you with a seamless service. The Link, Idama’s centralised Customer Care Centre is the hub of its FM service delivery. With The Link, Idama is able to provide a single point of contact to both the client and the operations team. A so-phisticated management system, picks up a service request from the client at The Link and in real time communicates it to the operations teams on site for action. Building on relationships

The Idama proposition is based on end-to-end management working closely with clients and clients’ partners, provid-ing choice, fl exibility and dynamic scal-ability. Idama works hand-in-hand with a number of real estate players to ensure seamless operations from the inception of a project through to completion and operation

Property Managers • Security Companies• FM Consultants • Government Authorities • Developers • Contractors•

Idama was conceived to take on the mammoth task of ensuring that Dubai’s landmark developments remained as impressive in the future as they were when fi rst launched

Simplifying lives. Building on successes

Christian Roberts

Idama team implementing the Environmental Campaign in the TECOM community

Billy Daly and the Idama team receiving the Dubai Quality Appreciation Award – 2009

Idama Team members – Tree-planting event

“We are very proud to be chosen from among many in-ternational companies to clean all 828 metres of the tall-est building in the world. We have secured a three-year contract to clean the exterior of the Burj Khalifa top to bottom and use dierent types of access to do so.